1

We in the Philippine Navy believe that our vast waters serve to connect rather
than divide the islands that make up our proud maritime nation. Our waters, teeming
with abundant natural resources, are our nations great blessing, and in them lies one
of the keys to our security and progress as a country.
In the same way, it is our shared aspiration of a peaceful and progressive
Philippines and a prosperous life for our countrymen that connects the different
institutions in the government, private sector, and the civil society. We all have the
same end in mind; and in the recent years, we have seen ourselves gradually
converging and rowing together to reach that end.
Through the Islands of Good Governance 2015 initiative of the National
Competitiveness Council (NCC) and the Institute for Solidarity in Asia (ISA), we were
able to accelerate this convergence. The Philippine Navy is one with this group of good
governance trailblazers this archipelago of institutions working together to
strengthen performance excellence towards global competitiveness of our beloved
country.
With our Sail Plan 2020 as our guide, we were able to fulfill the commitments
we made in 2013 to be a Sentinel of the Sea, a Standard of Excellence, and a
Bastion of Innovation. It is a feat only made possible through our people our sailors,
marines, civilian personnel, and reservists who are working persistently to
accomplish our mission and put flesh to our aspirations, the support of the national
leadership, the untiring assistance of our partners in NCC, ISA, and other PGS
practitioners, and the faith of our stakeholders the Filipino people who continue to
dream and believe with the Navy.
But the journey does not stop here. Even as we have exceeded our
breakthrough commitments, the IGG is but one waypoint in our journey towards our
vision. Our Navy will be sailing on, continuing to live up to the values of good
governance as we sustain our momentum towards modernization. It is our rudder that
will keep us steady when sailing in turbulent waters of challenges within and outside
our organization. It is the north star that will guide us back on our track whenever we
have to adjust our course to accommodate inevitable and necessary changes.
With our personnel and stakeholders onboard our Sail Plan journey, our Navy
shall continue gaining headway, covering more waypoints, fulfilling its vision to
become a strong and credible force that effectively protects our seas and secures our
bright future as a maritime nation.

CAESAR C TACCAD
Vice Admiral, AFP
Flag Officer In Command, PN

The Philippines is a maritime nation.

History has shown that we are a seafaring people, and our countrys geography
has given us exceptional seamanship and strong affinity to the waters. Indeed, destiny
has made it our primary responsibility
to protect our nations rich maritime
resources
and
harness
our
capabilities to effectively manage and
control our seas.
Given this imperative, the
Philippine Navy (PN) has taken up the
crucial role of being the guardian of
our archipelago from its inception
more than a century ago. Article II,
Section
3
of
the
Philippine
Constitution states that: The Armed
Forces of the Philippines is the
protector of the people and the State. Its goal is to secure the sovereignty of the state
and the integrity of the National Territory. As the naval arm of the AFP, the PN is the
major service of the AFP that provides the naval component force for our countrys
defense and protection.
The PNs effectiveness, however,
has been constrained by enormous internal
and external challenges that have left it
trailing behind the navies in the region and
in the world. For a long time, our Navys
organization, assets, and equipment had
fallen to conditions that considerably
reduced its ability to effectively perform its
mandate. It has suffered from benign
neglect in terms of modernization and
capability build-up.

It likewise lost many real estate under its custody because it had no real strong
justification to back its claim to keep and develop them. And just like its platforms, the
Navy was using doctrines, which embody the way they perform their operations that
are outdated and obsolete.

The Birth of the Sail Plan

These realities, a stronger call for good governance, and the increasing
demands of the ever-changing security environment where it operates caused the
Navy to take a more purposive look on the way it does things and the direction that its
organization is taking. After a thorough strategic assessment, the Navy saw the glaring
need for a turn-around.
From November 06 to 08, 2006, a group of Navy Officers, from the rank of Rear
Admiral and Commodore down to Lieutenant and Ensign, guided by Dr. Jesus P.
Estanislao and the Institute for Solidarity in Asia (ISA), and other renowned
personalities representing the Navys stakeholders, crafted the current North Star of
the PN in its attempt to turn its organization around: the PN Strategic Sail Plan 2020.
Commonly called the Sail Plan, it serves as the Navys strategy for
organizational development. The Sail Plan outlines the specific and concrete steps
that the Navy will take in order to realize the shared aspiration of its men and women:
that by 2020, we shall be a strong and credible Navy that our maritime nation can be
proud of.

In crafting the Sail Plan, the Navy took a deliberate assessment of the strategic
issues it is confronting in the areas of executive focus, doctrine development, resource
planning and management, personnel development, facilities, planning process,
leadership, and the link between the budget and the strategy. Based on the issues i t
identified, the Navy determined the ideal state of its organization that will be able to
support effective execution and sustainment of naval and maritime operations, in
support to the accomplishment of the AFP mission.

The development of the PN Sail Plan 2020, designed to be the Navys

accompanying framework of the DNDs and the AFPs major thrusts, provide direction
and focus in undertaking its mandated tasks, a management tool that details the
journey that the Navy will embark on towards attaining the vision of being a strong and
credible force.

10

A. THE PHILIPPINE NAVY STRATEGIC SAIL PLAN 2020

1. PN CHARTER STATEMENT
As the Navys developmental strategy, the Sail Plan is composed of the
PN Charter Statement; the Governance Strategy Map; and the Enterprise
Scorecard, also known as the FOIC, PN Balanced Scorecard.
The PN Charter Statement is composed of the vision, mission and core
values of the Navy. The Charter Statement provides a grounded framework
from which every plan or program that the organization will undertake shall be
aligned. It also serves as a reminder to every sailor, marine, civilian personnel,
and reservist of their professional objectives and an inspiration for them to
better serve the country, the Navy, and its stakeholders.
The PN Vision articulates what the Navy aims to realize and achieve
within a definite time horizon. It is a long-term goal that describes the aspiration
of the Navy in so far as the course it would take in the future is concerned.
By 2020, we shall be a strong and credible Navy that our maritime
nation can be proud of.
The Mission states the Navys mandate and its specific contribution to
the achievement of the Higher Headquarters mission. It gives the Navy a clear
direction in continuing its efforts to further develop its capabilities as a major
service of the Armed Forces of the Philippines.
To organize, train, equip, maintain, develop and deploy forces for
prompt and sustained naval and maritime operations to accomplish the
AFP mission
The Core Values serves as the foundation of the efforts to further build
the Navy organization. It outlines the principles, standards and ideals that every
Navy personnel must observe in performing their functions. It serves as a guide
in molding and sustaining the character and lifestyle that will uplift the individual
performance of every Navy personnel and ensure the organizations overall
mission accomplishment.

Honor
Dedication
Patriotism

Solidarity
Leadership
Professionalism

11

2. STRATEGY MAP
The PN Governance Strategy, also known as the PN Strategy Map, tells
the story of how the Navy intends to reach its desired state by 2020. It serves
as the basis for all capability-development initiatives of the Navy. Anchored on
the PN Charter Statement, the PN Strategy Map links the three (3) strategic
themes, five (5) perspectives and 12 strategic objectives.

The PN Strategy Map provides the visual illustration of the cause-andeffect relationship among the strategic objectives of the Sail Plan with the
ultimate objective of achieving the vision of the Navy. These strategic objectives
address the Navys strategic issues that were identified in 2006.
The Strategic Objectives are grouped into five perspectives: Personnel,
Organization, Resources, Capability, and Accomplishment.
The strategy map is read from bottom up, starting with the Personnel
perspective, highlighting the fact that the sailors, marines and civilian personnel
of the Navy are the foundation of its success and effectiveness. This
perspective pertains to the investments that must be made to upgrade the
motivation, values, knowledge and skills of people in the organization. The
Organization perspective, on the other hand, pertains to the improvement in
the systems and processes of the Navy. The Resources perspective
corresponds to the effective, efficient and transparent management and
utilization of the Navys financial resources while the Capability perspective
contains the development of its platforms, assets, equipment, and facilities.
Finally, the Accomplishment perspective contains the Navys desired
outcomes: a secured maritime environment and satisfied stakeholders. The 12
strategic objectives likewise address the strategic themes of Mission
Responsiveness, Maritime Security and Maritime Prosperity.

12

3. PN GOVERNANCE SCORECARD
The PN Governance Scorecard, commonly known as the FOIC, PN
Balanced Scorecard (BSC), was crafted to manage the implementation of the
PN Strategy Map. It translates the objectives contained in the strategy map into
defined performance measures, targets and initiatives. The BSC also serves as
the primary guide of the Navy in monitoring the progress and attainment of the
desired strategic objectives of the Sail Plan. It gives a clearer view of the
specific projects, programs and activities that the Navy has to undertake in
order to address the current challenges it is facing and to take advantage of its
strengths and opportunities.
An effective BSC is an ever-evolving, dynamic tool that is able to adapt
to the changes in the strategic issues of the organization. Hence, along the
journey of implementing the Sail Plan, the Navy also regularly revisits and
revises the BSC of the FOIC, PN. The first-ever FOIC, PN BSC was crafted in
2006. As the Navy progressed in the implementation of the Sail Plan, the PN
saw the need to rationalize the measures and strategic initiatives contained in
the FOIC, PN BSC as some of them were no longer responsive. Some are also
not strategic but were rather operational and tactical in nature. With this
concern, the PN revised its BSC in 2010 during a Strategy Review of the Sail
Plan. This brought improvements in the way the PN manages the FOIC, PN
BSC. Measures of strategic objectives were trimmed down from 31 to 22. The
initiatives contained in the BSC have become more concise and strategic. A
strategy review was again conducted in 2012 to verify the validity of the
objectives, measures and initiatives in the FOIC, PN BSC. This was followed
by an intensive PN Officers Core Team Training in 2013 which aimed to further
cascade the strategy of the PN to its units and individual personnel. Finally, in
December 2014, the PN Sail Plan Review served as an avenue for the PN to
further rationalize the existing objectives, measures, and initiatives in the FOIC,
PN Balanced Scorecard. Additionally, the PN was able to validate the alignment
of the PN objectives and initiatives to the AFP Transformation Roadmap 2028.
To date, the PN Governance Scorecard has 12 strategic objectives, 25
measures, and 14 strategic initiatives which are more responsive to the needs
of the Navy and its stakeholders, both internal and external.

13

FLAG OFFICER IN COMMAND, PHILIPPINE NAVY

BALANCED SCORECARD
PERSPECTIVES
Personnel

Organization

STRATEGIC
OBJECTIVES
1. Develop
Highly
Competent &
Motivated
Professionals
(N1)

2.Develop
Sound &
Appropriate
Maritime
Doctrines (N8)

3. Achieve
Responsive
Naval Reservists
Program (N9)

MEASUR
ES
A.
Personnel
Readines
s Rating
(N1)
B. % of
Personnel
with at
Very
Satisfacto
ry PER
Rating
(N1)
C. Morale
and
Discipline
Survey
Rating
(TNIG)
A. No. of
priority
keystone
doctrines
developed
(N8)
B. No. of
support
doctrines
and
administra
tive
manual
developed
(N8)

C.
Percentag
e of
promulgat
ed
doctrine/
manuals
tested
and
evaluated
(N8)
A. No. of
Mission
Capable
Reserve
Units (N9)

14

1st
Qtr
62
%

2015
2nd
Targ
Qtr
et
66% 75%

99.6%

2020

INITIATIVES

95%

1. Sustain the
PN Education
and Training
Strategy
(N8)
100%

100
%

95.
66
%

94.7
2%

95%

95%

2.
Institutionaliz
e the Human
Capital
Strategy (N1)

TBD

3. Establish
PN Doctrines
Development
Strategy (N8)

TBD

65.
64
%

81.8
2%

80%

95%

12

4. Institute a
Sustainable
PN Reserve
Force
Development
Strategy (N9)

4. Adopt
Dynamic &
Responsive
Naval
Organization
(N3)

Resources

5. Attain
Adequate
Financial
Resources
(NRMO)

6. Ensure
Balanced
Financial
Programs
(NRMO)

A. % of
completed
Initiatives
IAW the
Reorganiz
ation Plan
of AADS
(N3)

12
%

16%

33%

100%

5. Build a
Responsive
Naval Force
Structure
(N3)

B. No. of
PN Units
with ISO
Certified
Processe
s (NSO)
C.
Number
of
Subordina
te Units of
ISOCertified
PN Units
with
Cascaded
Processe
s (NSO)
A. Total
Estimated
Monetary
Value of
Mission
Essential
PAPs
Contracte
d by PN
with
external
stakehold
ers
(NRMO)
A. % of
Budget
Allocation
Intended
for UFO
Executed
(NMFO)

14

14

14

14

6. Pursue
ISO-Certified
Processes
(NSO)

13

13

22

TBD

10
M

28M

909
M

TBD

7. Pursue
Opportunities
for other
sources of
funds
(NRMO)

43
%

58%

90%

90%

8.
Strengthen
Resource
Management
System
(NRMO)

15

Capability

7. Achieve a
Responsive
Naval
Sustainment
System (N4)

8. Develop
Reliable Naval
Facilities (N4)

9. Develop
Responsive
Naval
Capabilities
(N5)

Accomplishme
nt

10. Optimal
Level of
Operational
Readiness (N3)

A. Supply
Readines
s Rating
(N4)
B.
Mission
Critical
and
Mission
Essential
Equipmen
t
Readines
s Rating
(N4)
A. Facility
Readines
s Rating
(N4)
B.
Number
of
Complete
d
Infrastruct
ure
Projects
Contributo
ry to
Major
Final
Output
(TNCE)
A.
Percentag
e
Capability
Developm
ent Plan
Acquired
for
Horizon
One (N5)
A.
OPREVAL
Rating
(N3)

16

100
%

TBD

9. Develop a
PN Logistics
Management
Strategy (N4)

77
%

78.2
6%

75%

95%

84
%

85%

75%

95%

25

109

207

TBD

9.5
%

9.5
%

9.5%

Measu
re to
be
replac
ed by
% for
Horizo
n Two

11.
Implement
the PN
Capability
Development
Plan (N5)

62
%

66%

73%

TBD

12. Improve
Operational
Readiness
Management
Program (N3)

10.
Implement
the PN
Basing
Strategy (PN
REMO)

11. Secured
Maritime
Environment
(N2)

12. Highly
Satisfied
Stakeholders
(N7)

A.
Increase
the
number of
MSA
Platforms
(N2)
B.
Increase
the
number of
Engagem
ents in
Strategic
Level (N3)
C.
Number
of Patrol
in PH
Critical
Areas
(N3)
A. PN
Units
Satisfactio
n Rating
(TNIG)
B. Unified
Command
s
Satisfactio
n Rating
(TNIG)
C. Public
Satisfactio
n Rating
(N7)

17

21

21

31

TBD

13

TBD

TBD

767

101
2

2650

TBD

87.5
0%

TBD

89.4
0%

TBD

HS

13. Enhance
Efficient Data
Collection &
Reporting
System on
Naval
Operations
(N3)

14.
Implement a
Dynamic
Strategic
Communicati
ons Plan (N7)

4. Breakthroughs: Realizing the Aspirations of the Sail Plan

Since the crafting of the PN Strategic Sail Plan in 2006, the PN has
achieved major breakthroughs geared towards genuine organizational
transformation and development. The following are the achievements in the Sail
Plan as reflected by the measures and initiatives in the FOIC, PN BSC for the
years 2010-2014.

Personnel Perspective

Increased Motivation and Competence of PN Personnel

Initiatives:
1. Human Capital Strategy
2. Education and Training Strategy
3. Integrated Personnel Management System
Measures:
A. Morale and Discipline Survey Rating
2010

2011

2012

2013

2014

Actual

Target

Actual

Target

Actual

Target

Actual

Target

Actual

Target

93.82%

86%

93.27%

86%

93.90%

86%

94.20%

86%

91.26%

86%

18

96%

94%

93.82%

94.20%

93.90%

93.27%

92%

91.26%

90%
88%
86%

86%

86%

86%

86%

86%

2010

2011

2012

2013

2014

84%
82%
80%

Target

Actual

B. Personnel Readiness Rating

2010
Actual
74.13%

2011

Target
65%

Actual
75.93%

2012

Target
70%

Actual
83.42%

2013

Target
73%

Actual
80.85%

90%
74.13%

70%

65%

60%

75.93%
70%

73%

2011

2012

Target
85%

Actual

Target
85%

85%
80.85%

83.42%

80%

2014

50%

40%
30%
20%

10%
0%
2010

Target

2013

2014

Actual

C. Training Readiness
2010

2011

2012

2013

Actual

Target

Actual

Target

Actual

Target

Actual

Target

72.66%

70%

76.62%

75%

83.98%

80%

97%

85%

19

2014
Actual

Target

Measure became a major

component of Personnel
Readiness Rating

120%

100%

97%

80%
72.66%
70%

76.62%
75%

85%
80%

85%

2012
Target

2013
Actual

60%

40%

20%

0%
2010

2011

2014

Organization Perspective

Enhanced core processes of sustainment systems and organizational capability to

manage, execute and sustain operations
Initiatives:
1. ISO-Certification of PN Units and Offices
2. Development of Doctrine Management System
3. Full Operationalization of PN R&D Units (FMWC, NRTDC, ONSS)
Measures:
A. Number of PN Units with ISO-Certified Systems and Core
Processes

20

2012

2013

2014

Actual

Target

Actual

Target

Actual

Target

10

10

12

10

10

2
0
2012

2013

2014

Target

Actual

*Note: Target and Actual are overlapping

B. Percentage of Existing Doctrines Reviewed

2012
Actual
9.00%

2013
Target
20%

Actual
55%

2014
Target
40%

Actual
70%

Target
40%

80%
70%

70.00%

60%
55.00%

50%
40%

40%

40%

2013

2014

30%
20%

20%

10%

9.00%

0%
2012
Target

21

Actual

Resource Perspective

Increased efficiency of PN financial resource management and link of budget to

strategy

Initiative: Linking of Budget to Strategy

Measures:
A. Percentage of Budget Allocation intended for the Key Result Areas
of the Presidents Social Contract
2010

2011

2012

2013

2014

Actual

Target

Actual

Target

Actual

Target

Actual

Target

Actual

Target

97.04%%

95%

97.30%

95%

96.99%

95%

96.99%

95%

99.84%

95%

101%
100%

99.84%

99%
98%

97%

97.04%

97.30%

96.99%

96.99%

96%
95%

95%

95%

95%

95%

95%

2010

2011

2012

2013

2014

94%
93%
92%

Target

22

Actual

B. Percentage of Budget Allocation for the Unit Final Output

2012

2013

2014

Actual

Target

Actual

Target

Actual

Target

75.40%

70%

75.99%

70%

75.99%

70%

77%
76%

75%

75.99%

75.99%

70%

70%

70%

2012

2013

2014

75.40%

74%

73%
72%
71%
70%
69%

68%
67%

Target

Actual

Capability Perspective

Increased Operational Readiness of PN Units

23

Initiatives:
1. Acquisition of new capabilities and platforms
2. Development of Maritime Situational Awareness Platforms
3. Development of the Active Archipelagic Defense Strategy (AADS)
Measures:
A. Operational Readiness Evaluation Rating
2010

2011

2012

2013

2014

Actual

Target

Actual

Target

Actual

Target

Actual

Target

Actual

Target

66%

78.56%

68%

77.01%

79.97%

77.01%

83.49%

73%

83.49%

73%

90%
80%

78.56%

77.01%

71.66%

70%
64.71%

66.65%

55%

55%

55%

2007

2008

2009

73%

70%

68%

66%

83.49%

79.97%

60%

50%
40%

30%
20%

10%
0%

2010
Target

2011

2012

2013

Actual

B. % of Capability Development Program Implemented

2010
Actual
88%

Target
100%

2011
Actual
100%

Target
100%

2012
Actual
10%

Target
20%

24

2013
Actual
30%

Target
25%

2014
Actual
88%

Target
100%

120%

100%

100%

100%

88%

88%

100%

100%
88%

80%

60%

40%

20%

20%

30%
25%

20%

10%

30%
25%

10%

0%

2007

2008

2009

2010
Target

2011

2012

2013

2014

Actual

With these breakthroughs in the PN Sail Plan, the Navy has fostered a
culture of professionalism, good governance and leadership excellence. From
a legacy-based Navy, the Navy has become more strategy-driven, giving
priorities to the strategic needs of the organization and personnel instead of
personal interests. This further resulted to diminishing silos in the organization.
Huge adjustments to align with the new plans of a new leader were already
avoided. It also enabled the PN to focus and maximize its efforts and resources
on key areas of improvement such as personnel competency, organizational
excellence, resource management efficiency, capability upgrade and
stakeholder satisfaction. From tactical to routine way of thinking, PN personnel,
from the senior leaders down to the junior officers have started to think long term and more strategic. These are just some of the definite manifestations that
the Navy has indeed transformed and has institutionalized the Sail Plan in the
organization.
Notably, the roots of the three PN IGG commitments can be traced
through the initiatives in the Sail Plan that serve as vital components in bringing
the change in the Navy organization.

25

B. IMPLEMENTING THE STRATEGY

1. Cascading the Strategy

The PN Strategic Sail Plan 2020 was translated into operational
terms following the Performance Governance System (PGS) of the
Institute for Solidarity in Asia and the Balanced Scorecard (BSC)
Framework of Drs. Robert S. Kaplan and David P. Norton.
With the unique nature of the PN as a military organization,
cascading and alignment was done using a top-down approach.
Through this, scorecards at all levels of the PN organizationfrom the
Flag Officer in Command, PN (FOIC, PN) down to the individual Navy
personnelare synchronized in achieving the objectives of the Sail
Plan.
Cascading started in 2010 and was completed in 2013, when the
PN Sail Plan reached the individual level. Notwithstanding this, the PN
continues to revalidate the PN Sail Plan and realign the initiatives of PN
Units.

26

To ensure alignment
and synchronization,
all PN units and staff
use a customized
framework on the
Balanced Scorecard.
Their
template
is
composed of input,
output, and outcome
perspectives.
The
input perspectives
Personnel,
Organization,
Resource
and
Capabilityfocuses
on the attainment of the objectives and the implementation of the initiatives that
build the capacity and capability of the organization, which will then lead to the
overall readiness of the PN, mission accomplishment and stakeholder
satisfaction. On the other hand, the Accomplishment perspective is the output
and outcome perspective because it contains the result and the impact of the
individual contributions and achievements completed in the P-O-R-C or input
perspectives.

27

Functional Second Level Scorecards

The PN is composed of 21
second-level units: two (2) type
commands,
five
(5)
support
commands, eight (8) support units
and six (6) operational commands.
Each of these units performs
peculiar tasks that are all crucial in
achieving the Navys mission.
PN units developed and
aligned their respective strategic
initiatives with each other to ensure
that there are no gaps or duplication
of tasks in the second level of the PN organization. Timelines have also been
aligned to ensure synchronization and smooth implementation of the initiatives.
All 2nd Level PN Units, except for its Naval Operating Forces (NOFs),
derive their strategies and respective scorecards solely from the enterprise
level. For the case of the NOFs, the input perspectives of Personnel,
Organization, Resources, and Capability are derived from the Enterprise
Strategy of the Navy while the Accomplishment perspective is derived from the
Unified Commands of the AFP.

Lower Level Scorecards

Commitment of lower unit levels to accomplish the objectives of the PN

Sail Plan is best exemplified by their dedication to effectively and efficiently
execute the strategy through the use of the BSC. Sub-units have their own
scorecards that are aligned with higher level scorecards through the cascading
process of directly deriving their contributions from the unit BSC. Through this,
tasks are assured to be distributed productively and effectively.
Staff within headquarters also crafted their own office scorecard. Their
scorecards serve as the extension of unit and sub-unit scorecards as they are
the owners and managers of the objectives, measures and initiatives contained
in their respective unit and sub-unit scorecards.

Functional Individual Scorecards

As of October 2015, the PN has a total of 20,054 functional individual

scorecards of its personnel. This figure comprises 91% of the PNs current
strength, excluding those personnel assigned at AFP and other units outside
the PN.

28

At the end of the day, it is the individual PN personnel who will determine
the success and sustainability of the Sail Plan. It is the individual who will carry
out the implementation of the initiatives provided in the FOIC,PN BSC. As such,
every PN personnelofficer, enlisted personnel, and civilian employeehave
the proper knowledge and right commitment to give their contributions for the
attainment of the vision of the Navy as reflected through the Individual
Scorecards. The Individual Scorecard contains two perspectives: professional
and personal. The professional perspective reflects the direct contribution of
the personnel to the Sail Plan based on his or her core function and job
description. On the other hand, the personal perspective comprises the
personal development of the individual personnel his/her well-being in terms
of the physical, social, emotional, mental and spiritual dimensions, among
others.

29

2. Embedding the PN Sail Plan into the Organization

The PN has continuously endeavored to ensure that the thrusts of the
Sail Plan are aligned to and supportive of the policies, guidance and thrusts of
the Higher Headquarters and pertinent national government agencies. In the
same way, the Navy aligns internal support systems and processes to the Sail
Plan and ensure that this will facilitate effective implementation and
improvement of systems and processes.
.
Aligning to the DND, DBM, AND GHQ AFP

The Defense System of Management (DSOM) is the overarching system

of the Department of National Defense (DND) that links capability development
to planning, programming, budgeting, execution, and performance review. It
provides the mechanism for the DND to ensure the effective and transparent
implementation of the AFP Modernization Program. DSOM has four (4)
component systems namely: the Defense Strategic Planning System (DSPS);
the Defense Capability Assessment and Planning System (DCAPS); the
Defense Acquisition System (DAS); and the Defense Resource Management
System (DRMS).
The Sail Plan, as the Navys organizational development strategy, aligns
with the Active Archipelagic Defense Strategy (AADS), the Navys operational
strategy. Using the DCAPS as its framework, the Sail Plan provides the AADS
required development of doctrines, organization, training, leadership, people,
materiel and facilities (DOTLPMF).

30

The Sail Plan also enables the PN to adhere to the Organizational

Performance Indicator Framework (OPIF) of the Department of Budget and
Management (DBM) as it embodies the specific objectives and initiatives that
will directly accomplish the Navys Major Final Output based on its
mandate.The Navy is able to facilitate the identification, planning, and
programming of activities and projects that directly contribute to MFOs through
the Unit, Office and Individual Scorecards aligned to the FOIC,PN BSC.
Because of the said link, priority in terms of budget is given to the Plans, Action
Plans and Programs (PAPs) which are defined in the PN Sail Plan for the given
fiscal year according to a unit or offices mission and/or core function.

Linking the Budget to the Strategy

The PN Annual Plan and Budget Development Guidance (PN APBDG)

provides the general direction in conducting the Annual Plan and Budget (APB)
development process of PN, incorporating therein the results of the major
processes of the DSOM. Good governance practice is emulated in the budget
formulation cycle, since the budget development process being implemented in
the PN is guided by the concepts of Public Expenditure Management (PEM)
and the Organizational Performance Indicator Framework (OPIF) of the
Department of Budget and Management, among others.
This results in the higher percentage allocation of the overall PN Budget
to Major Final Outputs (MFOs) and Unit Final Outputs (UFOs). In the PN APB
for CY 2015, around 90% of the total PN Budget is allocated for strategic
initiatives (MFOs and UFOs), and 10% for support to these initiatives and for
management and administration expenses.

31

The Resource Development Guidance issued by the Naval Resource

Management Office (NRMO) every year is largely based on the priority
initiatives under each objective of the Sail Plan. Through this mechanism, the
Navy is able to achieve a balanced financial program because it provides the
sustainment of operations and development of capabilities despite the limited
resources given by the national government.

Aligning the FOIC, PN Command Guidance

The Command
Guidance
is
the
document issued by
the Flag Officer in
Command of the PN
(FOIC,PN)
that
outlines the strategic
thrusts
of
his
leadership and the
specific tasks under
these
thrusts.
It
translates
the
guidance and policies
from
the
Higher
Headquarters to tasks specific for the Navy as one of the AFPs major services.
As it contains the general policy direction by the head of the Navy, the
Command Guidance serves as one of the main reference for annual planning
and execution of the entire organization.
Since 2006, every Command Guidance of the incumbent FOIC,PN has
echoed the strategic direction and specific thrusts of the Sail Plan. The
Command Guidance has since been structured according to the five
perspectives of the Sail Plan: Personnel, Organization, Resources, Capability,
and Accomplishment. By so doing, the Sail Plan is institutionalized as a
reference for policy and decision making of the FOIC,PN and his Command
Team.
In using the Sail Plan as a reference for his Command Guidance, the
incumbent FOIC,PN signifies his commitment to the Sail Plan and signals all
Navy personnel, particularly the members of the Command Team, to follow suit.
The Command Guidance then becomes an effective mechanism to ensure
alignment within the organization. In addition, as the policy directions provided
in the Command Guidance are given priority in budget allocation, it also
becomes an effective tool to ensure that initiatives of the Sail Plan are provided
with resources.

32

3. Champions of Good Governance

The Center for Naval Leadership and Excellence

The Center for Naval Leadership and Excellence (CNLE) is the PNs
fully-functional Office of Strategy Management, serving as an independent
office directly reporting to the Flag Officer in Command, PN. It is primarily
tasked to oversee the implementation of the PNs developmental strategy, the
PN Strategic Sail Plan 2020.

The Center has been actively monitoring the execution of the PNs
developmental roadmap and the changes encountered along the way, since
its inception in 2008. For seven years and counting, CNLE has initiated and
conducted various initiatives, which led to the successful and sustained
implementation of the PGS in the Navy. These initiatives include the
alignment of the PN strategy across all levels; review and validation of the
PN strategy; regular conduct of cascading and alignment to second level
units and to individuals; and strengthened and more rigorous execution of
the PN Sail Plan communication plan.

PN Sail Plan Officers

The cascading and alignment across all HPN staff and PN units served
as one of the major challenges for CNLE as an OSM, primarily because of its
limited manpower. To address this, CNLE partners with a group of dynamic and
dedicated Sail Plan champions called Sail Plan Officers. Well-equipped with
the knowledge on strategy formulation and execution, every member is capable
of assisting CNLE in monitoring and overseeing the implementation of the Sail
Plan.

33

Currently, each HPN staff offices and every PN unit has a designated
Sail Plan Officer. For the HPN staff, Sail Plan Officers are the Executive Officers
and Deputies while for PN units, they are the Chiefs of Staff. Through this setup, the PN assures that the strategy is effectively executed through proper
management and implementation. Sail Plan Officers function as the primary
personnel accountable for the implementation and update of their office/unit
Governance Scorecards. Not only do they help in the management of the
strategy but also they efficiently assure that cascading is done down to the
individual level through supervising cascading and alignment sessions.

The PN Board of Advisers

The PN Board of Advisers (BoA) serves as the Navys Multi-sectoral

Governance Coalition. It was first convened in 2009 as the PNs advisory board
which provides the needed external perspectives and appropriate guidance on
the key issues and concerns of the PN, and also acts as a channel for networks
that can help the PN find solutions to pressing issues. The PN BoA meets bimonthly.

34

The PN BoA primarily exists to advise and assist the PN in identifying

key priorities and strategic issues in accordance with the PN Sail Plan 2020;
and provide insights in aligning the PNs policies, plans and programs with the
political, socio-economic, cultural and moral development needs of the
organization.
As representatives of PN external stakeholders, the PN BoA also assists
the PN on possible ways to generate resources in order to sustain the Navys
present and future plans and programs. This was realized through the creation
of the Support Your Navy Foundation (SYNF), an independent body that seeks
to raise greater financial support to the PN from external stakeholders.
The current PN BoA CY 2015-2016 is composed of the following:

35

Aileen San Pablo Baviera,

PhD.
Professor, Asian Center
University of the Philippines
Diliman, Quezon City

Mr. Jarius Bondoc

Columnist, Philippine Star

Atty. Jay Batongbacal

Director, Institute for
Maritime Affairs and Law of
the Sea

Hon. Margarita R. Songco

Deputy Director General
National Economic and
Development Authority

VADM Eduardo Ma R
Santos AFP (RET)
President, Maritime
Academy of Asia and the
Pacific

Architect Miguel C. Guerrero III

Co-Managing Partner
Asian Architects

Ms. Doris Magsaysay Ho

President and CEO
Magsaysay Group of
Companies

Atty. Antonio A. Oposa Jr.

Founder, Batas ng Kalikasan
Foundation

Ms. Maria Ressa

CEO and Chief Editor
Rappler Inc.

Atty. Gilberto Teodoro Jr

Former Secretary, Department of
National Defense

Hon. Leticia RamosShahani

Former Senator

Hon. Joseph Emilio Abaya

Secretary, Department of
Transportation and
Communication

Dr. Corazon DB Claudio

Environmental Change
and Climate Change
Expert

36

C. REPORTING AND MONITORING MECHANISM

Another important mechanism to ensure the effective and timely

implementation of the Sail Plan is an effective reporting and monitoring system
which enables the Navy monitor the execution of specific strategic initiatives,
identify best practices that can be duplicated as well as difficulties and
challenges to execution that should be addressed, and assess the over-all
responsiveness of the strategy.
1. Strategy Review Meetings
Strategy review meetings
serve the following purpose:
a. Update on the strategy
execution providing the
top
leadership
a
chance to reflect on
progress and proposed
areas
of
strategic
adjustment;
b. Evaluate the strategy
based on the following:

Actual vs Target

Progress
of
initiatives

Responsiveness of
the strategy

Impact of the strategy to the organizations development; and

c. Identify actions that can be done to address issues on the strategy

The PN has three types of strategy review meetings at organizational

level while at unit level, there are two types, based on frequency and who are
required to attend.

37

Strategy
Review
Meeting

Frequency

Scope

Sail Plan
Meeting

Every first and

third Thursday
of the month

Enterprise Level
Quick Overview of
Strategic Initiatives and
updates on the Strategic
Initiatives

Sail Plan Staff

Conference

Monthly (first
Monday after
the Sail Plan
Meeting)
Quarterly

Command
Conference

Unit Sail Plan

Meeting

Monthly

Unit
Command
Conference

Quarterly

Issues discussed and

action plans formulated
during the Sail Plan
Meeting
-Status of the enterprise
strategy.
-Responsiveness of
objectives to the strategy
Second Level Units
Quick Overview of
Strategic Initiatives

Status of the Unit BSC:

-Targets
-Accomplishments of
initiatives

Attendees

Presiding Officer: Director,

CNLE
Attendees: Headquarters
Philippine Navy (HPN) Staff
Sail Plan Officers
Presiding Officer: Chief of
Naval Staff (CNS)
Attendees: HPN Staff
Presiding Officer: FOIC,PN
Attendees:
Unit Commanders and HPN
Staff
Presiding Officer: Unit Chief
of Staff
Attendees:
1.Objective owners
2.Measure Owner
3.Initiative Owner
Presiding Officer:
Unit Commander
Attendees:
Sub-unit commanders and
Unit Staff

The PN employs a bottom-up approach on reporting mechanism

wherein submission of reports follow the accountability on the Balanced
Scorecard owners at the same time allows immediate actions for some issues.
The initiative manager and measure owner submits a report to the objective
owner regarding the status of action plans. Consequently, for the HPN staff, the
objective owner submits a comprehensive report to CNLE. In the case of units,
objective owners submit the report to the Chief of Staff whom in turn
consolidates all the reports and submit to CNLE. The Center in turn, collates all
the reports and renders a presentation to the PN top leadership on the quarterly
Command Conference.

38

2. PN Electronic Performance Governance Reporting System

Launched in September
2014, PN Electronic Performance
Governance Reporting System (ePGRS) is a web-based software
that facilitates effective and
efficient reporting and monitoring
of the Sail Plan. The first phase
(2014) features the automation of
the first level scorecards (FOIC,
PN BSC and
HPN
Staff
Scorecards). Last June 2015, the
second phase was completed with
the automation of second level
scorecardsall of the 21 Unit
Scorecards can now be viewed
online. Through the e-PGRS, Sail
Plan Officers can update their
respective
office
and
unit
scorecards anywhere and anytime. Further, members of the PN Command
Team can easily know the status on the achievement of targets and
accomplishment of initiatives 24/7.
The PN e-PGRS also serves platform for any member of the Navy and
external stakeholders to learn and appreciate the basic components, details
and updates on the Sail Plan as Sail Plan books, brochures and other
publications can be accessed by anyone.
The e-PGRS can be accessed at http:// cnle.navy.mil.ph/pn_epgrs.

39

D. SUSTAINING THE STRATEGY

1.

Link to Rewards, Recognitions and Incentives

Best Sail Plan Implementing Unit Award

In 2013, the PN began incentivizing exemplary contribution to the Sail

Plan execution through the Best Sail Plan Implementing Unit Award. The award
aims to honor the invaluable commitment and contribution of PN units to
genuine and sustained organizational transformation, and to provide motivation
to those that excelled in effectively implementing their respective initiatives
under the Sail Plan.

Link to Performance-based Bonus

The PN uses the Annual General Inspection (AGI) Rating as one of the
basis for the awarding of the Performance-based Bonus (PBB), which the
government started implementing in 2012. With the integration of the Sail Plan
to the AGI, effectiveness in implementing Sail Plan initiatives have also become
a basis for the ranking of each PN unit for the PBB.

40

With the AFPs

implementation of
the
Performance
Evaluation Rating
(PER)
for
uniformed
personnel and the
Civil
Service
Commissions
Individual
Performance
Commitment and
Review (IPCR) for
civilian personnel,
individual
scorecards
has
been officially adopted by the entire AFP as one of the bases for performance
evaluation and the PBB. For the PN, the framework of the individual scorecard
is almost similar to the the PER and IPCR, making it effective and efficient for
the PN personnel to accomplish their expected contributions to their units and
offices.
2. Governance Program
In order to ensure that the Sail Plan is integrated to the organization, the
PN has aligned its internal systems and processes with the roadmaps thrusts.
As discussed in the previous sections, the budget system has been designed
in a way that utilizes the Sail Plan, among other guidance, as the bases for
prioritizing projects and programs. Likewise, the Sail Plan has also been utilized
to link the different systems and program required by the national government
and the higher headquarters, namely the AFP Modernization Program, the
DNDs DSOM, and the DBMs OPIF.
To reinforce this seamless integration, the Sail Plan has also been
effectively aligned with the PNs operational strategy, the Active Archipelagic
Defense Strategy (AADS). Doing so has allowed the PN to manage its
operations and organizational development in a more strategic manner.
But governance is more than just systems and processes. For a public
organization like the PN, governance entails the exercise of transparency and
accountability. It requires the strengthening of integrity among its personnel and
in the processes involved in its operations. The PNs integrity development and
the Sail Plan are two mutually reinforcing initiatives. On one hand, building
integrity in the PN increases the sense of responsibility and level of
performance among the individual personnel and units in implementing the Sail
Plan as it makes them more aware of their accountability and it provides them
with a deeper appreciation of the meaning of public service. In the same way,
the Sail Plan as a transformation program innately reinforces the values and
professionalism in the PN.

41

With this imperative, the PN has subscribed to the Integrity

Development Review project of the Office of the Ombudsman from 20102015. With this integrity development program in place, the PN aims to further
institutionalize transparency and accountability through the Integrity
Management Program launched by the Office of the President and the
Ombudsman in 2015.
This is further complemented by the adoption of various values enhancement program, specially the 7 Habits of Highly Effective People
Signature Program.
Further, the PN sustains and continues to strengthen its collaborative
and synergistic partnership with the PN Board of Advisers, evidenced by the
continuing initiatives that are borne out of the open discussion on strategic
issues the PN is facing. Same could be said about the core team - composed
of the Center for Naval Leadership and Excellence and the Sail Plan Officers
of individual units and staff offices of the Headquarters Philippine Navy and
the Command Team, with the former providing sound inputs to decisionmaking, and the latter listening and acting accordingly.
3. The Sail Plan Caravan
Napakahalaga ng ginagampanan nating indibidwal na tungkulin upang
makamit natin ang ating vision. Kaya sa mga kapwa ko Enlisted Personnel, at
maging sa iba pang mga personnel, napaka-importante na ibigay natin ang
buong dedikasyon sa pagtatrabaho. Sabi nga nila, we need the hearts and
minds of our people. Kayat magtulung-tulong tayo upang makamit natin ang
ating vision.
This was the reflection that Master Sergeant RAMON B CABEGUIN
PN(M) shared during the closing of the first leg of the 2015 PN Sail Plan
Caravan an initiative that provides the avenue to strengthen commitment of
PN personnel to the Sail Plan by enhancing their knowledge and skill in
implementing initiatives under the transformation roadmap. The first Leg of the
2015 Sail Plan Caravan was held last 25-27 August 2015 at Headquarters
Naval Forces Southern Luzon (NFSL), Rawis, Legazpi City.

42

The Caravan aims to motivate each sailor, marine, reservist, and civilian
personnel of the Navy to Think Good Governance, Think Transformation, and
Think Sail Plan by integrating three main activities: Governance Coaching for
the senior leaders; Sail Plan Alignment with the Sail Plan officers and key
managers and implementers of Sail Plan initiatives; and Sail Plan Info Drive for
all members of the PN units.

To date, the PN has conducted a total of three (3) legs, to include the
NFSL, the Headquarters Philippine Navy and Headquarters Support Group
(HPN & HSG), and the Naval Reserve Command (NRC).
4. PN Governance Forum Series
Complementing the abovementioned governance programs, the PN
took the initiative to open the minds of its men and women to the best practices
in leadership and governance from the different sectors of our society. This
effort was realized through the PN Governance Forum (PNGF) Series.

43

The PN Governance Forum Series has the overarching theme of Best

Practices in Leadership that Lead to Good Governance. Now on its seventh
year and is set under the theme Pursuing Transformation, Innovation, and
Excellence. It showcases topics that range from pertinent issues on security
and globalization to basics of naval leadership and values all to keep the men
and women of the Navy abreast to the evolving security landscape and firmly
anchored to their sworn duty to defend and protect our seas and people.
5. Sail Plan Boot Camp
The Sail Plan Officers play a crucial role in the implementation of the Sail
Plan. Therefore, it is an imperative that they have the competence as well as
the motivation in performing their role as managers of the Sail Plan initiatives
of their respective unit. To address this, the PN has launched its first ever Sail
Plan Boot Camp last April 2015. Set under the theme Unleashing the Hero in
You, the Boot Camp provided the Sail Plan Officers of the Navy with the right
mindset, knowledge, and tools to effectively manage the Navys developmental
strategy, the PN Strategic Sail Plan 2020. They strengthened not only their
capacities but also, and more importantly, their heart and commitment to
transformation and good governance.

44

6. Strategy Communication
As part of managing the change and in order to get everyone onboard
the Sail Plan, the importance of effective communication of the Sail Plan within
and even outside the Navy cannot be overemphasized. Gains must be regularly
communicated in order to sustain the momentum of implementation and boost
the commitment of Navy personnel to the Sail Plan. Likewise, it is important to
keep everybody updated regarding changes and updates on the components
of the Sail Plan. To address these, the Navy employs various media and
avenues.

Sail Plan Books

The publication of two volumes of the Sail Plan has also helped the PN
in communicating its strategy to its personnel. The first volume, published in
2006, outlines the general aspirations of the sail plan while the second,
published last 2014, serves as a technical guide on the Sail Plan Management
Process.

45

Sail Plan as part of PME and TI&Es

Professional Military
Education
(PME)
courses provide a fast,
effective
and
costefficient
way
to
communicate
and
cascade the Sail Plan to
every Navy personnel.
In 2009, the Navy,
through
its
Naval
Education and Training
Command
and
the
Philippine Fleet, made
the Sail Plan and the
Balanced
Scorecard
System a part of the Management Module of two very important Commissioned
Officer Career Courses of the Navy: the Naval Command and Staff Course, and
the Command-at-Sea Fleet-up Course respectively. Currently, steps have been
taken to formally include the Sail Plan in the curriculum of all PME Courses not
only for commissioned officers, but also for non-commissioned officers who
form the majority of the personnel in the Navy. At the end of each course, every
Navy personnel undergoing training or schooling has to submit his/her
Individual Balanced Scorecard (BSC) in order for him/her to graduate.
The Sail Plan is also included in the Troop Information and Education
(TI&E) of offices and units of the Navy to ensure that all personnel are updated
on the development under the Sail Plan. The TI&E is a weekly two- to threehour session among the personnel of an office where they can discuss various
subjects in order to enrich their knowledge.

Publications and Other Media

The Navy regularly publishes updates and information about the Sail
Plan through its official publication, the monthly Rough Deck Log. Videos on
the Navy and the Sail Plan have also been released, as well as brochures and
other collaterals. Coffee Table Books and customized calendars of the Navy
also feature the Sail Plan. And with the growing power of social media, the
Navy has put up the official Facebook Fan Page of the Sail Plan in order to
reach a wider audience among the Navys internal and external stakeholders.

46

Picture of the Future Art Competition

This 2015, the PN conducted its first ever Picture of the Future Art
Competition. The Picture of the Future is a nationwide competition that
highlighted the different facets of the Navy by 2020 in relation to its role as the
guardian of the Philippine archipelagic waters. Composed of two categories
namely: painting (external stakeholders) and digital art (PN personnel), it aims
to increase the awareness and, subsequently, appreciation of each PN
personnel to the significant achievements and milestones of the PN Sail Plan.
At the same time, it intends to increase our stakeholders awareness to the
Navys role for lasting peace, progress and national development. Through this
contest, the Navy uncovered talents and creativity while stimulating critical
thinking. Overall, the Navy received 30 entries coming from as far as Davao,
Cebu and La Union.

47

E. ACCOMPLISHMENTS: VALIDATION FROM EXTERNAL STAKEHOLDERS

The transformation and performance excellence exhibited by the PN
have gained for the organization the admiration of its stakeholders, as well as
the trust to the PNs integrity in fulfilling its commitments.

In 2011, then Flag Officer in Command, Vice Admiral Alexander P Pama

AFP(Ret), received the Bulung Pulungan Manila Forum Exemplar Award for
setting a clear direction where the PN is headed as set forth in the PN Strategic
Sail Plan with a vision of having a strong and credible Navy...
In 2014, the PN became the first in the entire defense sector to receive
the PGS Institutionalized Status and the Gold Trailblazer Award for Good
Governance. This accomplishment is a solid affirmation that the PN has
successfully institutionalized the strong foundation of good governance in its
organization.

48

In 2015, the Church of Jesus Christ of Latter-Day Saints awarded the PN with
Family Values Award in recognition of the many programs [it] instituted that
promotes the importance of marriage and family values.

49

50

BREAKTHROUGH COMMITMENT # 1: SENTINEL OF THE SEA

Increase the number of linked and functional Maritime Situational Awareness
Platforms (MSAP) from 21 in 2013 to 31 by 2015.

To be a Strong Sentinel of the Sea, the PN made the commitment to increase

its Maritime Situational Awareness (MSA) capability. Doing so will support more
informed, effective, and dynamic conduct of territorial defense and security operations,
allowing the Navy to be a stronger pillar of national development by performing its role
and encouraging convergence in promoting a secured maritime environment.
When the IGG initiative was first launched in March 2013, the PN committed to
increase the number of Maritime Situational Awareness Platforms (MSAPs) from 21
to 31. Since then, the PN expedited its efforts to ensure that the commitment is
achieved. To date, the PN has a total of 36 MSAPs, which is composed of different
categories such as Littoral Observatory Stations (LOS), Littoral Monitoring
Detachments (LMDs), Mobile Observatory Vessel (MOV), and Mobile Observatory
Aircrafts (MOAs), exceeding its initial target of 31.

BENCHMARK
2013

TARGET
2015

ACTUAL
2015

21

31

36

MSAPs

Number

Littoral Observatory Stations (LOS)

Littoral Monitoring Detachments (LMDs)
Mobile Observatory Vessel (MOV)
Mobile Observatory Aircrafts (MOAs)
Total

20
9
1
6
36

Believing that one cannot combat what one cannot see, maritime situational
awareness becomes a crucial component in protecting the maritime interests of our
country. The effective integration of the PNs constabulary and military roles, which
relies on the ability to know and assess the activities occurring in the five (5) domains
(sea, undersea, air, land and cyberspace) is at the heart of MSA. It builds a strong
foundation for Maritime Operations as it provides the critical information when needed
before appropriate and timely response can be deployed.

51

As MSA is a prerequisite for

Maritime Operations, the potency of
the latter is dependent on the
effectiveness of the former. It facilitates
the correct discernment of the tangible
and intangible security challenges
affecting the archipelago, thus allowing
once to craft the appropriate strategy
and
capability to address an
adversarys center of gravity and
protect ones own at all levels of
conflict.
The strategic objective of MSA
is to ensure effective maritime
information support in order to facilitate
effective division making for maritime
operations and support to national and
regional cooperation for maritime
security,
development
and
governance.
In order to accomplish this
objective, the PN strengthens its initiative on building and sustaining the capabilities
of MSAPs, which are the main sources of MSA.
DEFINITION OF TERMS
A.

PN Maritime Situational Awareness System (PN MSAS)

-

B.

is the organized and established procedure of collecting all-source

information through sensors and intelligence operations to establish and
maintain a Common Operating Picture in the maritime environment.
Maritime Research Information Center (MRIC)

unit primarily responsible for the collection, processing, analysis and

dissemination of maritime strategic intelligence to the Naval Operation
Center (NOC). Serves as the national grid for managing information from
regional, interagency, inter-service, and private sector partners.

52

C.

Maritime Situational Awareness Center (MSAC)

-

D.

serves as the hub for all the information gathered through sensors and
intelligence operations; other PN units, and other maritime agencies in
its AOR.
Maritime Situational Awareness Platform (MSAP)

E.

is a field station, facility or mobile asset that is fitted with sensors and
communications equipment for the purpose of gathering information
within the maritime environment in order to achieve situational
awareness
Linked

F.

ability to communicate information through secured means from one

platform to the other.
Functional

ability to detect and monitor targets (visual and/or electronic) and report
pertinent information to MSAC through any available means (HF Radio
and/or VSAT)

FUNCTION OF MSAS

Collect data through all-source information systems such as sensors

and intelligence operations
Establish and maintain common maritime operating picture through
MSAC and MRIC
Provide secured network support to operating units through appropriate
technology to assure computer network defense.
Engage other services and partners for collaborative assessment
through interagency approach with the maritime interagency partners,
the academe, and the private sectors.

TYPES OF MSAPs
A.

Littoral Observatory Station (LOS)

A platform equipped with all the essential CEIS equipment such as
RADAR (with or without EO-IR camera), Automatic Identification System (AIS)
receiver, Radio Direction Finder (RDF), binocular, communications equipment
(i.e., HF radiomilitary spec/COTS), VHF marine band, and VSAT connectivity.

53

B.

Littoral Monitoring Detachment (LMD)

A platform equipped with AIS receiver and/or RDF, binocular,
communications equipment (i.e., HF radio, VHF marine band). An LMD has a
4080NM detection range.

54

C.

Mobile Observatory Vessel (MOV)

A mobile platform equipped with radar (with or without EO-IR camera), AIS
receiver, RDF, binocular, communications equipment (i.e., HF radio, VHF marine
band), and VSAT connectivity.

BRP GREGORIO DEL PILAR (PF 15)

D.

Mobile Observatory Aircraft (MOA)

MOA enables better maximization of resources since it can be deployed and

can operate anywhere within the territorial waters of the Philippines. Moreover, it
enables the naval forces to respond quickly to any immediate maritime threat within
its mandatory reporting area.

AgustaWestland Helicopter (AW- 109E)

55

Britten Norman Islander

ACCOMPLISHMENTS
Through its enhanced MSAS capability, the PN is able to conduct informed
naval and maritime operations. These contributes to a stronger defense of our
territory and a more secured maritime environment that is conducive to local and
international trade. It likewise promotes a secured environment where our local
fisherfolk and other maritime stakeholders can pursue livelihood and activities at
sea.
At the same time, the MSAS allow the PN to strengthen maritime cooperation
among agencies in the country as well as those of our regional partners. Such
synergy harnesses the strengths of these agencies, providing for an avenue to
collaborate and sustain the protection of our maritime interests.
Below are the specific accomplishments of the PN MSAS.
A.

Support to Territorial Defense Operations

Since its inception in 2011, different LOS have reported a total of 324 instances
of foreign vessel sightings in Bajo de Masinloc and Kalayaan Island Group (KIG).
Up until now, the LOS have continuously been monitoring foreign vessel
movements in key areas in the West Philippine Sea.
These WPS reports by PN MSAS helped when the Philippines submitted its
memorial to the Arbitral Tribunal that is hearing the case it brought against the
Peoples Republic of China under the United Nations Convention on the Law of the
Sea in January 2013.

56

B.

Support to Secured Maritime Environment

Maritime situational awareness was enhanced as result of the PN MSAS. From

01 January 2010 to June 2015, the PN through the MRIC monitored and ensured
the security and safe voyage of 314, 856 vessels that have transitted in the countrys
critical Sea Lines of Communication (SLOCS). This basically composed the
baseline data of vessels monitored passing in our archipelago.

Foreign and Domestic Vessels Monitored by

the Different LOS
73841

50177

77513

54338

29558

29429

2010

2011

2012

57

2013

2014

2015

SEA LINES OF COMMUNICATION (SLOCs)

C.

Saving Lives and Properties at Sea

From 2010 up to present, the PN MSAS have been instrumental in

approximately 50 search and rescue operations which resulted to roughly 1,500
persons and 50 watercrafts successfully rescued. It can be noted that the main effort
of the MSACs and LOS was timely monitoring of these incidents and coordinating
with the Naval Forces or the nearest station of the Philippine Coast Guard.

SEARCH AND RESCUE OPERATIONS

22

11
9

8
6
2
2010

2011

2012

58

2013

2014

2015

Nr of lives saved: Approximately 1,525 lives

September 2009 - Super Ferry 9 disaster at the High seas of
Baturampon Point in the coast off Zamboanga
May 2010 - 2 missing pumpboat at Pangutaran, Sulu
October 2010 ML Asma aground at Bongao, Tawi Tawi due to bad
weather
November 2010 MB Abduhalim capsized at Baluk Baluk, Basilan
January 2011 ML Rapida capsized at Baluk Baluk, Basilan
January 2011 ML Farhara2 with engine trouble at Sulu Sea
August 2011 MV Hai Cheng w/ engine trouble at Balabac, Palawan
05 February 2013 LOS PILAS reported the grounding MV LADY LYN
and fourteen (14) crew members were successfully rescued
19 February 2013 MSAC-WM reported the grounding of a passenger
boat in Basilan that led to the rescue of its sixty (60) passengers
02 and 06 April 2013 LOS MANGSEE and MSAC-West monitored the
arrival of undocumented Filipino from Sibugo and Banguey Island,
Malaysia to Mangsee Island and assisted in the distribution of relief
goods.
23 June 2014 MSAC-W reported the recovered HUB 18 at vicinity off
West Philippine Sea
14 August 2014 LOS TINACA, LOS MAASIM and MSAC-EM for their
close monitoring for the successful rescue of MV CHELSEA DONATELA
04 January 2015 LOS TAGANAK was instrumental to the rescue of
eleven (11) persons onboard ML PRINCESS JOA

One of the major search and rescue operations involving the MSAC and LOS
was the search and rescue of the Malaysian flagged Barge Hub 18 in the West
Philippine Sea. The inter-agency collaboration among RECAAP, PN ILO to RSNIFC, the PN and other local maritime agencies led to the successful rescue of the
ill-fated barge. Intelligence fusion in the regional level and the vital role played by
the PNMSAS has proven effective in maritime search and rescue operations. It has
been proven that immediate response from any individual or agency decreases the
loss of lives and damage to property. This is manifested in the successful search
and rescue operations conducted by the different MSACs and LOS.

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D.

Enforcing Maritime Laws: Successful Joint Maritime Interdiction

Operations

January 2011 - February 2013

Vessel loaded with illegal forest product
apprehended in Sulu
Vessel loaded with smuggled cigarettes
apprehended in Tawi-Tawi
Vessels transporting smuggled petroleum
products from Malaysia intercepted in TawiTawi
Hong Kong-registered vessel caught
poaching intercepted in Tawi-Tawi
Vietnamese fishing boat with Vietnamese
crew apprehended in Tawi-Tawi
Vessels loaded with smuggled goods
apprehended by authorities in Tawi-Tawi
Apprehended vessel loaded with sacks of
imported rice and other taxable items in Sulu
Container van loaded with used clothing
apprehended in Ozamis City

60

ML LADY JJ loaded with imported rice from Sabah apprehended in

Tawi-Tawi
MSAC-WM reported the apprehension of one hundred twenty-two (122)
undocumented passengers possible victims of human trafficking aboard
ML ALONA in Taganak
MSAC-WM reported the apprehension and rescue of a vessel loaded
with human trafficking victims in Taganak

E.

Linkage with Maritime Stakeholders

MRIC has been instrumental in establishing a robust linkage with the following
maritime stakeholders:

F.

Philippine Coast Guard, and Philippine National Police-Maritime Group;

Fishing Companies;
PLO / BCOs: Manado, Marore, Miangas & Tarakan, NGOs/ISAC;
Regional: Singapore, Bahrain
LGUs

Info-sharing with other Agencies

One of the MRICs way of enhancing inter-agency cooperation and

collaboration is through the conduct of an inter-agency information sharing seminar.

61

As a result, an inter-agency website was conceptualized and crafted last

December 2010. The website, which is designed to facilitate paperless and
seamless exchange of maritime information, was launched last 28 Jan 2011 with
the Secretary of National Defense, Hon. Voltaire T. Gazmin, then Flag Officer in
Command,PN, Alexander P Pama, and other maritime partners gracing the event.
In September 2015, the PN with the National Coastwatch Center held the
National Coast Watch System Inter-Agency Information Sharing Seminar
participated by the different agencies and office/department of the municipality of
Surigao including representatives from the Philippine Ports Authority (PPA),
Philippine Coast Guard (PCG), PNP Maritime Group, Local Disaster Risk Reduction
and Management Office (LDRRMO), and Bureau of Fisheries and Aquatic
Resources (BFAR).

G.

Info-sharing through Regional Partnership

The MRIC has also established connectivity with International Fusion Center
(IFC) in Singapore through ASEAN Information Sharing Portal (AIP), and United
States Pacific Command through CENTRIX and APIIN thus enhancing information
sharing through regional partnership.

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BREAKTHROUGH COMMITMENT # 2: STANDARD OF EXCELLENCE

Increase the number of ISO-certified PN units and offices from four (4) in
2013 to ten (10) by 2015.
In the Organization Perspective of the Sail Plan, the PN
highlighted the need to have a strong organizational structure and synchronized
systems and processes in order to effectively execute its mission and
proficiently respond to the changing needs of its stakeholders.
One of the primary initiatives of the PN under this perspective is
for its units processes to be accredited with ISO 9001:2008 Quality
Management System (QMS) Certification given by the International
Organization for Standardization. This directly acts upon PNs objective to have
a Dynamic and Responsive Naval Organization.
BENCHMARK
2013

TARGET
2015

ACTUAL
2015

10

14

To date, the Navy has 14 units and offices that have ISO-certified
processes a strong testament of its continued commitment to deliver excellent
service to support its naval and maritime operations that will ultimately
strengthen the defense and protection of our territory and sovereignty.

63

It was in January 2012 when the PN Finance Center (PNFC) was awarded with
the said certification, making it the first unit in the Armed Forces of the Philippines and
the Defense Department to obtain ISO Certification. Three (3) more PN units the
Naval Education & Training Command (NETC), the Office of the Naval Adjutant
(OTNA), and the Navy Personnel Management Center (NPMC) simultaneously
underwent the same certification process after PNFC.
Six (6) more units followed suit in 2013, increasing the adherence of the PN to
Quality Management principles set forth in the ISO 9001:2008 Certification.
While the PN has essentially reached its target of 10 units with ISO-certified
processes in 2013, it pursued its objective of sustaining a dynamic and responsive
naval organization by identifying other processes that should adopt Quality
Management principles. Thus, in 2014, four (4) additional units underwent the
certification.

The PN is now on the phase of sustaining these certifications. In order to

maximize the benefits of this initiative, the units are now on the process of cascading
their Quality Management Systems to other units and offices which use the same
process. This ensures that quality is maintained in the entire PN organization,
regardless of the location.

64

Impact on PN Organization and Stakeholders

To be a Standard of Excellence means that the PNs support systems and
processes are at par with global standards and responsive to the needs of its
stakeholders. This entails adherence to quality management principles, validated by
the ISO 9001:2008 Certification. This is also in compliance to Executive Order No.
605, Institutionalizing the Structure, Mechanisms and Standards to Implement the
Government Quality Management Program, Amending for the Purpose Administrative
Order No. 161, S. 2006. By having its processes ISO 9001:2008-certified, the PN is
able to identify gaps and redundancy as well as areas for improvement of its support
services that are crucial to sustaining its naval and maritime operations, namely:
human resource management, training, logistics, finance, hospital administration, and
maintenance and repair. Likewise, by institutionalizing the quality management
system, the PN is able to synchronize these individual processes to deliver maximum
and excellent results for its internal stakeholders, and consequently, its external
stakeholders, primarily the Armed Forces of the Philippines (AFP) Unified Commands.
Since the PN started enhancing its processes using the ISO 9001:2008 model
in 2011, it has enhanced the efficiency of these processes that resulted to savings in
terms of financial resources, time, and man-hours.

65

A. Increased Morale through Customer Satisfaction

Morale among the recipients of the services increased because of faster,

better quality services provided to them, such as processing of payroll and
clearances, and repair and maintenance of ships and other assets.
For instance, patients of Cavite Naval Hospital (CNH) are very satisfied
with the Health Care Services provided to PN personnel, civilian employees
and other stakeholders. Out of 829 respondents, more than 70% rated the CNH
very satisfactory for 1st Semester 2015. Records of complaints on delay of
services of the Naval Logistics Center (NLC) have also significantly reduced.
B. Cost-Savings for the PN

Process inefficiencies are a leading cause for losses on resources.

Through the ISO certification, the PN was able to address these inefficiencies,
resulting to savings not only on its resources entrusted by the public, but also
on man-hours of its personnel.
For instance, in the case of the Office of the Naval Adjutant (OTNA), the
Centralized Clearance System transfers the processing of clearance and
monitoring of cases from 11 clearance-issuing offices to the OTNA. Whereas
in the past, PN personnel would need at least five days to process all these
clearances required for promotion, re-enlistment, and other purpose, not to
include money for transportation. T oday, they only need a minimum of one (1)
day to acquire all the clearances required.

1.47

34%

1.08

Cost in Million Pesos

1.47

0.97
1.08
0.97

2012

2013

2014

Reduction in Cost of Check Issuances

66

The PNFC marked a total of 34% reduction in the cost of check issuance
by requiring PN personnel, including their allottees, to shift to ATM mode of
payment of pay and allowances.

Year

2014

2015 (1st Sem only)

Total

Amount (PhP)

10,679,713.98

8,398,055.40

19,077,769.38

Through the conduct of payroll cleansing of PNFC, the PN was also able
to recover overpayment from unauthorized payment to PN personnel
amounting to Php 34,178,322.27 from 2014 to 2015.
C. Improved Performance of Units with ISO Certification

Conforming to the standards of quality management system, the units of

the PN have also marked a significant increase in their performance. Services
are now delivered in a timely manner, and performance targets are also being
accomplished, if not exceeded.
For the Philippine Navy Finance Center (PNFC), Finance Service Units
are now strictly observing the prescribed two (2) days validation period of
claims. For NLC, the processing of request and issuance of supplies to PN units
are now on time.
In addition, the PNFC has also started using the Financial Data Entry
System or FINDES, in partnership with the Land Bank of the Philippines. Findes
is an improved version of DOS-based Payroll Crediting System (PACS) to a
Windows-based system. The system also provides validation of individual
accounts of personnel from the PN IPMS payroll against the existing data base
of LBP, thereby capturing all invalid accounts that requires corrective actions
prior payment/disbursement. The new system has the following advantages:
1. Minimal logistical items (click) such as cd (compact disc) or usb and
print outs. Previously, the PNFC was utilizing two(2) boxes of floppy
discs and multi-pages of credit payrolls every month;
2. Support various printer modules;
3. Improved security features;
4. Users administration function (user friendly); and
5. Can be restored to all types of storage media (CD, USB, external drive,
etc)

67

PNFC also launched the Pay and Allowance Inquiry Kiosk. It is an inhouse project development of the Center that can respond to the overwhelming
inquiries of PN personnel regarding their pay and allowances, loan
ammortizations and contributions to government and non-governme nts
agencies. The said inquiry system can be securely accessed by PN personnel
and can outrightly answer the inquiries with regards to their earnings and
deductions.
In the case of the Navy Personnel Management Center, performance
targets on recruitment, promotion, and retention of personnel are now
accomplished 100%.
D. Best Practice Sharing with other Agencies

These benefits of the ISO certification on the PN and its personnel also
triggered the desire for other agencies in the AFP to also adopt the ISO
9001:2008 QMS. Last October 2015, the GHQ AFP through the Office of
Strategic Studies and Strategy Management (OSSSM) held a best practice
sharing on ISO certification with the PN through the Naval Safety Office (NSO).

BREAKTHROUGH COMMITMENT # 3: BASTION OF INNOVATION

Fully operationalize three (3) PN Research and Development units and office by
2015.

As a modernizing force, research and technology are vital for the PN. Even as
it is only on the phase of catching up to the advances in technology, the PN envisions
to become a Bastion of Innovation and improve its organizational capability to manage,
execute and sustain operations through the full-operationalization of its Research and
Development office and units namely the Office of the Naval Strategic Studies
(ONSS), the Fleet-Marine Warfare Center (FMWC), and the Naval Research and
Technology Development Center (NRTDC).

68

These offices and units were newly activated or reactivated in 2012 in order to
provide the needed strategic studies and guidance to the PN, given the changing
maritime environment and to fill-in the gap in the PNs capability needs in terms of
technology and doctrines, among others.

The ONSS conducts environmental scans and assessments of the strategic

space, identifying current and emerging key security challenges. The NRTDC
develops the means, which is the technology needed to address these security
challenges. While the FMWC develops doctrines and concepts as well as scenariobased plans. The synergy among these three units and offices will produce strategydriven, doctrines-based capabilities, allowing the PN to attain an optimal level of
operational readiness.

R &D UNIT

ONSS
FMWC
NRTDC

BENCHMARK
2013

TARGET
2015

ACTUAL
2015

Not
Operational

Fully
Operational

Fully
Operational

To be fully operational, the PN committed that these units and office must at
least be mission-capable by 2015, under the Operational Readiness Evaluation
Rating (OPREVAL). The OPREVAL has three areas: Personnel; Equipment; and
Facility.

69

Categories

R1
Fully Mission
Capable

R2
Mission
Capable

85-100%
85-100%
85-100%

75-84%
75-84%
75-84%

Personnel
Equipment
Facility

R3
Partially
Mission
Capable
51-74%
51-74%
51-74%

R4
Not Mission
Capable
0-50%
0-50%
0-50%

As of October 2015, all three PN research and development (R&D) office and
units are fully operational with an OPREVAL rating of Mission-capable.
Accomplishments
To become a fully-established R&D unit or office takes time. Within the short
period that these entities were reactivated, they were all able to substantially contribute
in the capability development of the Navy through the production of regular strategic
reports, review of relevant doctrines, conduct of multilateral and bilateral exercises,
review and validation of various doctrines, and proposals of various technological
innovations for the Navy.
The following summarizes the accomplishments of these three entities:
A. Naval Research and Technology Development Center
1. Naval Research and Development Strategy 2014 to 2020
Linked to the PN Strategic Sail Plan 2020, this work serves as the developmental
strategy of NRTDC in order to become a fully-mission capable Research and
Development Unit. Through this strategy, NRTDC aims to become a strategy driven
organization by providing the needed technology that will address the PNs capability
gaps as determined in the organizations capability plan. The institutionalization of the
NRDS 2014-2020 is NRTDCs major contribution to mainstream good governance in
the Navys Defense Acquisition System.

70

2. Institutionalizing Quality Management Systems

To further cement the elements of good governance in NRTDCs organizational
systems, it obtained its ISO 9000:2009 certification in January 2015.
3. Publication: Benchmarking Foreign Research and Development Organizations
for Developing Comparative Advantage
NRTDCs groundbreaking initiative of benchmarking with the experiences and good
practices of the Council for Scientific and Industrial Research (CSIR) South Africa, and
the Armaments Corporation of South Africa, SOC, Ltd. (ARMSCOR) Research and
Development Department to benchmark standards of comparative and competitive
advantage among defense R&D organizations.
4. Establishment of the NRTDC Triad
Its purpose is to manage and sustain a strong and multi-disciplinary R&D capability in
order to enhance NRTDCs capacity to conduct of directed, relevant and quality R&D.
5. Collaboration with Local Defense Industry
As sustainability of defense modernization depends largely on capacity of a strong
local defense industry, NRTDC has embarked on forging collaborations with REGULUS
Space Tech, Inc; Pobletech, Inc.; Manila Observatory; and the Society of Naval architects
and Marine Engineers (SONAME).

71

6. Capability Development and Policy Formulation

NRTDC conducted a Conference and Workshop on Cyber Defence and Security
and Radars and EW. It likewise led the formulation of a National Policy for Space
Technology Development and Utilization. It also provided POL and Paints Testing
Evaluation for Effective Technology Management.

7. Production of Eight (8) Technical Evaluations:

Technical Evaluation on Mine Hunter Vessel

Technical Evaluation on Mistral 3 and Manpads

Technical Evaluation on Submarine Technology and Knowledge
Training
Technical Evaluation on HAROP Missile System
Inputs on the UAV Systems Recommended for the PN
Technical Evaluation on Wing In Ground Craft
Technical Evaluation on Laser Homing Attack Missile
Technical Evaluation on Larsen and Toubro (L&T) Ro-Ro Vessel

72

8. Creation of Six (6) Research Publications and Manuals:

PNs Facebook Vulnerability Study

Assessment of Unmanned Combat Air Vehicles (UCAVs)
Draft NRDC Triad Memorandum of Understanding (MOU) and Briefer
Internship Program Manual of Operations
Technical Reference of Part Numbers on the Spares for JCPV PHASE
3 Restoration and Sustainment of 76mm 62-Calibre Compact Gun
Planned Maintenance System: Upkeeping the PNs 76mm 62-caliber
Compact Guns
Submitted Project Proposal for Funding Project Buhay
B.

Office of the Naval Strategic Studies

PHILIPPINE NAVY

OFFICE OF NAVAL
STRATEGIC STUDIES

2014 2015

Outputs
Policy Reviews and Recommendations

73

Monographs

Case Studies
Policy Review
Commentaries

Strategic Assessments

Special Reports

Special Studies

Reference Materials

Monograph on Balintang Channel Incident;

Monograph on Chinese Expansion in the AsiaPacific Maritime Domain
Case Study on the Government Agencies and
International Navies Response on Typhoon
Yolanda
Policy Considerations in Naval Operations
PN Foreign Post-Graduate Education
Internal policies; national policies and
doctrines; proposed bills
Strategic Assessment on Japan
Strategic Assessment on US (version 2)
ASEAN Economic Integration
Bimonthly Assessments
Chinese Coast Guard Blocks Ayungin
Detachment Reprovisioning
13th International Institute for Strategic Studies
Asia Security Summit
Special Report on Chinas Plan to Build Five
Lighthouses in Disputed Features in the
Paracels
Special Report on Amendments to the Law on
the Protection of Military Installations (MIS) of
the Peoples Republic of China
Special Report on Cyber Espionage of the
Peoples Liberation Army (PLA) Against the
Philippines
2nd Special Report on Cyber Warfare: Impacts
and Recommendation for the Philippines
PLA-Navy South Sea Fleet
Typhoon Yolanda Case Study
Philippine Maritime Economic Opportunities
(Input to N5 for Regulatory Assessment Model)
Research Paper on Littoral Warfare
Naval Mine Warfare: A Defensive Option for the
PN
UAV Systems: Recommendations for the PN
Submarine Programs in Asia: A PN Perspective
Reference Material for FOIC, PN Lecture to
PMA Cadets (AADS and PN Shift from ISO to
TDO)
Presentation on WPS and KIG for C, PF Lecture
to NDCP
21st ISS Reference Material
ICC WPS Reference Folder for VCOM, PN

74

Activities Conducted

C.

Reference Paper on Naval Roles and Aligned

Policies
2015 PN Maritime Symposium
AADS Strategy Management and Execution
Workshop
ASEAN Navy Workshop on the Common HADR
Protocols
PN Reservists Symposium 2014
5. AADS Workshop Series 2014

Fleet-Marine Warfare Center

1. Doctrines Review and Validation/Conduct of Bilateral and Multilateral Exercises

The unit facilitated the review and validation of 15 PN doctrines. They have also
continuously facilitated the conduct of bilateral and multilateral exercises.
2. Contribution to Research and Development

Research and Development Strategy documents and doctrines were

formulated. These include the formulation of the Fundamentals for Force Level
Training, and the future plans for the Active Archipelagic Defense Strategy (AADS).
3. Improvement of PN Operations
The unit developed the six (6) Year Exercise Plan to align naval exercises with the
PN Strategy; developed a METL-based Exercise Evaluation System, which emphasized
the Mission Essential Task of the participating unit; organized a Red Cell, which addressed
the PN strategic objective of a Responsive Naval Reservist program; and conducted
Doctrine Family Conference to review the PN Doctrine Hierarchy to prioritize Warfare
doctrines required for the AADS implementation

75

4. Stakeholder Satisfaction
Unit received certificates and Plaques of Appreciation from the bilateral and multilateral
engagements it has participated in.

76

77

As the Navy continues to sail towards its vision, it ensures that its
Institutionalization in the PGS Pathway and the conferral of the Island of Good
Governance go beyond the accomplishment in paper.
Through the best practices, lessons learned, and recommendations from the
Institute for Solidarity in Asia, and various representatives from its stakeholders who
joined the navy in its transformation journey, the Navy will continue to improve its Sail
Plan and three IGG Commitments.

A.
Enhancement and improvement of the Islands of Good Governance
Breakthrough Goals
The PN will continuously improve the processes and systems involved
in the three PN IGG Commitments. For the Sentinel of the Sea, the Navy will
upgrade the Littoral Observatory Stations and Littoral Monitory Detachments in
terms of personnel, training, materiel and capability. The Navy will further
endeavor to strengthen its partnerships with other government agencies and
non-government organizations for an integrated, efficient and effective conduct
of situational awareness in the seas.
For Standard of Excellence, the Navy will ensure that it shall reap the full
benefits of the 14 ISO Certified Units and Offices through cascading the ISO
Certified processes to all relevant PN units and offices. This 2015, the Naval
Safety Office and the Center for Naval Leadership and Excellence started
institutionalizing the cascading process as part of governance mechanism.

78

Lastly, as a Bastion of Innovation, the three Research and Development

units and office will be further integrated for a holistic approach on studies and
research. They shall work in synchrony on increasing the absorptive capacity
of the Navy for current and future defense technology, strategic assessment
and planning, and force integration and training.

B.

Ensuring the responsiveness of the PN Sail Plan 2020

Five years away from the vision year, the Navy will never falter to ensure that
its organizational development strategythe PN Strategic Sail Plan 2020is up-todate and responsive to the demands of the ever changing environment. To do this,
the Navy will continue the conduct the Annual PN Sail Plan Review, where the

organization is able the assess the responsiveness and relevance of the

objectives, measures and initiatives to the needs of the organization and its
people; evaluate the performance and progress of the organization in all the
strategic perspectives and determine the action plans needed to be undertaken
in order to address these the issues, and to continuously align to higher
headquarters strategies.

C.

Alignment with DND and AFP Transformation Roadmaps

As a second-level unit of the AFP and third-level unit of DND, the PN will
continue to ensure that the thrusts of the Sail Plan are aligned and fullysupportive of the aspirations and initiatives of the AFPTR and DND PDTR 2028,
respectively. With the AFP approaching its first base camp in 2016, the PN will
hold another strategy review to assess the points of alignment it has to make
to the new basecamps of the AFPTR.

79

80