MAY 2015 REVALIDA REPORT

PHILIPPINE AIR FORCE

Prepared by : The Institute for Solidarity in Asia

Based on : Public and expert feedback made during the Philippine Air Force Compliance
Revalida at the May 4, 2015 Head On Public Governance Forum
 About
The Institute for Solidarity in Asia (ISA) is a non-
partisan, not-for-profit organization that promotes
good governance through organizational reform
and civic participation. Through its flagship
program, the Performance Governance System
(PGS), ISA guides national government agencies
and local government units in creating sustainable
transformation and development programs, and
setting up transparency and accountability
mechanisms.

The Public Revalida

The public revalida is a democratic exercise that
validates the successful completion of each stage of
the governance pathway. Here, partner
organizations present their accomplishments
before a select panel that represents industry
expertise and community interest. Public revalidas
are organized as part of the Institute’s bi-annual
public governance forum.

The Public Revalida Rating

The ratings and recommendations of the public
revalida panel are communicated to the partner
organization through this report which includes
observations made by the Institute during working
sessions and other program interventions. The
partner’s performance is rated based on the
information provided during the report and using a
scale of 7.5–10, with 10 being the highest score.

This report and the information it contains can be

made available to the public.

www.isacenter.org

© Institute for Solidarity in Asia 2015

The Institute would like to acknowledge the National Competitiveness Council (NCC) as a partner in the preparation of this
report.
 The Philippine Air Force
Performance rating: 9.15 out of 10
Special Recognition: Silver Trailblazer
As verified by the National Competitiveness Council

BACKGROUND:

The Philippine Air Force (PAF) was conferred as PGS Initiated in the Institute for Solidarity in Asia’s
(ISA) October 21, 2014 Building Momentum Public Governance Forum, demonstrating to the public its
effort in formulating a well-defined strategy, and its commitment to implementing the Flight Plan 2028.
Following this exercise, the PAF moved to fleshing out its strategy by way of cascading to the identified
initiative teams and slowly harmonizing the Flight Plan with its day-to-day operations with an empowered
technical working group and a newly-created Strategy Management Office. Accomplishing these steps
allowed the PAF to become eligible for the second stage of the Performance Governance System (PGS)
known as the Compliance Stage.

As a final step towards conferral of PGS Compliance, the PAF delivered a revalida report, presenting their
progress strategy execution. This revalida report was presented to a specially convened multi-sector panel,
the national government, and the Filipino people during the May 4, 2015 Head On Public Governance
Forum, which was staged in partnership with the National Competitiveness Council (NCC), and the
Center for International Private Enterprise (CIPE) at the Philippine International Convention Center in
Manila. Under the theme “Head On”, ISA sought to highlight the drive of national government agencies
and local government units toward organizational transformation, despite systemic and systematic
challenges, to showcase a better Philippines in 2015, as the country hosts the Asia Pacific Economic
Cooperation (APEC) Summit.

REPORTING PROCESS:

In the Compliance Stage Revalida, the Partner is expected to present how the organization has moved
from strategy formulation to strategy execution. It is through this report that the Partner is able to
showcase its capability in broadening commitment through cascading, harmonizing processes and
systems, and establishing the governance mechanisms such as the Office for Strategy Management (OSM)
and the Multi-sector Governance Council (MSGC) for greater sustainability of the transformation
program.

More than showcasing the organization’s status in the PGS Pathway, this exercise develops the discipline
of transparency and accountability by opening the reporting to the public. The twenty minute report is
made before a chosen panel of other PGS practitioners, industry experts, and interested stakeholders.

Compliance Revalida
The hallmark of PGS Compliance is strategy execution through the activation of key lower-level units or
initiative teams using a self-developed cascading framework. As the strategy is cascaded to create broader
accountability within the organization, governance mechanisms such as the Multi-sector Governance
Council (MSGC) and the Office for Strategy Management (OSM) are established to generate stakeholder
support and ease the alignment of processes to the transformation program.

Guided by the outputs rigorously crafted and validated by its members, the following elements of
Compliance were established during the PAF Compliance Revalida:
 Commitment to Transformation
Since the Initiation Stage, the PAF has demonstrated commitment stemming from the leadership
team, its technical working group members, and those heavily involved in the strategy formulation
process. As it has moved to operationalizing the strategy, it was able to show how there is more
recognition of the Flight Plan in the lower-level units with more individuals starting to realize their
role in the continuous improvement of the Air Force.
  Cascading to Strategic Units
The PAF presented how it was able to transition from strategy formulation to strategy
implementation through cascading to the initiative teams using the execution plan tool. It was
mentioned that members of the execution teams meet every week and individually commit to action
steps needed to achieve monthly milestones for the targets in the CGPAF’s Scorecard. Monitoring
the execution plans and mentoring the different teams, technical working group members who were
heavily involved in crafting the Flight Plan have evolved into process coaches who also join in the
team’s weekly meetings. Data from these meetings are then reported by the process coaches to the
leadership team and the Air Force Strategy Management Office for immediate next steps.
 Plans to Link to Budget to Strategy
In devising the Flight Plan, PAF was conscious of aligning their major expenditures for equipment
to the AFP Modernization Plan and the plans of the Department of National Defense. Funding for
trainings and base development are then prioritized according to the equipment that will be
arriving so that it is ready for use. It was also mentioned that the resource management and
planning units within the Air Staff are consulted during project management planning sessions for
each execution team to ensure that their needed funds are already taken into consideration for the
given allocation this year until 2017. The process of fully aligning these budget plans to the AFP and
the DND are also in the pipeline.
 Creation of a Multi-Sector Governance Council (MSGC)
To begin involving external stakeholders to the strategy implementation, PAF was able to convene
their first MSGC meeting on April 28, 2015 with the group choosing Atty. Gilberto Teodoro Jr. as its
MSGC Chairman. Targeting individuals who they believed would be helpful in fulfilling their goals
for the Flight Plan, the organization was able to get the commitment of the MSGC members to
advocate for the needs of the strategy and share their expertise or network for the achievement of
the breakthrough goal.
 Creation of a Strategic Communication Plan
Discussing their communication plan, it was seen that PAF is in the early stages of ensuring that its
personnel are aware of the strategy. In this regard, the members of their Strategy Management
Office and the technical working group have presented the contents of the Flight Plan to all its
major units. Collaterals have also been distributed to help in internally disseminating information
to its personnel. Communicating the Flight Plan to the wider public has been started through the
interaction with the MSGC and will continue for the succeeding phases of strategy execution.
 Creation of the Office for Strategy Management (OSM)
Coming from the experience of the Army, Navy, and AFP in the Performance Governance System,
the PAF was able to pinpoint the importance of having a functioning Office for Strategy
Management that has a direct line to the leadership team early on. Because of this, PAF prioritized
the creation of the Air Force Strategy Management Office (AFSMO) which started to become
operational last January. This office has led strategy implementation with the support of the
technical working group, demanding outputs from the different initiative teams while remaining to
act as a guide for the organization and its operational units in aligning everyone’s work to the Flight
Plan.
 Plans Moving Forward
After establishing crucial governance mechanisms in the second stage, it is clear in the presentation
that the PAF is bent on allowing the PGS processes and mechanisms to mature while continuing to
cascade the strategy further through the creation of execution plans for 2016 and 2017, crafting unit
scorecards, and harmonizing all of its processes to the Flight Plan. With clear execution plans and
corresponding timelines and targets, PAF is set to institutionalize the PGS to become “a
professional and competent Air Force that is responsive to national security and development”.

After the report of PAF’s Commanding General, LTGEN JEFRREY F DELGADO AFP, an open forum with
the chosen panel was held. The panel members then graded the organization according to the given
criteria for PGS Compliance following a closed-door deliberation that was moderated by the Panel Chair.
PANEL PROFILE: RATING MECHANICS: Following ISA’s endorsement to
The PAF presented before the following undergo the Public Revalida, partners are initially given the
governance practitioners and industry passing grade of 7.5 to be conferred PGS Compliant. In this
leaders: regard, panelists are asked to confirm the assessment of the
partner’s progress in the Governance Pathway using a rating
1. Mr. Rex C. Drilon scale of 7.5 (as the base score) to 10 (as the highest possible
Trustee & Board Member score) and determine the partner’s eligibility for a Silver or
Institute of Solidarity in Asia Gold Governance Trailblazer seal.
(Panel Chair) A Silver Governance Trailblazer seal is awarded to partners
who score 8.5 to 9.20 while a Gold Governance Trailblazer seal
2. Hon. Francisco Ashley L. Acedillo is awarded to partners who score 9.21 or higher.
Representative CRITERIA: The rating is given and averaged according to the
Magdalo Partylist following elements:
3. Prof. Jay L. Batongbacal Commitment to Transformation
Director The organization has a focused strategy that is supported by
UP Institute for Maritime Affairs and genuine commitment to pursue organizational transformation
Law of the Sea through the institutionalization of transparency and other
essential governance principles.
4. Mr. Arnel Paciano D. Casanova Cascading to Strategic Units
President and Chief Executive Officer The organization has formulated and rationalized a
Bases Conversion Development mechanism to cascade the Enterprise Strategy Map and
Authority Performance Scorecard to strategic units and departments
securing their performance commitments. The lower-level
5. Atty. Alexander L. Lacson performance scorecards, or execution plans can contribute
Senior Partner effectively to the achievement of targets on the enterprise level.
Malcolm Law Plans to Link Budget to Strategy
The organization, through its leadership team, has prioritized
6. VADM MATEO M MAYUGA (RET) the strategic initiatives, activities, and other programs in its
Chairman & CEO implementation of the strategy.
Glenn Defense Marine Phils.
Creation of a Multi-Sector Governance Council
(MSGC)
7. Hon. Mel Senen S. Sarmiento The organization has created a MSGC composed of key
Representative representatives who can make targeted contributions and
1st District of Western Samar substantive advice to formally engage its constituents and
stakeholders in pursuit of the strategy. The MSGC has been
convened at least once to gather their initial advice and
recommendations on the strategy.
Creation of a Strategic Communication Plan
The organization has formulated a comprehensive
communication plan that can generate awareness and
understanding of its strategy to its internal and external
stakeholders. The plan seeks to address communication gaps
and use creative mean to demonstrate the envisioned
transformation. This plan is ready for implementation.
Creation of the Office for Strategy Management
(OSM)
The organization has formally created the OSM to carry out
the main functions of managing the enterprise scorecard and
strategic initiatives, and aligning the organization to the
strategy.
Plans Moving Forward
The organization has laid out clear plans on how to move
forward and institutionalize the PGS through good governance
practices. Moreover, it is committed to pursuing higher
standards of governance and professionalism.
PANEL EVALUATION
Commitment to Transformation Rating: 9.36

Several members of the panel observed the seriousness of the organization in pursuing the goals of the
Flight Plan citing the many accomplishments it has achieved in a span of seven months. Panelists who were
exposed to the previous efforts of the PAF in the Initiation Stage noted the strong leadership that has
propelled the transformation program under the Performance Governance System. With the presence of
influential officers heavily involved in the implementation of the strategy, one panelist was quoted to say
that the PAF is able to “take care of the day-to-day operational issues while also laying the foundation for
the next leadership team”.

Nonetheless, because the roadmap traverses three presidential terms, questions on continuity and
sustainability were still raised. First, with senior officers leading the strategy formulation, the panelists
wanted to be assured that those about to retire from the service would still do their share with the future of
the Air Force in mind. This is important as the fruits of their labour, while not immediately felt, will be
reaped by junior officers who will inherit and continue the Flight Plan implementation.

Second, acknowledging the history of the armed forces in adventurism and how these attempts emasculated
the PAF in particular, a panel member mentioned the need to continue institutionalizing meritocracy so
that junior officers or those who would like to enter the service would feel more empowered to carry on with
attaining the tenets of the Flight Plan. One suggestion is to involve civilians in the deliberation of generals
and the promotions board to minimize military politics. In relation, although efforts have been made to
professionalize its ranks, advocacy programs on the Flight Plan that would involve uniformed and non-
uniformed personnel should persist. This would also allow highly competent, honest, and professional
personnel to oversee the success of the transformation program all the way to 2028.

Admitting that continuity is a challenge not only in PAF but also in the entire Armed Forces of the
Philippines, LTGEN DELGADO reassured the audience that involving both senior and junior leaders in the
creation of the Flight Plan would pave the way for its continuity. Apart from this, the establishment of the
Multi-sector Governance Council is also seen to be a mechanism to safeguard the transparency and
accountability that goes with executing the strategy. In terms of meritocracy, being a smaller organization
has proven to be advantageous as the PAF does not see any glaring concerns in the movement of its
personnel. As such, it is easier to track and choose the best people to operationalize or manage the
objectives or projects that will drive the organization to achieve its targets.

Cascading to Strategic Units Rating: 8.93

Considering that the PAF is still in the early stages of the governance pathway, the panelists were interested
to know the plans of the Air Force in widening the awareness and the sense of accountability to the Flight
Plan in the lower-level units. One panelist appreciated how the strategy has been cascaded to the project
management teams but was adamant in fast-tracking the cascading down to the squadron-level. Being
aware of air operations, the panel member insisted that it is not enough for these units to have scorecards
but that they understand how they will translate the strategy into their operations.

LTGEN DELGADO responded that they have started to go to these frontline units and are committed to
bringing the Flight Plan down to each individual. Another panelist suggested the creation of a feedback
mechanism between the units so that the strategy cascaded down can be recalibrated based on the day-to-
day operations. This would formalize the Flight Plan’s flexibility to adapting to the current realities of the
country. Finally, another panel member highlighted that in cascading the strategy, the PAF must be able to
shape identified officers as champions who can cater to safeguarding the Flight Plan despite the fast
turnover and changes in leadership.
Plans to Link to Budget to Strategy Rating: 8.71

Comments made on the linkage of the budget to the strategy focused on the usage of the government-
appropriated budget and, the need to generate the funds for modernization. First, on the issue of the funds
generated from GAA, a panel member noted how the practice of transparency and accountability must
permeate down to the lower level units. This can be done through informing everyone in the organization
how the budgeting process is conducted and allowing even those in the subordinate units to be consulted on
what operating expenditure should be prioritized. One panelist believes that opening up the budgeting
process will hold not only those on top of the finances accountable for how they manage the resources but
also those in the other operating units to make use of what has been given to them properly. The CGPAF
responded that regular reviews, random checks even to enlisted personnel, and consultations with AFP and
DND are done to ensure the efficient and effective use of the budget given them.

On the second concern, the panelists echoed the sentiments of the military sector in raising the funds for
modernization. In this regard, numerous suggestions cropped up from the discussion. The first is for PAF’s
real estate officers to interact more closely with the real estate officers of the other major services and the
AFP. All these officers must be able to identify which properties are strategic for military missions, which
properties can be used for support operations, and which lands can be considered as idle and revenue-
generating. This relates to the importance of promoting innovation in raising enough funds that can be
cultivated from the idle lands owned by the military sector. When these properties are classified
accordingly, the panel recommended getting the help of well-respected people in the banking and real estate
development industries in coming up with ways on how they can adequately develop the lands to maximize
their potential without losing the ownership of these properties.

In relation to this, the PAF can even look into consulting with these experts for a land valuation study that
can be presented to both the Bases and Conversion Development Authority (BCDA) and the DND,
indicating how these lands can be developed. Contingency plans on how the PAF can generate income
regardless of the country’s economic conditions could also be pursued with other external stakeholders.
Moreover, involving credible individuals from the private sector or those in organizations like the BCDA can
help the PAF (and the rest of the military sector) in defending their right to their real estate properties in
expanding their income for their capability development to the general public.

It was agreed by the panel, however, that the PAF having a clear roadmap and execution plans is already a
step forward with panelists who are also members of Congress mentioning how the Flight Plan is a good
tool to use when defending the budget as it provides parameters that can easily be communicated to the
Annual Planning Budget Committee.

Creation of Multi-sector Governance Council (MSGC) Rating: 9.67

The panel emphasized how the PAF can leverage on its MSGC by allowing members of the private sector to
have a meaningful part in the transformation of the Air Force. To have a real, collaborative relationship with
their MSGC, the panelists recommended that they could contribute in two ways. The first is through sharing
both their network and expertise in their field whether on the processes or operational matters of the PAF.
Another area in which the MSGC can add value is in the reforms on meritocracy, transparency, and
accountability. Institutionalizing these governance attributes with the help of the MSGC as its watchdog
could provide sustainability of Flight Plan even after changes in leadership.

Given the nature of the organization, however, some members of the panel were adamant on the extent of
working relations between the PAF and the MSGC. It was pointed out that there are highly classified or
sensitive matters and operational issues that may not be shared to a wider public. In this regard, one
panelist shared that the PAF can look into the model of the Pentagon and how they are able to work with
civilians with the right balance between secrecy and disclosure. Another panelist suggested that MSGC
members could also sign a non-disclosure form before meetings that will cover certain topics that may not
be for public consumption. Moreover, while the MSGC can certainly influence and even take part of some
initiatives that will gather external stakeholder support, the specifics in executing operational matters will
still depend on the PAF.
Creation of a Strategic Communication Plan Rating: 8.91

One panelist mentioned how the PAF should utilize their forward-thinking mindset in operations with how
they are able to execute their strategic communications plan. A concrete example that the panel member
provided is in continuously communicating to key individuals the support needed by the Air Force, given
the situation in the West Philippine Sea. Although modernization in the PAF is ongoing, it must be made
known that the arrival of new aircrafts is just the beginning as complementary platforms or facilities must
also be upgraded or replaced. Making the Congress or even the wider public understand this situation
requires for a communication tool that is packaged accordingly. In addition, the PAF must also account the
unified position of the national government in how it communicates to the public as it is just one
component in securing the Philippine sovereignty.

Similar to their comments on the MSGC, the panel also believe that working with the civilian counterparts
of the PAF in communication will be part of its success. This can start with making the public more aware of
the Flight Plan through social media while still being mindful of balancing transparency and the need for
confidentiality.

Creation of the OSM Rating: 9.43

The early creation of the Air Force Strategy Management Office (AFSMO) is seen to be a positive movement
in the implementation of the Flight Plan. Having an OSM in the PAF facilitates an easier transition from the
formulation stage to the execution stage. In cascading the Flight Plan to the lower-level units, a panelist
suggested that a team or an individual within the major units could be designated to serve a similar purpose
as the AFSMO, acting as a liaison officer that can safeguard the PGS process. Apart from this, another
member of the panel brought up the fast turnover of personnel in the PAF which may affect the operations
of the OSM. While it may take some time to radically reform the movement of the personnel in the
organization, a remedy that can tackle this concern is in hiring more civilians who will be able to carry on
the institutional memory of the OSM processes. Taking this suggestion to the next level, the panelist
proposed to the CGPAF the possibility of having a non-uniformed officer to head the AFSMO. In response,
LTGEN Delgado mentioned they will keep an open mind to these suggestions.

Plans Moving Forward Rating: 9.01

Panelists who also took part in the Initiation Stage revalida appreciated that PAF was able to follow through
with the plans that they presented previously. The panel had two suggestions to help the sustainability of
the strategy. The first is in allowing the Flight Plan to be “nimble or agile enough to respond to temporary
issues while remaining focused on its 2022 or 2028 goals”. Even if the Flight Plan is a good strategy to
follow, the looming security concerns highlight the need for contingency plans that can address issues in the
interim period between the creation date of the Flight Plan and its end date. In this regard, although the
strategy provides stability in what must be pursued by the Air Force despite the changes in leadership, it
must also be wary of the tactical and operational issues which might delay or affect its implementation.

Related to the previous concern, the panelists also pointed out that a missing component of the Flight Plan
is on risk management. While contingency plans may be created to resolve temporary issues, an assessment
of the possible risks that each objective might face, what the impact of these unforeseen conditions will
have, how the PAF might take action could be pursued. Having this strategy specifically for risk will mitigate
possible difficulties in Flight Plan execution and further its stability. To help, one panelist suggested that
PAF might want to compare notes with the other major services or the AFP in how they are able to stay on
track with the roadmap while tackling pressing operational concerns.

Overall Rating Rating: 9.15

Noting PAF’s commitment and openness to transform, the panelists confirmed the initial assessment of the
Air Force’s readiness to be conferred as PGS Compliant. Comments from the panel should be carefully
noted and considered as it continues to execute its strategy.
Quotable quotes:
 On the overall presentation: “Thank you for a very impressive, clear, and
comprehensive presentation.”
 On the aims of the Flight Plan: “I admire the PAF's commitment to positive
transformation. It is an exemplary initiative that must be institutionalized and executed
fully. It makes me proud of our PAF.”
 On involving PAF’s external stakeholders: “I hope that you would allow the private
sector to have a meaningful part in the transformation of the PAF, not only for public show
or compliance but to truly allow the experts to be part of the process. I believe that doing so
will be the foundation for your transformation.”

RECOMMENDATIONS: The Philippine Air Force received an average rating of 9.15, thereby receiving
the PGS Compliant conferral status. Due to the intricacies in the Revalida process and the subjectivity of
the panel members, the rating of each participating organization is to be viewed independently from each
other, thus not ranked nor compared.

The Institute for Solidarity in Asia (ISA) congratulates PAF for its performance and commitment to
transformation. Even in these early stages, PAF had shown its dedication to achieve its vision to be “a
professional and competent Air Force responsive to national security and development” by 2028.

During the presentation, PAF was strong about its envisioned transformation and immediate
breakthrough goal, which is to “build our capability to detect, identify, intercept and neutralize intrusions
in the PADIZ and the West Philippine Sea from Area Readiness 4 to Area Readiness 3” by 2022. The
presence of the Commanding General and the rest of its leadership was proof of the top to bottom
commitment of the organization to the tenets of the Flight Plan.

Moving forward, the revalida process brought about the following suggestion from the panelists:
1. Prepare for contingencies with a risk assessment study
The panelists already recognize the importance and logic of the Flight Plan, but with the pressing
concerns in the West Philippine Sea, the PAF must be able to prepare itself for any setback that
would delay strategy implementation or negate the strategy’s relevance. For the Flight Plan to
remain as a valuable program, the organization should assess its strategy and identify all possible
risks that it may face. Doing so will allow PAF to have a clear action plan that will mitigate the
identified risk once it arises. In this regard, while the Air Force remains focused on the end goal of
2028, it is also able to respond to tactical concerns by recalibrating or revising the strategy if
needed.
2. Build partnerships with key individuals and organizations
The panel believes that building partnerships with subject matter experts and closely-associated
organizations is crucial in achieving the Flight Plan targets all the way to its vision year. First,
although the PAF does not solely control the AFP Modernization Plan, it can work closely with the
other units within the AFP and respected real estate developers to classify the properties that it
owns. As a group, they can then liaise with DND and BCDA to ensure that the revenue generated
from its properties are used for the modernization of the military sector. Second, to communicate
the merits of the Flight Plan and the support needed from its stakeholders, the PAF can leverage
on its newly-convened MSGC to act as their advocates. Confidentiality issues aside, the members
of the MSGC along with other esteemed civilians can help PAF in lobbying for its needs. Last, the
Air Force could also connect with other organizations undergoing the PGS to gather their best
practices and to avoid problems encountered in the implementation of their respective
transformation programs.
3. Strengthen governance mechanisms to foster the culture of meritocracy and
transparency
Several members of the panel highlighted how transformation in the PAF can only occur once
mechanisms to enhance meritocracy and transparency are installed. Advocacy programs that will
promote not only the Flight Plan but the values that it stands for should persist down to the
 lowest ranks. Moreover, the MSGC should evolve as a group that does not only advice the
organization, but one that is able to become its accountability partner in committing and
following through the plans, programs, and activities it has set in light of the Flight Plan.

As PAF’s partner in the Flight Plan, below are some suggestions and recommendations from ISA that can
further help in the organization’s strategy execution:
4. Continue cascading the Flight Plan to the lower-level units
To widen the ownership and commitment in the PAF, it is important to continue cascading the
Flight Plan to the lower-level units using its chosen cascading philosophy. While the Compliance
Stage focused on the strategic units or initiative teams, the Proficiency Stage looks into all the
other units that will directly or indirectly contribute to the targets found in the CGPAF’s
Scorecard, indicating the alignment of the organization to the strategy. With ISA, the PAF could
look into how it will translate the strategy all the way down to the individual level. For those units
that have already been cascaded to, continuous monitoring of the scorecard and strategic
initiatives should be carried out on a regular basis.
5. Organize the AFSMO for the Proficiency Stage
The PGS Proficiency Stage calls for the AFSMO to act as the main catalyst for the organization’s
strategic focus while pushing for results in the different units. This means that apart from
allowing the traditional OSM processes of managing the first-level scorecard and initiatives,
aligning units to the strategy, and overseeing the execution of the Flight Plan to mature, it must
perform certain functions that will firm up its operations. First, as an influential unit that
monitors the inputs from the other units, it must balance its role as a coach to the other units
while coming up with recommendations and action points that can be reported to the leadership
team. The AFSMO’s inputs should prove to be vital information used in decision-making for
PAF’s overall performance. Second, it must ensure the harmonization of the Flight Plan to the
AFP and DND processes by coordinating closely with the pertinent offices in its parent agencies.
Though this has started already in the Compliance Stage, it would be good for this practice to
continue so that plans and programs at the top already consider the priorities of the Flight Plan
on a yearly basis. Last, it must continue cultivating the best practices and new ideas found in the
different lower level units to solve bottlenecks in the Flight Plan. By doing this, the AFSMO is able
to tailor-fit the execution of the strategy to the day-today work of the Air Force, innovating the
PGS for a more effective program.
6. Regularly engage with the PAF MSGC
After convening the MSGC for its first meeting, the PAF should continue regularly engaging its
MSGC members to allow for collaboration between the two parties, rather than the council
serving as a mere advisory board. One way to do so is in creating sub-committees within the
MSGC members that would play on each member’s expertise and work with counterpart PAF
teams who would then carry out the preparatory work and succeeding action items agreed by the
group. In addition, it must utilize its MSGC for communicating the aims of the Flight Plan to
strategic stakeholders especially within the government or business sector. In pursuing this close
collaboration, the MSGC mechanism is levelled up from a tool that provides counsel, to a partner
taking part in the transformation.