Philippine Navy Strategic Sail Plan 2028 Book 1

PHILIPPINE NAVY STRATEGIC SAIL PLAN 2028 BOOK 1
1
“For God, the country and the Filipino People...”
Recommendation for Changes vi
Records of Changes vii
Acknowledgement viii
Preface x
Introduction xii
TABLE OF CONTENTS
Chapter I 1
Sail Plan 2020 in Review:
More than a Decade of Transformation Journey
Chapter II 13
Strategic Assessment
Chapter III 26
Strategy Map
Chapter IV 33
FOIC, PN Balanced Scorecard 2021-2028
Chapter V 51
Strategy Management Concept
Bibliography 61
Annex A 63
FOIC, PN BSC 2020 and
Other Key Performance Indicators
Annex B 67
FOIC, PN BSC 2021-2028
Annex C 71
Sail Plan 2028 Logo
recommendation for changes

(Format)
(Originating Unit)
________________________
________________________
________________________
____________
(Date)
From: Originating Unit

To: Director, Center for Naval Leadership and Excellence
Subj: Recommendation for Changes
1. The following recommendation is submitted for the

improvement of the Philippine Navy Strategic Sail Plan 2028
Book 1:
a. Chapter to be amended
b. Section to be amended
c. Recommendation
d. Justification
2. For consideration.
_________________
(Name, Rank, Signature)
vi
Records of changes
Amendment Amendment by/
Date Amended Remarks
Number Authority
vii
Acknowledgements
Before embarking on another waypoint, it is only fitting
to pay tribute to those who made the Navy’s Sail Plan 2020
journey worthwhile and to those who made the succeeding
years of strategy implementation a promising one.
First and foremost, our sincerest thanks to the previous

and current Flag Officers In Command, PN, VADM RONALD
JOSEPH S MERCADO AFP (Ret) and VADM ROBERT A
EMPEDRAD AFP who stood at the helm of the Philippine Navy
and showed their unwavering support all throughout the Navy’s
endeavour to plot its next waypoint. We are also grateful for
the leadership of the Vice Commander, PN, MGEN DANTE M
HIDALGO AFP and to the Chief of Naval Staff, RADM REY T
DELA CRUZ AFP, the Navy’s Chief Sail Plan Officer.
This book would not have been possible without the

contributions of the men and women of the Philippine Navy
who were involved in plotting its next waypoint. Our heartfelt
thanks for the valuable insights of the members of the Core
Team for shedding light on how the Navy will embark on
another transformation milestone. Our utmost gratitude to the
Sail Plan 2028 Technical Working Group who poured their time
and effort to put flesh on the Navy’s aspirations for 2028.
Likewise, we are thankful for the support and contributions

of all the men and women who served as Philippine Navy
(PN) Unit Commanders, Headquarters Philippine Navy (HPN)
Central, Technical, Personal and Special Staff, as well as all
Sail Plan Officers, since the beginning of the Navy’s Sail Plan
journey until this day.
viii
To Mr. Ho SunYee, Managing Partner, Decision Processes

International (PI) - Philippines, who wholeheartedly lent his
time and expertise on the Strategic Thinking Process for the
Navy to become real game changers in an unpredictable and
challenging operating environment.
We are especially grateful to the former and current Directors

of the Center for Naval Leadership and Excellence (CNLE),
VADM JESUS C MILLAN AFP(Ret), RADM GIOVANNI CARLO
J BACORDO AFP, CAPT OPINIANO M JAYME JR PN(GSC)
(Ret), CAPT ARMIL M ANGELES PN(GSC), COL ARTURO
G ROJAS PN(M)(GSC) and CAPT CARLO V LAGASCA
PN(GSC) who made sure that the Navy remains on track with
its transformation journey even beyond 2020. With them are the
excellent and dedicated previous and current CNLE personnel
who continue to champion change and exude excellence.
ix
Preface
Centuries of heroism and camaraderie have shaped the
Philippines into what it is today—a strong nation of rich culture,
bountiful nature and steadfast development. With 7,641
islands blessed with natural resources, it is unsurprising that
our country has been at the forefront of development and has
drawn attention from around the world. Nevertheless, despite
the promising future for the Philippines, hurdles and setbacks
brought by recurring challenges and emergence of new threats
in our changing environment impede our ambition of sustaining
peace, security and progress of the country. Thus, it is now
more than ever that our country needs a more responsive and
reliable Navy, ready to promote our country’s national interests
and protect our territorial integrity.
With a clear case for change, the Philippine Navy (PN)

embarked on a transformation journey way back in 2006
through the development of the PN Strategic Sail Plan 2020,
our organizational development strategy, which outlined the
Navy’s long-term goals and plans. It became our North Star that
guided the PN as it drifted away from the dimness of antiquity
and sailed into the light of modernity.
As with any voyage, the past twelve years of implementing

the Sail Plan has not always been smooth sailing. No strong
sailor was made in smooth seas or warriors in silent wars,
and the same goes for our Navy. Our victories were won by
overcoming unimaginable challenges. As a force provider to
the Unified Commands of the Armed Forces of the Philippines,
we have continuously devoted ourselves in improving our
capacities and capabilities to advance the delivery of our
services to our stakeholders. We have bridged the gap between
naval operations and organizational alignment. Since its
implementation in 2008, the Sail Plan has helped us to achieve
x
milestones that made us get closer to our vision of becoming

the strong and credible Navy that our maritime nation can be
proud of.
We will continue what we have started with greater passion

and commitment to fulfill our sworn duty to our beloved maritime
nation. As time waits for no one, our organization has already
drafted its next waypoint – the PN Strategic Sail Plan 2028.
With this new strategy, we will not only correct our sets and
drifts, but we will take bold steps in modernizing and upgrading
the capabilities of our Navy. A brighter horizon is ahead for the
Philippine Navy with the Sail Plan 2028 as this will lead to a
modern naval force highly capable of defending and securing
all corners of our maritime nation.
Therefore, with great pride and joy, I present the Sail Plan
2028 Book 1 as the fruit of the hard work and camaraderie
of the men and women of the Philippine Navy. Through the
Center for Naval Leadership and Excellence and the collective
inputs from dedicated Navy personnel, this book was written to
shed light on how the Navy plotted its next waypoint and how
it will arrive to its glorious destination. With a new vision to live
by, the PN has crafted a robust and more defined strategy that
would guide every sailor, marine, reservist, and civilian human
resource to work hand in hand in implementing our strategy
and embodying our highest values for service. May this book
be a source of inspiration for all of us to sail forward towards
becoming a modern, multi-capable naval force responsive to
our maritime nation’s defense and development.

ROBERT A EMPEDRAD
Vice Admiral, AFP
Flag Officer In Command, PN
February 2020
xi
INTRODUCTION
A NAVY THAT OUR MARITIME NATION NEEDS

The Philippines is an with international partnership
archipelagic nation with 7,641 for Humanitarian Assistance,
islands spanning more than Peacekeeping Operations
300,000 square kilometers and International Defense
of territory (NAMRIA, 2016). and Security Engagements;
Majority of the Philippine’s and, 3) Constabulary
economic development is role involves interagency
driven by its vast oceans where collaboration to protect open
trade and commerce prosper. seas, coastal/littoral and
Being at the center of marine land areas through internal
biodiversity, the country’s rich security operations (ISO),
marine resources serve as disaster response, support
the primary source of income to national development and
and livelihood of numerous maritime security operations
Filipino coastal communities. (Philippine Navy, 2013).
This presents a significant
imperative to have a capable However, for the longest
and responsive naval force time, the Navy was held back
that can defend and secure by antiquated assets and
the country’s maritime insufficient capabilities. That’s
interest, and ultimately, the when the Navy decided to
Filipino people. make a turn-around by crafting
its organizational development
The Philippine Navy is the strategy, the PN Strategic Sail
guardian of one of the world’s Plan 2020, in 2006 and began
largest archipelago and is implementation in 2008. The
mandated to carry out three 12-year implementation of
roles: 1) Military role pertains the Sail Plan saw numerous
to the Navy as protector breakthroughs to include
of the country’s maritime building the capacities and
interests and as the Naval uplifting the morale and
force for territorial defense; welfare of Navy personnel.
2) Diplomatic role deals Apart from this, the Navy’s
xiii
systems and processes changing environment through

were made at par with global a strategy that is not only
standards to ensure efficiency driven by a goal and contains
while the judicious use of courses of action. Rather,
financial resources was a strategy that guarantees
promoted. It was also during bigger chances of success
this time that the acquisition by foreseeing crucial factors
of new assets was at an and addressing the gaps that
unprecedented state. Such may affect strategy execution.
achievements paved way It must remain focused on
for the Navy to improve its its strategic priorities and
mission accomplishment and capabilities needed to secure
increase the satisfaction of its and protect the country’s
stakeholders. maritime interests.
Although the Navy is at Similarly, the Navy must

the tail end of the Sail Plan continue to remain aligned
2020, this does not mark with the relevant strategies
the conclusion of the Navy’s and goals stated under
unfaltering commitment to the Armed Forces of the
better serve our maritime Philippines Transformation
nation. As it continues to fulfil Roadmap (AFPTR) 2028
its mandate more effectively, and the Philippine Defense
the Navy must keep up with Transformation Roadmap
the rapid pace of evolving (PDTR) 2028. Ultimately,
trends in maritime security the Navy must ensure that it
and territorial defense. contributes to the Philippine
National Development Plan,
The Navy must remain AmBisyonNatin 2040.
responsive amidst the ever-
PLOTTING THE NAVY’S NEXT WAYPOINT
With the breakthroughs and lessons learned from the

Sail Plan 2020, the Navy pursued for another transformation
xiv
milestone by plotting its - Philippines, to define the

next waypoint for 2028. Navy’s current profile and
Recognizing the gaps in develop the Navy’s future
developing the previous Sail strategic profile for 2028.
Plan, the Navy made sure that The Navy’s vision for 2028
the development of the Sail was crafted during the 2018
Plan 2028 involves the whole Strategic Planning Workshop.
organization and embodies During this time, the Core
the aspirations of the men and Team Members were guided
women of the Philippine Navy. by the result of the Input
Survey which gathered the
The Navy prepared perceptions of over 200 Navy
to embark on its next personnel on what kind of
transformation journey by Navy they envision for 2028.
capacitating those who will And true enough, before
be driving the success of this knowing its next desired
meaningful endeavour. In destination, the Navy must
December 2016 and March know where it stands in the
2017, selected Navy Officers, current Sail Plan. This is why
Enlisted Personnel and the Initiative Progress Report
Civilian Human Resources was also presented during
participated in the Strategic the 2018 Workshop to give a
Planning Seminar to hone their glimpse of where the Navy is
skills in strategy development in its Sail Plan 2020 journey.
and prepare them for their
responsibilities as members To put flesh on the Navy’s
of the Core Team. aspirations for 2028, the Sail
Plan 2028 Technical Working
In November 2017, the Group (TWG) comprised of
Core Team underwent the subject matter experts from the
Strategic Planning Workshop HPN Staff Offices participated
with the expertise of facilitator, in the Strategy Translation
Mr. Ho Sun Yee, Managing Workshop 2019 series. The
Partner of the Decision members of the Sail Plan 2028
Processes International (PI) TWG formulated the strategic
xv
objectives, measures and Chapter 5 discusses the

initiatives to complete the strategy management
Sail Plan 2028 Strategy Map processes that the Navy
and FOIC, PN Balanced will adopt to ensure the
Scorecard. proper execution and
sustainability of the strategy.
The Navy is at a phase
where it will transition to a more
promising transformation
journey. Thus, the Sail Plan
2028 Book 1 serves as the
bridge between where the
Navy left off with the Sail Plan
2020 and where it is headed
for 2028.
Chapter 1 features the

Navy’s Sail Plan 2020 journey,
its breakthrough highlights and
seeks to answer the question
“What has the Navy achieved
and where is it going next?”
Building on these premises,
Chapter 2 narrates how the
Navy plotted its next waypoint
using a more comprehensive
and robust approach through
the Strategic Thinking
Process of the Decision
Processes International.
Chapters 3 and 4 present a
thorough discussion of the
Strategy Map and Flag Officer
In Command, PN Balanced
Scorecard for 2021 – 2028.
xvi
CHAPTER
ONE
Sail Plan 2020 in Review:
More than a
Decade of
Transformation
Journey
1
HISTORY OF THE SAIL PLAN

Embarking on a doctrines, inefficient systems
Transformation Journey and processes, and lack of
(2006 – 2008) focus in the development of
its personnel, organization,
The Philippine Navy, as and the management of its
a major branch of service resources. As such, the Navy
of the Armed Forces of saw it fit to start a turnaround
the Philippines, is tasked for the organization through
to “organize, train, equip, proactive measures that will
maintain, develop, and address these gaps and help
deploy forces for prompt and the Navy better perform its
sustained naval and maritime mandate.
operations to accomplish
the AFP mission” (Executive In 2006,the Philippine Navy
Order No. 292). Since its began its journey towards
inception, the Philippine genuine transformation
Navy has strived to fulfil its when it decided to conduct
mission as a force provider a workshop to craft an
to the Unified Commands of organizational development
the AFP in order to secure strategy. A group of 60 PN
the maritime domain of the officers from the ranks of Rear
nation. As an archipelago Admirals down to Lieutenant
where rich maritime resources Junior Grades gathered at the
abound, the Philippines need Development Academy of the
a strong naval force capable Philippines in Tagaytay City to
of defending its maritime come up with a plan that would
interests. chart the course of the Navy.
The workshop, spearheaded
However, fulfilling this by Dr. Jesus P. Estanislao
mandate was no easy task and the Institute for Solidarity
for the Navy. It was plagued in Asia together with guest
with challenges such as lecturers from the academe
antiquated assets, outdated and the various industries,
2
helped the Philippine - the first of the four stages of

Navy conduct a strategic the Performance Governance
assessment and identify System (PGS) Pathway.
strategic issues that need
to be resolved to achieve its The PGS Pathway serves
vision. This became the basis as a platform to cultivate
of the strategic objectives, good governance, leadership
measures, and targets of excellence and transparency
the PN Sail Plan 2020. The among different national
consolidated outputs of this government agencies
workshop would become (NGAs), non-government
what is now known as the organization (NGOs) and local
“Philippine Navy Strategic government units (LGUs).
Sail Plan 2020” or simply the This is done through the
“Sail Plan”. adaptation of the Execution
Premium Process (XPP) and
Upon further refinement Balanced Scorecard (BSC)
of the outputs by a Technical Framework of Drs. Robert
Working Group, the PN Kaplan and David Norton
was able to launch the Sail of the Harvard Business
Plan in 2008. This was later School. Through these
on communicated to all frameworks, it is expected
PN personnel in order to that PGS practitioners will be
get its people onboard the able to improve its strategy
transformation journey. The management practices
Navy also started to integrate in order to eliminate
new policies and systems inadequacies in program
to drive good governance implementation and
initiatives which will be service delivery leading to
implemented to improve the performance excellence and
effectiveness and efficiency stakeholder satisfaction. By
of delivering its mandate. undergoing the PGS, the
Together with the launching of Navy was guided in putting the
the Sail Plan in 2008, the Navy elements of transformation in
was given the Initiated Status place.
3
Laying the Groundwork Plan in the PN Resource

(2009 – 2013) Management Planning
Guidance (RPMG) and the
As the Navy continued Annual Plan and Budget
its transformation journey, Development Guidance
it saw the need for focus (APBDG). This enabled the
in the management of the Navy to prioritize and fund
strategy to ensure that the projects that are supportive to
organization remains on track the goals of the PN Strategic
in the Sail Plan. Thus, the PN Sail Plan 2020. To ensure
created its Office of Strategy alignment and the contribution
Management (OSM), the of each Navy unit and office to
Center for Naval Leadership the achievement of the vision,
and Excellence (CNLE). the PN also cascaded the Sail
Moreover, acknowledging Plan from the Headquarters
the need for the Navy to level down to the Units and
receive inputs from outside Offices of the Navy. Through
its organization, it also this alignment process, broad
invited the participation of its objectives were translated
external stakeholders in the to actionable programs
implementation of the Sail and projects that the units
Plan. Representatives from the implemented.
maritime industry, academe,
media, and other pertinent Moreover, the Sail Plan was
government agencies formed further synchronized with the
the Philippine Navy Board of pertinent policies of the higher
Advisers (PN BoA). Both the headquarters. Among these
CNLE and the PN BoA were is the Department of National
established in 2009. Defense (DND) Defense
System of Management
Furthermore, efforts to (DSOM), crafted in 2011,
better align the budget with which is the framework in
strategy were undertaken the implementation of the
specifically through the AFP Modernization Program.
incorporation of the Sail Likewise, the Sail Plan was
4
aligned with the Armed measures to address

Forces of the Philippines identified gaps. As such,
Transformation Roadmap it undertook the Strategy
(AFPTR) 2028. Developed Focused Organization (SFO)
in 2012, the AFPTR serves Health Check facilitated by
as the organizational the Palladium Group in 2012,
development strategy of the organization that owns
the entire AFP, with the Sail the Balanced Scorecard
Plan as one of its sub-unit Framework. The results
strategies at the level of the showed a large gap between
major services, together with the Navy’s performance at
the Army Transformation that time as benchmarked with
Roadmap (developed in high-performing organizations
2010) and the Air Force Flight worldwide. Therefore, the
Plan (developed in 2014). Philippine Navy sought to
address these issues through
With these elements in an intensive review of the
place, the Navy was able to Navy’s strategy management
gain significant momentum process in the succeeding
in its transformation just years.
within two years after the
Sail Plan was launched. This
Another great milestone in
was affirmed in 2010 when it
2013 was the development of
was inducted to the second
the PN’s operational strategy,
and third stages of the PGS
the Active Archipelagic
Pathway – the Compliant
Defense Strategy (AADS).
and Proficient statuses,
With the AADS, the ends-
respectively.
ways-means strategy
Before the Philippine Navy framework of the Navy has
pursued the Institutionalization been completed. The “ends”
Stage of the PGS Pathway, are the naval objectives in
it intended to assess the line with the three main roles
organization’s state in terms of the Navy – the military,
of strategy implementation constabulary, and the
and undertake necessary diplomatic roles. The AADS
5
serves as the “ways,” dictating After successfully

how these roles should completing the four stages
be carried out through the of the PGS Pathway, the
employment and mobilization Philippine Navy took part
of the capabilities of the Navy. in the Islands of Good
Meanwhile, the Sail Plan is Governance (IGG) organized
the “means,” outlining the by the Institute for Solidarity
materiel and non-materiel in Asia (ISA) and the National
capabilities that naval and Competitiveness Council.
maritime operations require The IGG Initiative was a
in accordance to those certification process aiming
prescribed in the AADS. to showcase the exemplary
transformation of public
Reaping the Fruits of and private institutions to
Strategy Implementation promote good governance
(2014 – 2020) and transformational
breakthroughs. This was held
After undertaking in light of the Philippines’
initiatives to enhance the hosting of the Asia Pacific
Sail Plan implementation, Economic Cooperation
the Navy achieved significant (APEC) Summit in 2015.
breakthroughs in its five
strategic perspectives. To contribute to this
These were instrumental initiative, the Philippine Navy
in leading the Navy to be pledged and fulfilled the
Institutionalized in the PGS following commitments:
Pathway, becoming the
second National Government 1) Standard of Excellence
Agency (NGA) and the Increase the number of ISO-
first in the entire Defense Certified units and offices
Department to do so. It also from four to ten, in order
earned the Gold Trailblazer to streamline its internal
Award for Good Governance, processes and deliver better
one of the first NGAs to services to its personnel.
receive this recognition. Under this commitment, PN
6
surpassed its target having embarked on its journey

achieved 14 ISO-Certified to be recognized as a
Units and Offices during the global standard in strategy
time of the audit; execution. This means no
less than the Navy’s induction
2) Bastion of Innovation into the prestigious Palladium
Fully operationalize three PN Balanced Scorecard Hall of
Research and Development Fame (HoF) for Executing
units and offices, namely Strategy - the award given
the Office of Naval Strategic by the creators of the BSC
Studies; Naval Research and Framework themselves. The
Technology Development Palladium BSC HoF is a global
Center; and Fleet-Marine recognition given to public
Warfare Center, which and private organizations
provided technological that have successfully
advancement and strategic implemented their strategies
assessment for the PN’s and delivered positive
current and future defense social impact using the BSC
requirements; and framework. After undergoing
the necessary process, with
3) Sentinel of the Sea almost 10 years of experience
Increase the number of in excelling in strategy
linked and functional execution, the Navy was
fixed and mobile Littoral inducted into the Palladium
Observatory Stations from 21 Balanced Scorecard Hall of
to 36 (currently the number Fame for Executing Strategy
of MSAPs are at 26 due to in 21 March 2017 in London,
the merging of some Littoral United Kingdom. This was
Monitoring Platforms) which a landmark achievement as
enabled the PN to have up-to- the PN was the first among
date and real time monitoring all National Government
of the maritime territory. Agencies and the first in the
Defense Sector to be given
After having completed this honor.
the PGS Pathway, the PN
7
BREAKTHROUGH HIGHLIGHTS
More than aligning the organization, the PN Strategic Sail
Plan 2020 has significantly transformed the PN into a more
effective and efficient Navy that the Filipino nation could depend
on. Various initiatives were implemented in order to raise the
standard of the Philippine Navy from its previous state. As the
organizational development strategy that covers vital aspects of
becoming a strong and credible Navy, the Sail Plan 2020 helped
the PN to reach significant milestones amidst challenges and
threats. These milestones are the products of a well-thought
implementation of the strategy, which would not be possible
without the cooperation of all HPN staffs and PN units. This is
why, for every perspective in the FOIC, PN BSC, the PN has
achieved noteworthy accomplishments that further enhanced
the Command’s capacities and as a force provider to the Armed
Forces.
Personnel Perspective
One of the milestones innovative opportunities for

of the Sail Plan 2020 is them to progress in their
the increase in the level of career and enhance their
motivation and competency learning development.
of all PN personnel. This
was realized through the The HCS paved way to a
institutionalization of the competency-based human
Human Capital Strategy (HCS) resource management that
in 2012 and the promulgation benefitted new recruits,
of the PN Education and personnel in active service
Training Management and retirees. This was done
System (PN ETMS) in 2013. through policies and programs
These breakthrough drivers that covered the needs of
enabled the PN to provide Navy personnel based on
its personnel with more the four pillars of the strategy
8
namely, “Selective Personnel multi-layer transactions for

Recruitment;” “Sound Career promotion and re-enlistment,
Management;” “Innovative thereby enhancing the
Retention Programs;” and efficiency of such transactions.
“Beneficient and Separation
System.” Similarly, the creation of
the PN Education and Training
Among the landmark Management System (PN
projects of the HCS include ETMS) in 2013, enhanced the
the development of the PN’s curriculum development
PN Integrated Personnel system, education and training
Management System and the programs, leading to the
One-stop Shop Clearance development of the needed
System which centralized the skills for competent and
issuance of clearances and professional PN personnel.
Organization Perspective
Aside from personnel- also served as a roadmap

related milestones, the PN that incorporated DOTMLPF
was also able to attain a more action plans for a doctrine-
responsive naval organization based PN organization. This
through its efforts on improving enabled the active involvement
its sustainment systems, of personnel across all ranks
day-to-day operations, and in formulating, reviewing and
organizational capabilities. As publishing doctrines. This
part of its contribution to the resulted to the advancement
AFP modernization thrusts, of the organization’s readiness
the PN Doctrine Development for its naval operations and
Strategy was formulated in management activities.
2015, which ensured that
prompt development and Further, the Quality
revalidation of sound and Management System was
responsive maritime doctrines implemented among PN
is sustained. This strategy frontline offices and units
9
allowing the Command certification. Later on, the

to render quality services QMS was maintained through
to its stakeholders. In O/TNIG which is primarily
2012, the Philippine Navy responsible for capacitating
Finance Center (PNFC) offices and units to become
was awarded with ISO ISO-aligned. The PN’s most
9001:2008 Certification recent accomplishment
on Quality Management was the certification of
System (QMS) making it the Naval Information and
the first unit in the AFP and Communications Technology
the Defense Department to Center (NICTC) under the ISO
pass international standards 27001 Information Security
for aligning systems and Management System (ISMS)
processes. Other units and in 2019, which reflects the
offices followed suit and by PN’s capacity for information
2015, there were already 14 and cyber security.
units awarded with the same
Resources Perspective
To transition from a prioritization of mission-
budget-driven to a strategy- essential and strategic
driven organization, the PN initiatives while promoting
linked its budget to its strategic transparency in financial
initiatives to efficiently manage management. Subsequently,
its financial resources while the PN Programming,
sustaining the developmental Budgeting and Procurement
thrusts of the Command. The Information System (PBPIS),
Annual Plan and Budget (APB) was developed to upgrade the
Software, also known as the APB Software, now capable
Integrated PN Budgeting of producing real time data
and Procurement System, update through internet
automated the budget connectivity, allowing multiple
development and monitoring encoders to put data anytime
process to ensure effective and anywhere.
use of resources and proper
10
Capability Perspective
The PN’s aspiration and thoroughly justified
of becoming a strong and naval force requirements.
credible Navy involves its Likewise, the PN CAPLAN’s
active pursuance for a more three horizons justified the
credible defense through acquisition of capabilities to
acquiring and developing address gaps in organization.
modern mission essential It is through this plan that
equipment. In 2016, the PN the PN was able to acquire
Capability Development Plan two (2) Anti-Submarine
(PN CAPLAN) was crafted Helicopters, two (2) Landing
which enabled the PN to Dock Platforms, eight (8)
have a sound basis for the Amphibious Assault Vehicles
development and articulation and other assets intended to
of consistent, coordinated, improve the PN capabilities.
Accomplishment Perspective
The PN has strengthened the PN to several international

its international presence maritime affairs, and provided
and has forged strategic opportunities to acquire more
partnerships through a series modern equipment. The PN’s
of relations and engagements participation in exercises
based on the International such as the Rim of the Pacific
Defense and Security Naval Exercises (RIMPAC),
Engagements (IDSE) Plan. and its various port visits and
The IDSE plan is also in line participation in fleet reviews
with the AADS’s thrusts of in countries such as the
pursuing and enhancing naval People’s Republic of China
diplomacy. The IDSE plan and the Russian Federation
also increased knowledge has provided opportunities
and technology transfers of growth and expansion
between the PN and foreign of networks adding to the
navy counterparts, exposed credibility of the PN.
11
Finally, to echo these promote public awareness,

efforts of the PN to key develop a positive institutional
audiences, the PN Strategic image, and mobilize a broad-
Communication Plan first based support for the PN by
crafted in 2010 and updated sychronizing and integrating
in 2016. The PN StratCom all ways and means of
Plan helped the PN to effective communication.
2020 AND BEYOND
Based on the achievement of initiatives and as reflected

in the measures in the FOIC, PN BSC, truly, there remains
much to be done. Nevertheless, accomplishing key initiatives
in the Sail Plan allowed the Navy to make a huge leap from
where it was before. It has come a long way in addressing the
issues identified in the Navy’s change agenda and has shifted
to practices that increased its effectiveness and efficiency in
delivering its services.
With the support of its leaders, personnel, partners and every

Filipino stakeholder, the PN remains steadfast in its commitment
to better protect its maritime nation and serve the Filipino
people. The remaining gaps in its organizational development
plan, together with the ever-evolving operating environment,
shows the imperative to continue in its transformation journey,
in order to reach greater heights beyond 2020.
12
CHAPTER
TWO
Strategic
Assessment
13
Based on the results of the 2017 and 2018 Workshops

using the Strategic Thinking Process, the Navy’s strategic
assessment determines who and where the Navy is now; future
trends and events it will encounter; future capabilities it must
possess; and, critical issues it must address.
These served as basis in identifying the Navy’s future driving

force and the future strategic capabilities it must possess as it
embarks towards another transformation milestone.
STRATEGIC THINKING FRAMEWORK
In developing the Sail more leverage to remain

Plan 2020, the Strategic relevant and responsive
Planning Framework was amidst evolving trends
used to craft the Navy’s in maritime defense and
roadmap by defining its value security. Facing this reality
chain; analyze its Strengths, requires the development of
Weaknesses, Opportunities a strategic plan for the future
and Challenges (SWOC); and, that is more focused, has a
strategic issues that it must greater chances of success
address from 2006, among and guarantees more
others (Philippine Navy, 2016, breakthroughs in strategy
7-14). This served as basis execution.
for the formulation of strategic
objectives to broadly define the The Navy needed to go
Navy’s aspirations for vision beyond traditional strategic
year 2020. However, during planning and engage in a
the implementation of the Sail thorough process of strategic
Plan 2020, the Navy remained thinking. With this, the Navy
confronted with challenges sought for a unique, more
caused by an ever changing robust and comprehensive
operational environment. approach to chart its new
Although the Navy was able strategy. Thus, the Navy
to fulfil its mandate, it needed engaged the Decision
14
Processes International (PI) strategic profile that will set

in developing the Navy’s the organization apart in the
strategic profile through its sandbox that it has chosen
propriety framework, the to play in, and establish
Strategic Thinking Process. the pathway to strategic
supremacy.” (DPI-Asia, n.d.)
As defined by DPI, the As the naval arm of the Armed
Strategic Thinking Process Forces, the Framework is
is a rigorous yet efficient designed to guide the Navy in
methodology that “empowers not only ensuring excellence
the top leadership and in mission accomplishment,
their management team to but also improve the
formulate a strategy and execution of its organizational
translate it into an easy-to- development strategy.
understand [and execute]
Figure 1: The DPI Strategic Thinking Process

© Copyright Decision Processes International
15
This was the process adopted by the Navy during the

conduct of a 3-day intensive Strategic Thinking session in 2017
and 2018. The succeeding parts will discuss the results of the
Navy’s strategic assessment.
Current Profile
The Current Profile describes “who and where is the Navy
now?” by highlighting the common characteristics of the Navy’s
programs and services; stakeholders; and, geographic market.
This analysis is important before identifying what the Navy
wants to become in the future.
The Navy’s mandate requires intensive military equipment,

responsive systems, and skilled personnel, among others.
These services must be geared towards meeting the demands
of stakeholders in terms of maritime territorial defense and
security. However, it appears that the limited capabilities of the
Navy have significantly affected the way it accomplished its
mission. This is manifested in a glaring mismatch between the
Navy’s capability development and areas where it conducts
naval operations. Specifically, the acquisition of assets along
with its maintenance and support projects have shown to
be insufficient to fit the peculiar needs of the Navy’s areas
of responsibility. In addition, there were gaps in terms of the
appropriate doctrines and the conduct of relevant trainings
for newly acquired assets. Hence, these issues show that
the alignment of DOTMLPF (Doctrines,Organization,Training,
Materiel, Leadership, Personnel, Facilities) requirements was
a significant challenge for the Navy.
Current Sandbox
The Current Sandbox describes the environment that the
Navy is currently operating in. It is important for the Navy to
identify the key players in its area of operations to know how
they create an impact on the Navy’s conduct of operations. As
one of the major branches of service in the AFP, the Navy’s
16
Current Sandbox centralized on the territorial defense, security

and stability of the country wherein it is mandated to defend
and secure territorial waters. In this Sandbox, the major
controllers are government regulatory authorities dictating
lawful actions and budget allocation limitations. In terms of
influencers, countries involved in the territorial dispute in the
West Philippine Sea heavily influence the Navy’s behaviour in
the international arena.
Current Driving Force
Through analyzing the Current Profile and Current Sandbox
of the Navy, the current driving force of the organization
was identified. A Driving Force is defined as the single most
important component of the strategy which drives the existence
and growth of the entire organization. The Universal Business
Model concept from DPI identifies 10 strategic components
that are present in some, if not all, organizations. Of these 10
components, a Driving Force should pertain to only one that is
strategically most important to an organization at any point in
time.
Based on the assessment made on the Navy’s current

operating model, it has emerged that the Navy is currently a
Capacity-Driven organization. This means that the strength of
the Navy lies on the capacities and resilience of its personnel
despite of the organization’s limited financial resources and
insufficient material assets. With this strength, the Navy
manages and continues to accomplish its mission by banking
on the competency and motivation of its people in fulfilling
their respective tasks. Although the Navy is able to give due
focus on this aspect, other equally important facets of the
organization such as assets, platforms and financial resources,
among others, tend to get overlooked. Hence, giving due focus
on certain facets of the organization will significantly improve
strategy execution and mission accomplishment.
17
Strategic Variables
In lieu of the SWOC analysis from traditional approaches,
the Strategic Variables are comprised of the unique, relative
and latent strengths and weaknesses of the Navy. The
characteristics of successful and less successful programs,
stakeholders and geographic markets were also identified.
These served as bases for generating requirements for
success and indicators that lead to future failures. Moreover,
the forms of future competition featured the Navy’s prominent
competitors both internationally and locally along with their
corresponding strengths and weaknesses. Lastly, the internal
and external opportunities and vulnerabilities/threats were
identified.
The following are the salient points upon assessment of the

Navy’s strategic variables:
• Latent Strengths: The Navy’s latent strength includes

reservists and retired personnel who can help in expanding
the Navy’s network for the gathering of external support.
Moreso, the Navy can further explore the potential of adding
new capabilities through joint ventures with shipbuilding
companies for naval defense. Such initiatives will require
better management of resources or even exploration of other
sources of fund support.
• Relative Strengths: Marine operations were considered as

a relative strength wherein the Navy is the only major branch
of service in the AFP that possesses amphibious warfare
capabilities.
• Unique Strengths: In comparison with navy counterparts,

the PN has greatly benefitted from the combat experience of
personnel gained from previous successful naval operations
during past national insurgencies. This has shaped the
18
resilience of personnel in spite of the limitations and challenges

encountered by the organization.
• It was concluded that most of the Navy’s successful programs

are characterized by strong interagency collaboration and
require allocation of proper resources in support to the expected
role of the Navy.
• Newly acquired platforms faced inadequacy of support

systems such as ports, bases and training, among others,
which remains a pressing issue.
Future Operating Environment

The Future Operating Environment describes the trends
and events that the Navy will possibly encounter in the future
based on various factors. Found below are the trends which
the Navy must foresee:
• The continuous globalization of the country may lead to

increased costs for defense capabilities acquisition as well as
more international trade opportunities and challenges.
• Political changes such as in the national administration

and expected reforms along with the evolving hegemony,
resurgence and political partnerships in the international arena
are expected to create an impact on the Navy’s strategic
direction.
• Social trends foresee weakening of national identity, changes

in military demographics and tech-savvy populace which will
have an implication on the selection pool for the organization.
• The profitability of local and international shipping industries

will create an impact on probable opportunities for recruitment,
outsourcing of technical expertise and even improvement of
capabilities. The increased number of ships passing through
19
Sea Lanes of Communication (SLOCs) will also require

assurance of safety passage.
• The evolution of technology is at an unprecedented state
which entails the need for the Navy to adapt in terms of ensuring
advanced ICT capabilities and automation to address internal
and external threats.
• The conduct of naval operations must be responsive to the

increasing demand for security of maritime trade and commerce
in Asia.
• With the ASEAN Integration, the Navy will be an integral part

of maritime regional force as it continues building partnerships
and engagements with Navy counterparts. Meanwhile, there
are expected enhancements in the culture of jointness as
stipulated in the AFP force design along with interagency
collaboration.
Being Capacity-driven in a future full of rapid pace evolution

is not enough to ensure that the Navy moves abreast with the
advancements surrounding it. Although the Navy is able to
capitalize on the resilience and combat experience of personnel,
what lies ahead for the Navy requires leveraging on upgrades
for necessary military capabilities in a future sandbox that will
consist of different natures of territorial defense and security
issues shaped by continuous technological advancements.
Future Driving Force
In light of the Navy’s current performance compared
to future trends, it is imperative to increase readiness and
reliability in accomplishing its mission. After considering three
strategic options, the Navy has come into a consensus that
the organization must now transition into a Market-driven
organization. This means that the Navy must be capable of
responding to the demands of the maritime domain as its
20
primary geographic market. Instead of emphasizing on its

constabulary role, the Navy must give more emphasis on
programs and services under its military role which focuses more
on its capability as a naval force. The Navy must generate more
engagements with naval counterparts and other international
partners as portrayed by its diplomatic role. This will allow
the Navy to deliver its services for the Unified Commands
as its primary stakeholder and fostering better relations with
international partners, while maintaining working relations with
national government agencies and other local entities. Instead
of local government units, Filipino people and regional partners
will be considered as the Navy’s secondary stakeholders to
ensure that the Navy still delivers its services for the betterment
of Filipinos and contribute to regional peace and security.
Future Strategic Capabilities
As a market-driven organization, the Navy must be able to
defend and protect the needs of critical areas in the country’s
broad maritime domain covering space, air, littorals, undersea,
information environments, cyber and geo-political. This will be
achieved by enhancing the Navy’s research and development
capabilities to identify emerging trends and implicit needs of the
maritime domain.
At the same time, the Navy must excel in branding itself, its
programs an services, both within the organization as well as
externally. All endeavours must be geared towards delivering
on its “brand promise” in order to strengthen brand position and
equity.
The Navy must improve at seeking and attracting strategic

partners who are influential and are able to give support for
needed resources. These partners must have the same mission
and are driven by aspirations complementary with the Navy’s.
The Navy must also excel in proactively managing these
partnerships to ensure sustainability and high impact outcomes.
21
Critical Issues
As the Navy transitions from a capacity-driven to a market-
driven organization, the following top five critical issues must
be given due focus:
1. Research demands, needs and priorities
Research and development is an important aspect in
becoming a Market-Driven organization as this will enable
the Navy to understand and foresee the specific demands of
the geographic markets. For the Navy, this must begin with
the establishment of a Research and Development (R&D)
Management System in the PN and the reinvigoration of
alignment between the Navy’s existing R&D Units and Offices.
To identify the specific capability development that the Navy
must have, a comprehensive research must be done to map
the profiles and characteristics of the geographic markets that
the Navy needs to serve and protect.
2. Review of human resource development resilience and
innovations; competency-based training assessment
Aside from the continuous evolution of technology, it is
expected that the future years will be dominated by a tech-savvy,
vibrant and younger population. The development of Navy
Officers, Enlisted Personnel and Civilian Human Resources
remains a crucial endeavour to keep at pace with future
trends as traditional human resource management practices
are slowly becoming obsolete. Generally, the programs and
policies embedded in the Human Capital Program must be
further reviewed to ensure responsiveness to the evolving
profile of personnel. This includes ensuring that the recruitment,
selection and placement process are all competency-based.
An effective retention, promotion, compensation, performance
management and separation system must be institutionalized.
Necessary trainings must be conducted in anticipation of new
acquisitions and sustainment of current capabilities.
22
3. Generation of goodwill and support from stakeholders

for new plans and roles
As the primary stakeholders of the Navy, the satisfaction of
the Unified Commands as well as the awareness and satisfaction
of the general public remain a vital aspect of ensuring effective
and efficient mission accomplishment. Nevertheless, the Navy
must become more deliberate in acquiring the support of its
strategic stakeholders which will significantly create a positive
impact on the Navy’s mission accomplishment.
As a government agency, the importance and crucial role

of the Navy in territorial defense must be communicated to key
personalities in the legislative and executive branches of the
Philippine government to gain their valuable support for the
Navy’s thrusts.
Similarly, there must be an increase in appreciation of the

general public on the Navy’s mandate in protecting the maritime
domain as this will open more opportunities for recruitment and
to promote nationalism in the midst of issues confronting the
maritime nation.
4. Review Acquisition/Procurement law
As a government agency, the Navy is bounded by
provisions under the Procurement Law (RA 9184) in procuring
and acquiring military assets and other capabilities. Although
the Procurement Law is intended to protect and maximize
the Navy’s resources, provisions under the law may not be
applicable for organizations such as the Navy wherein most
items must meet specifications for military use. Furthermore,
public bidding procedures may allow the Navy to acquire for
less but does not necessarily fit the quality needed for military
items. In consideration of the tedious procurement process, the
Navy must foresee possible constraints it will encounter in as
early as the planning phase. While current practices are being
23
improved, the Navy must review specific restrictive provisions

in RA 9184 and propose for specific amendments to recognize
the peculiarities of military organizations.
5. Explore Improved Funding (New Sources other than
Government Appropriations)
The Navy remains dependent on the budget from
government appropriations which are seemingly not enough
to support the acquisition of modern capabilities. Budget
allocation is highly dependent on the priorities of the national
administration which may significantly affect the amount of
resources to be given for the Navy in the succeeding years.
With the future strategic direction of the Navy that is heavy
on capability build up, the Navy must explore other sources
of funds to support its modernization thrusts. This may be in
a form of joint ventures and other forms of partnerships with
key stakeholders to decrease its dependency on its limited
resources.
THE PHILIPPINE NAVY’S VISION FOR 2028
The result of the of the strategic thinking process gave a clearer

and more strategic picture of the Navy’s next waypoint:
“By 2028, we shall be a modern, multi-capable naval force

responsive to our maritime nation’s defense and development.”
The Vision describes what the Navy must embody to remain

relevant and adaptive to a rapidly evolving future operating
environment while effectively accomplishing its mission.
To become modern means possessing the structures,

systems, expertise and capabilities needed to keep at pace with
changing global trends, most especially in the area of territorial
defense and security. The Navy must be able to institutionalize
24
these requirements if it were to transform into a multi-capable

naval force effective in protecting and securing the country’s
broad maritime domain. Instead of concentrating its capability
in one aspect, its future capabilities must encompass the
protection of sea, space, land, geopolitical and cyber. As a
force provider, the Navy must be able to respond accordingly
through the right deployment at the right time. All of the Navy’s
endeavours must be geared towards defending the country’s
maritime interests and territorial integrity. This is to contribute
in ensuring a secured maritime nation where, in absence of
conflict, sustainable development will prosper.
25
CHAPTER
THREE
Strategy
Map
26
The Navy’s strategy map tells the story of how the Navy will
achieve its vision for 2028.
The strategy map contains three strategic themes, namely
Mission Responsiveness, Maritime Security and Maritime
Prosperity. These themes were retained from the 2020 Strategy
Map. The five perspectives, namely Personnel, Organization,
Resources, Capability, and Accomplishment, were also
retained.
The strategic objectives is comprised of a combination of

retained and new objectives to ensure that previous gains are
sustained, and new breakthroughs are achieved.
The arrow pointing upwards emphasizes the Navy’s intent

to capitalize on its personnel as the foundation in achieving its
objectives and satisfying its stakeholders as its ultimate goal.
Figure 2: PN Strategic Sail Plan 2028 Strategy Map
27
STRATEGIC OBJECTIVES
Personnel Perspective
Provide and Sustain Morally Upright and Motivated PN

Personnel
Building a market-driven soldier. One aspect of this is
Navy remains founded on the ensuring that personnel are
performance excellence of driven to remain in service
personnel vital in significantly and perform their tasks
improving the organization. excellently by providing
While the gains in terms of basic yet modern morale
personnel development in and welfare programs. Such
the Sail Plan 2020 must be quality must be accompanied
sustained, the Navy needs by the observance of values,
to achieve a deeper sense of moral and ethical principles
motivation for its personnel that must be embodied by a
in terms of promotion, career public servant to make every
growth, placement and other military career fruitful and
basic needs of an individual meaningful.
Develop and Sustain Highly Competent PN Personnel

The development of effectively accomplishing
and sustainment of the the organization’s mandate.
competence of Navy In addition to what has been
Officers, Enlisted Personnel, institutionalized, the Navy
Reservists and Civilian must give focus on specific
Human Resources are competencies that are aligned
continuous processes within with its future capability
the field of Human Resource developments.
Development. This is an area
which should always be given
premium importance to ensure
that its personnel are capable
28
Organization Perspective
Develop Responsive and Appropriate PN Doctrines
This objective will address Development of doctrines is
the needed alignment imperative for the PN since
in terms of the doctrine these will effectively guide the
requirements of the PN conduct of naval operations
Capability Development Plan and the administration of
and the increasing operational systems in offices and units
roles of the organization. on a daily basis.
Achieve Responsive Naval Reserve Force
In order to attain the vision maintenance and operation
of the Navy, it is necessary to of essential government and
ensure the responsiveness private utilities. This requires
of the Ready Reserve the development of organized
Units (RRUs) which can be capabilities for RRUs to
mobilized any time during enable them to respond to
wartime, emergency and contingencies when called
peacetime including but not for mobilization or auxiliary
limited to HADR and socio- service.
economic activities including
Sustain a Dynamic and Responsive Multi-Capable Naval
Force
Taking into account force structure capable of
previously accomplished responding to evolving trends
reorganization initiatives, in maritime security and to
this objective will ensure that support future capability
the PN remains responsive acquisitions.
to evolving challenges
in the maritime security
environment. The Navy
must embody the right
29
Resources Perspective
Implement Efficient and Effective Financial Management
As a government agency, such limitations, the Navy
the Navy relies heavily on the must explore additional
financial resources allotted resources to support its
by the national government. requirements and needed
Although most of the proposed capabilities while exerting
activities and projects for more effort to increase its
the Navy’s operations and traditional appropriations.
capabilities are budgeted, Aside from this, the Navy
much of the Navy’s crucial has to ensure the optimum
activities and projects remain utilization of available funds in
unfunded due to competing accordance with the existing
government priorities. To accounting and auditing rules
decrease dependency on and regulations.
Capability Perspective
Develop Sea/Area Denial and Control Capability Systems
It is imperative for the rights in Exclusive Economic
Navy to develop relevant Zone, protect maritime
capabilities for sea and area interests, and control Sea
denial, sea control, and Lanes of Communications as
maritime security in order stipulated in the PN Capability
to defend the Philippine’s Plan for Horizons 1 and 2.
territory, assert sovereign
Develop Amphibious Ready and Special Operations-
Capable Capability Systems
As part of the Defensive force deployable within
Force Projection capability 48 hours for contingency
partition of the PN, it is vital operations anywhere within
for the Navy to develop an the Philippines’ maritime
agile amphibious ready and territory and jurisdictions and
special operations-capable in the region.
30
Develop Robust 24/7 ISTAR and Information Warfare

Capability Systems
It is vital for the Navy tactical maritime operating
to develop a robust 24/7 picture. Likewise, to develop
intelligence, surveillance, and reliable information warfare
reconnaissance, and target capability to protect against
acquisition system with joint an adversary’s non-kinetic
and interagency linkages, to means to influence, disrupt,
provide a comprehensive, or neutralize PN decision-
strategic, operational and making systems.
Develop Robust Shore- and Afloat- Based Logistics
System
As part of the Naval develop a robust shore- and
Support and Sustainment afloat- based logistics system
capability partition of the that can support deployed
PN, it is vital for the Navy to naval forces.
Accomplishment Perspective
Optimal Level of Operational Readiness
For the Navy to effectively personnel, equipment and
accomplish its mandate, it facility readiness rating
must ensure that Frontline necessary to carry out their
Units are at their optimal mission.
readiness condition for
Rapid and Effective Deployment and Sustainment of
Multi-capable Naval Forces
All objectives and as force provider. Once all
initiatives under the personnel, requirements are in place, the
organization, resources Navy must be able to deploy
and capability perspectives and sustain Naval Forces
aim to capacitate the Navy in support to the Unified
to accomplish its mission Commands Campaign Plan.
31
Acquire Critical Stakeholder Support

The level by which varying impact is welcomed,
stakeholders can affect the Navy must become more
the organization’s mission deliberate in its endeavour to
accomplishment, and achieve stakeholder support
the realization of its that contributes directly to
developmental roadmap, or the strategic thrusts of the
its new plans and roles, vary. organization.
While stakeholder support of
Highly Satisfied Stakeholders

Maintaining the image Navy to continuously employ
of the Navy is as essential effective means to constantly
as building it. This objective keep its stakeholder aware
emphasizes the need for the and satisfied.
32
CHAPTER
FOUR
FOIC, PN
Balanced
Scorecard
2021 - 2028
33
PERSONNEL PERSPECTIVE
Strategic Objective 1:
Measures:
a. Personnel Strength Rating

Attainment of at least 85% fill up of personnel assigned in
PN frontline units to ensure the key units are equipped and
capacitated to do their mandated tasks. Moreover, this is also
in recognition of the contribution of these units to the overall
accomplishment of the Command.
b. Percentage of personnel who violated the AFP and CSC

Rules and Regulations
This measure aims to maintain and ensure that PN personnel
are professionals. This reflects the Command’s resolve of
reducing, if not eliminating, erring PN personnel who commit
administrative offenses and cases involving moral turpitude.
c. Percentage of FOS/Rating and Plantilla Fill-Up

This measure reflects better efforts to professionalize the
service in the organization by putting the right skill at the right
job.
34
d. Leadership, Morale and Discipline Survey Rating

This measure reveals the resultant perception on the leadership,
morale and discipline conditions within the organization that
influence PN personnel. Proper motivation, discipline and
leadership are considered requisites of excellent performance.
Strategic Initiative:
1) Institutionalize the Human Capital Program
The implementation of the Human Capital Program will be further
institutionalized to ensure due focus is given on the four pillars
of the Human Capital Strategy, namely Selective Personnel
Recruitment, Sound Career Management, Innovative Retention
Program and Beneficent Retirement/Separation System.
Measures:
a. Personnel Training Rating
Personnel Training Rating (PTR) is a component of the
Personnel Readiness Rating (PRR) of the PN OPREVAL Rating
System. The PTR is an aggregate rating of the Professional
Military Education (PME) Rating and the Mission-Essential
Task Training Rating (METTR). The PTR will ensure two things:
1) That the PME requirements of all PN Personnel holding their
respective positions in PN units have been addressed through
the PN Education and Training Units’ conduct of PN career
courses; and, 2) Mission essential task-related and admin
support trainings are being conducted by all PN units to support
the competency enhancement and professional growth of PN
personnel.
35
b. External Course Validation Report Rating

External Validation is conducted by PN Education and Training
Units (ETUs) to supervisors and graduates six months after
the completion of a course in order to validate whether the
conducted courses are effective in enabling its graduates of
performing their desired job profiles.
2) Implement the PN Education and Training System
This strategic initiative focuses on the implementation of the
PN Education and Training System, as contained in the PN
Education and Training System Manual s2019. Such initiative
will directly involve the implementation and enhancement of the
development and management of PN education and training
activities which will greatly contribute to the competency
enhancement of PN Personnel (Officers, Enlisted Personnel,
Reservists and Civilian Human Resources).
ORGANIZATION PERSPECTIVE
Measures:
a. Number of Doctrines Developed in accordance with

PN Capability Development Plan
This measure will monitor the development of doctrines under
the PN Doctrine Development Strategy as well as other
36
essential doctrines that may then be identified in the succeeding

years. This is also in view of the PN’s increasing operational
requirements together with the acquisition of new assets and
equipment under the PN Capability Development Plan.
b. Number of promulgated doctrines reviewed and
revised
The monitoring of this measure will help the PN ensure that its
doctrines are still suitable, feasible and acceptable in relation
to existing strategies and increasing operational needs of the
organization. Doctrines should be reviewed and revised in a
procedural manner “when it reaches its lifespan of four years,
or in an operational manner” when there is a necessity brought
about by revolution in military affairs.
3) Implement the PN Doctrine Development System
The initiative will ensure that a system is in place in managing
the doctrine development and review and revision projects
of the organization which will effectively assist the PN in
conducting different types of naval operations as a support to
the accomplishment of the AFP mission.
Measure:
No. of Ready Reserve Units

This measure pertains to Ready Reserve Units located within
37
the Area of Responsibility (AOR) of the Naval Operating Forces

and their alignment to the Reserve Force Table of Organization.
Furthermore, the PN Reserve Force is expected to possess the
needed skill/capability to be able to augment the requirements
of the Regular Force. Hence, their capacity and capabilities
should be aligned with the mission of the Naval Operating
Forces.
4) Strengthen the Operational Readiness of Ready
Reserve Units
It is the Navy’s goal to maintain an organized and trained PN
Reserve Force which conforms and corresponds to the tactical
units of the PN Regular Force equipped with war fighting and
related capabilities. In order to achieve the required operational
readiness level of the Reserve Force, it is necessary to develop
a Unit Training Program for the reservists and craft necessary
policies to ensure that the Reserve Force can be seamlessly
integrated to the regular units and be capable to address the
peculiar needs of the operational commands.
Measure:
Percentage of initiatives In Accordance With
Reorganization Plan compliant to AADS
The measure will embody the activation of new units and
enhancement of existing units in accordance with the approved
Table of Organization (TO) Series 2020 realigned to the AFP
Force Structure and the Active Archipelagic Defense Strategy.
38
This is to ensure that the Navy remains responsive amidst

evolving challenges in maritime security.
5) Implement Reorganization Plan In Accordance With

the Approved Future Force Structure
This initiative will reflect the specific reorganization activities
of the navy in accordance with the TO Series 2020 along with
their corresponding timelines of implementation. The structure
will follow the concept espoused by the higher headquarters
wherein units are clustered into Combat Forces, Combat
Support Forces, General Support and Sustainment Forces,
and the Reserve Forces.
RESOURCES PERSPECTIVE
39
Measures:
a. Total amount of increase of PN Appropriations; and b.

Total amount of non-appropriated Funds Generated
The effectiveness and efficiency of budget programming
through gathering traditional and non-traditional funds is
reflected on the amount of gap that was filled-in. The PN must
acquire additional financial resources to address the capability
gaps. In order to do, the PN must exert extra effort in identifying
opportunities to increase its yearly appropriations and identify
other sources of funds. Likewise, available financial resources
must be equitably allocated based on Command Priorities.
c. Disbursement Rate
This measure pertains to the actual implementation/
accomplishment of the programmed activities and projects that
can be obtained on the quarterly Program Performance and
Budget Execution Review (PPBER). This proposed measure
manifests that programmed funds were utilized, thus, the
efficient and effective programming and implementation of
activities and projects was achieved.
d. Percentage of Complied Reportorial Requirements

Efficient and effective financial management also requires the
safeguarding of public treasury and property, to accurately
measure and communicate the PN’s financial condition so
as to demonstrate financial accountability, and to facilitate
decision making. The PN should prepare and publish its
budget, maintain complete financial records, provide full
financial disclosure, and subject itself to independent audits.
Sound financial management is reflected in this measure with
the complete submission of mandatory financial reports to
regulatory agencies.
40
e. Percentage of Addressed Audit Findings

The PN must comply with the established systems and
procedures, as well as with the provisions of Government
Accounting Manual (GAM). In considering the efficiency and
effectiveness of implementation of activities and projects, there
must be a sound evaluation and review of the undertaken
procedures and processes. Evidence of efficiency on the
implementation phase can be seen when there are minimal
audit findings or when such findings were addressed properly.
Strategic Initiatives:
6) Generate Additional Funds

This initiative will reflect the Command’s efforts to generate
additional funds to fill-in the identified capability gaps through
the development of required project proposals in consideration
of Tier 2 approved projects, the pursuance of lobbying projects
to lawmakers, memorandum of agreements with other
government agencies, private companies and other foreign
military grants, among others.
7) Ensure Optimum Utilization of Financial Resources

In accordance to the existing government rules, laws
and regulations, the appropriated budget of the Navy
must be translated into logistical, physical and financial
accomplishments. In order to realize these, all activities and
projects must be timely implemented based on the program
as indicated in the Annual Plan and Budget. The Navy must
identify projects that can no longer be implemented and allot the
funds to shovel-ready projects, initiate the early procurement
for projects that will undergo public bidding and speed-up the
logistical activities. It is in this way that the organization shall
incur high disbursement rate and attain expected physical
accomplishments.
41
8) Enhance Financial Management Reporting System

The key to ensuring prompt compliance to reportorial
requirements is to ensure that the financial management
reporting system within the agency is responsive. It should
enable the agency to submit accurate, timely and quality
financial statements. This includes the establishment of
timelines for the preparation and submission of financial reports
allowing concerned offices to have sufficient time to prepare and
analyze data prior submission. Moreover, the implementation
of the accounting software Electronic National Government
Accounting System (E-NGAS) developed by the Commission
on Audit will ensure the accuracy and completeness of financial
statements. The PN will comply with the online submission
of Budget and Financial Accountability Reports through the
Department of Budget Management Unified Reporting System
within 30 days after the end of each quarter.
9) Enhance Audit Management System

This initiative will include the establishment of a monitoring and
reporting system for audit findings of all PN units. Moreover, this
initiative will take into consideration industry standard practices
indicated in the Philippine Government Internal Audit Manual.
CAPABILITY PERSPECTIVE
Measures:
a. Percentage of Sea/Area Denial Capabilities

Developed
This measure will reflect the development of force package
42
requirement for Conventional Deterrence, Swarm Strategy,

and Coastal Defense.
b. Percentage of Maritime Security Capabilities

Acquired
This measure will reflect the capability development of Offshore
Surface Patrol Force, Offshore Air Patrol Force, Special
Operations Force, and Afloat Reserve Force.
10) Implement the PN Capability Development Plan on

Naval Defense and Security
This initiative involves the implementation of the synchronization
timeline of programmed capabilities for Horizons 1, 2 and 3
based on the DOTMLPF Framework to ensure the holistic
approach to capability development for Sea/Area Denial and
Maritime Security.
Measures:
a. Percentage of Landing Force Capabilities Developed

This measure will show the progress on the acquisition of
capabilities that support the development of a deployable
Amphibious Brigade.
b. Percentage of Sealift Force Capabilities Developed

This measure will determine the progress in the development
43
of sealift platforms in support to the capability development of

Amphibious Ready Group.
c. Percentage of Special Operations Capabilities
Acquired
This measure will determine the progress in the Development
of Naval Special Operations-Capable Force and Maritime
Special Operations-Capable Group.
d. Percentage of Logistics Force Capabilities Developed

This measure will reflect the progress in the acquisition of
replenishment and logistics vessel in support to Amphibious
Ready Group.
11) Implement the PN Capability Development Plan on

Defensive Force Projection
This initiative involves the implementation of the synchronization
timeline of programmed capabilities for Horizons 1, 2 and 3
based on the DOTMLPF Framework to ensure the holistic
approach to the development of capabilities under Defensive
Force Projection.
Measures:
a. Percentage of C4ISTAR Capabilities Developed

This measure will determine the number of capabilities acquired
for C4I, Spaced-Based STAR and Ground-Based STAR.
44
b. Percentage of Capabilities Developed for Information

Assurance
This measure will reflect the development in the information
warfare capabilities of the Navy against enemy’s non-kinetic
means to influence, disrupt or neutralize PN decision-making
system.
12) Implement the PN Information Warfare System

Strategy
This initiative involves the implementation of the Information
Warfare System (IWS) roadmap with regards to the
synchronization timeline of programmed capabilities for
Horizons 1, 2, and 3 based on the DOTMLPF Framework for
holistic capability development.
Measure:
a. Percentage of Capabilities Developed for Naval

Support and Sustainment
This measure pertains to the development of a robust short-
and afloat- based logistics system that can support deployed
naval forces.
45
13) Implement the Maintenance and Repair Strategy

This initiative covers the implementation of the programs under
the Maintenance and Repair Strategy to ensure the operational
availability of PN assets to conduct various naval roles and
tasks.
14) Implement the PN Logistics Management Program

This initiative covers the implementation of activities and action
plans to ensure the timely procurement and delivery of OPTAR,
POL and other logistical requirements to PN Units.
15) Implement the PN Basing Strategy

This initiative pertains to the implementation of the PN Strategic
Basing Plan 2040 that aims to develop PN bases, camps,
stations and facility requirements of the PN.
ACCOMPLISHMENT PERSPECTIVE
Measure:
AFPJRRS/OPREVAL Rating of Frontline Units

This measure gauges the readiness of PN Frontline Units in
terms of personnel, equipment and facilities.
16) Improve Operational Readiness Management

Program
The Operational Readiness Management System Program
46
will be monitored and subsequently improved through

the prompt submission of reports by frontline units. The
automated OPREVAL reporting system will be enhanced while
the compliances of HPN Staff to ensure accomplishment of
readiness target will be stringently monitored.
Measures:
a. Availability Rate of Combat Forces

The role of the Navy as force provider necessitates the ability
to deploy and sustain the number of deployable Fleet-Marine
units in support to the Unified Commands. The DSRT Program
shall ensure that the PN shall have ready and deployable
units to support the Unified Commands’ Campaign Plan;
sustainment and repair activities to ensure maximum lifespan
of equipment; and training programs to ensure readiness of
assigned personnel prior deployment.
b. Number of Fleet-Marine Units Deployed

This measure shall determine the ideal minimum forces
allocation per Naval Operating Forces at normal operational
tempo in support to the accomplishment of the Unified
Commands’ mission.
17) Ensure Implementation of DSRT Program
To ensure that the PN will have ready and deployable units to
47
support Unified Commands Campaign Plan; sustainment and

repair activities to prolong maximum lifespan of equipment; and
training programs to ensure readiness of assigned personnel
prior deployment, the Command must program the requirements
of the PN units in accordance with the DSRT multi-year plan.
This will also include the procurement of additional mission
essential equipment and their consequential sustainment and
scheduled repair and maintenance.
18) Implement Minimum Force Posture Deployment

Scheme
The deployment of forces shall be primarily anchored on the
Minimum Force Posture in order to effectively support the
operational requirements of the Unified Commands. This shall
take into consideration the available Fleet-Marine deployable
units in accordance to the DSRT program and the changes and
operational tempo in the operating environment.
Measure:
Number of Formal Partnerships entered into by the PN

In gauging the support of the Navy’s strategic stakeholders,
the number of policies will reflect specific guidance regarding
prioritization, budget and protocols that have an impact
on the Navy’s mission accomplishment and organizational
development.
48
19) Intensify Strategic Stakeholder Engagement

Translating stakeholder awareness and satisfaction to tangible
and non-tangible support is the main response to the critical
issue, “To generate goodwill and support from stakeholders
for new plans and roles”. This requires intensifying strategic
stakeholder engagement. Integral to this is the initiation and
sustainment of engagement with actors that can provide the
PN critical support and contribute to the accomplishment of
other initiatives and action plans under the FOIC, PN BSC.
Measures:
a. Stakeholder Awareness
Stakeholder pertains to all people, groups or organizations at all
levels of engagement, from strategic to tactical, whether directly
engaged by the Navy or merely a beneficiary of the Navy’s
services. Specifically, this measure will gauge the increase
knowledge of stakeholders regarding the Navy organization,
its mandate and mission, including its new roles, its issues and
concerns, and the roles of the stakeholders in supporting the
organization achieve its goals.
b. Stakeholder Satisfaction
This refers to the perception of stakeholders regarding the
services of the Navy. This measure shall take into consideration
the level of satisfaction related to mission areas. As such,
stakeholder satisfaction will not only include trust rating and
49
will not simply rely on information activities. It shall be a

comprehensive measure of how the people perceive the Navy’s
performance with regard to its current and emerging roles.
20) Implement Dynamic Strategic Communications Plan

Integral to generating stakeholder support is ensuring that they
are cognizant of the mandate, accomplishment and challenges
of the organization. Awareness is a requirement for legitimate
stakeholder satisfaction – that is, one cannot be truly satisfied
of an organization’s service if one is not aware of what the
organization is. Consequently, stakeholders will not support
the PN if they are not satisfied with the service the organization
is rendering. This initiative will include the sustainment of PN
Strategic Communication Initiatives and Intensification of PN
Information Support Affairs as major action plans.
50
CHAPTER
FIVE
Strategy
Management
Concept
51
Transformation is a continual process, always seeking to

find more effective and efficient ways to deliver its mandate
and achieve better governance and performance excellence.
From lessons learned from the PN Strategic Sail Plan 2020,
the next waypoint aims to address the gaps identified in terms
of the systems and processes in the PN with regard to strategy
management. Hence, at the start of the Navy’s renewed
commitment to transformation, all of the best practices gathered
from the previous Sail Plan Management System (SPMS) will be
integrated together with new methods of strategy management
to ensure the sustainable and fine-tuned execution of the Sail
Plan 2028.
PUTTING THE STRATEGY INTO MOTION
An integral part of the provide a clearer distinction of
SPMS involves the translation roles and responsibilities of
of the strategy into actionable identified project managers
terms. As such, in between and project teams to
the transition year of Sail ensure accountability for
Plan 2020 and Sail Plan every strategic initiative.
2028, the PN through CNLE The framework will also
will develop an Implementing follow some templates and
Plan (IMPLAN) containing guidelines from the Situation
key activities that will serve Management Framework.
as a guide for all PN units in Further, proficient project
implementing the Sail Plan managers and project teams
2028. shall be put in place to avoid
failures in the overall strategy
As part of the IMPLAN, an execution. Through the
overall Initiative Management presence of the Sail Plan
Framework will be developed Initiative Team, higher degree
to enhance the management of mutual understanding and
of the Strategic Initiatives multidisciplinary cooperation
contained in the FOIC, PN in managing initiative
BSC 2028. The framework will outcomes will be achieved.
52
ALIGNING THE ORGANIZATION

Along with operationalizing to achieve an organization
the Sail Plan 2028 and the responsive to its military
FOIC, PN BSC through its operations, eminent
IMPLAN, it is necessary administrative policies will be
to ensure that the policies rationalized for a systematic
and systems within the management of human
organization are aligned to resource, finance, logistics,
the thrusts of the strategy. base support, and reserve
Likewise, the strategy must force development.
be cascaded and understood
from the top-level down to the Moreover, the link
individual in the frontlines. between strategy and budget
This is a key factor in ensuring will be further improved
the realization of the vision of through incorporating the
the entire organization. key initiatives of the Sail Plan
2028 within the Resource
As the organization Planning Managers Guidance
develops and acquires (RPMG) and the Annual Plan
additional assets to satisfy and Budget Development
the requirements both Guidance (APBDG). Stricter
of naval and maritime monitoring of budget allocation
operations, the Command will be pursued through close
will remain steadfast in coordination with standing
promulgating doctrines committees such as the
responsive to the demands Junior Program and Budget
of the organization and its Advisory Committee (JPBAC),
operational environment, and Senior Program and
as well as supportive to the Budget Advisory Committee
necessities of complementary (SPBAC). The Program
and existing strategies such Performance and Budget
as the Active Archipelagic Execution Review (PPBER)
Defense Strategy, which is will also be intensified to give
the overarching operational due priority to programs,
strategy of the PN. Likewise, activities, and projects that
53
are highly contributory in PN. Similarly, every personnel

achieving the Navy’s vision. will be guided in aligning their
individual BSCs to that of their
For a seamless respective offices and units.
harmonization of the strategy, With such efforts, the general
the Navy will continuously objectives in the FOIC, PN
utilize the BSC as a reference BSC will then be translated
for better strategic planning, into functional programs,
execution, and performance activities and projects, and all
reporting. It is thus necessary personnel will be committed
to update and cascade the in coming up with their goals
FOIC, PN BSC to the second and priorities reflective not
level (Unit) and third level only of the organization’s, but
(Subordinate Units) staff of their own aspirations.
offices and units within the
ENHANCING THE SAIL PLAN MANAGEMENT SYSTEM
Institutionalization of Knowledge Management and

Change Management Plan
As with other Plan (CMP) to all PN
organizations, the PN needs units as reinforcements to
to adapt to constant changes facilitate continuity in strategy
in its operational environment execution. While both are
and even internally, among management systems,
these include the quick turn each has their own definite
over of personnel within purposes.
the PN units and offices. As
such, mechanisms must be The KMP is a systematic
put in place to manage these knowledge-organization
changes. mechanism intended in
creating, storing, assessing,
In 2017, the PN has sharing, and refining
introduced Knowledge knowledge to make it
Management Plan (KMP) available to the right people
and Change Management at the right time. It covers
54
multiple dimensions such a uniform level of acceptance

as strategy, organizational to allow a unified approach to
culture, organizational changes. A CMP helps every
process, management and PN personnel to respond
leadership, technology, and in any alterations to the
politics among others. In the systems and policies, culture,
Navy, the KMP provides the situations, and even with
right tools and structure to other personnel they work
properly acquire and enhance with. With a new strategy at
new knowledge relevant to hand, institutionalizing a CMP
the organization’s strategic lays down the expectations
goals. It also ensures that from every member of the
essential knowledge, data, PN, and what is required from
and information would still them. These expectations
exist even with the rotation of range from the type of
officers in every PN office and leadership, communication
unit. and engagement activities,
training and development –
On the other hand, the which all encompasses the
CMP eases any form of necessary elements when the
transition or change. It equips shift comes in place.
the organization in achieving
Development of a Risk Management Plan
A strategy, no matter how is necessary for the Navy to

perfectly crafted, is bound have a Risk Management
to face inevitable risks and Plan (RMP) to prepare itself
uncertainties. These risks for any possible ripples that
are products of external would interrupt the execution
and internal environmental of its new strategy.
factors, that when not taken
into consideration, could In implementing and
impede the whole strategy monitoring the Sail Plan 2028,
implementation. With this, it having a functional RMP is
55
important as it promotes fact- situations using all available

based decision analysis and information while taking into
proactive management, which account the organization’s
is beneficial in administering strategic direction. Under
the set forth strategic the Framework, the Potential
objectives and initiatives in Problem Analysis is a
the FOIC, PN BSC. As both systematic and visible way
a tolerance and contingency of developing a Plan that
plan, the RMP is an integral is loaded for success by
part of sustaining good preventing critical potential
governance and performance problems. (DPI-Asia, n.d.)
excellence in the organization. Instead of merely identifying
Aside from risk management, risks, the Potential Problem
it also guides the Command Analysis will help strategy
in further improving its managers come up with a
owners’ decision-making modified plan that is designed
skills through providing a tool either to prevent or lessen
that will ease the process of the severity of a particular
identifying opportunities while risk. The Process involves
minimizing losses. six (6) steps determining
key components, namely
In determining the 1) Success Statement, 2)
appropriate framework Plan, 3) High Risk Areas, 4)
for managing risks in Prevention, 5) Protection, and
strategy execution, one of 6) Modified Plan.
the programs of Decision
Processes International (PI) As part of the overall
is Systematic & Creative Initiative Management Plan,
Thinking which features key the process will serve as guide
tools for effectively solving in improving the monitoring
problems and making and implementation of critical
decisions. In comparison to steps of key initiatives in
other frameworks, Systematic the Portfolio. To foresee
& Creative Thinking is a holistic and possibly overcome
framework for managing challenges, the process will
56
help in determining preventive accomplishing key initiatives

and contingent actions which more effectively and efficiently.
will ensure higher success in
CREATING AND CAPACITATING CHAMPIONS OF GENUINE TRANSFORMATION
A successful implementation, will be utilized to generate

communication, and more effective Sail Plan
sustainment of the strategy Champions that will work
are not just the work of one hand-in-hand with Sail Plan
person or one office alone. It Officers in aligning the PN to
requires the dedicated hearts its desired state. Apart from
and minds of each person this, CNLE will continue to
in the organization who will conduct capacity-building
serve as force-multipliers in activities aiming to increase
communicating the Sail Plan the aptitude of various PN
and the transformation journey personnel with regard to
of the PN to people within or Sail Plan Management and
outside the organization. Implementation with the
ultimate goal of creating more
Various training platforms Sail Plan Champions.
COMMUNICATING THE NAVY’S VISION
One of the critical activities, and projects needed
components of a successful by the strategy. Thus, they
strategy implementation is should be able to understand
strategy communication. In and appreciate the strategy
order to be shared with others, to successfully link their day-
the vision and strategy need to to-day operations with the
be communicated effectively strategy. The same could
(Zerfass& Huck, 2007). also be said for stakeholders
According to Kaplan & Norton outside the organization.
(2008), the personnel within
the organization are the ones Ushering into the Navy’s
who improve the processes next waypoint, the Sail Plan
and run the programs, Strategy Communications
57
(STRATCOM) Plan will stakeholders.

also be revalidated to boost
awareness among the internal CNLE, as the PN’s office of
and external stakeholders strategy management, will be
of the PN as well as to the primary office to oversee
increase their knowledge the strategy communication
and understanding of the Sail efforts of the Sail Plan 2028.
Plan 2028, with the ultimate Various innovative means
goal of making more Sail of communication such as
Plan Champions. A situation information drives, social
analysis detailing their current media engagements, exhibits,
level of awareness and lectures, and communication
perception on the Sail Plan materials will be utilized.
will be conducted to serve as CNLE will work closely
basis in developing the Sail with concerned HPN Staff
Plan 2028 STRATCOM Plan. Offices and PN Units in the
Once completed, the Sail Plan development, implementation,
2028 STRATCOM Plan will be and integration of the Sail
cascaded to PN offices and Plan 2028 STRATCOM
units, and localized according Plan on internal and external
to their specific functions and communications-related
the characteristics of their operations of the PN.
INSTITUTIONALIZING REPORTING AND MONITORING MECHANISMS
An integral part of the 2028 a more streamlined

SPMS is the monitoring and and stringent monitoring and
evaluation mechanisms for evaluation process will be
the Sail Plan. This part of the implemented. This is to ensure
strategy management process that feedback regarding the
is consistently identified as implementation of the strategy
an area for improvement for are received and issues are
the organization and its units immediately addressed for a
during the execution of the more effective and efficient
Sail Plan 2020. As such, for strategy execution.
the execution of the Sail Plan
58
Enterprise Level (HPN) implementation of specific

Monitoring and Evaluation projects which includes
their timelines and budget.
At the enterprise level, After the operational review,
CNLE will continue to be CNLE as the OSM of the
the primary monitoring and PN will process the points of
reporting body regarding discussion and render reports
the status of the FOIC, PN in preparation for the strategy
BSC. However, it must be review. During the balanced
emphasized that the data scorecard update meeting,
gathering and analyses will the focus of the discussion will
be provided by the FOIC, PN be the issues that emerged
BSC Owners in coordination from the first operational
with their support staff and review. The balanced
units. Thus, the FOIC, PN scorecard update meeting will
BSC Owners must initiate the be conducted with the FOIC,
conduct of monthly meetings PN and the Command Team
and render monthly reports and will be a decision-making
regarding the status of its avenue where actions plans
initiatives and action plans. will be determined to resolve
Afterwards, a quarterly the issues. To improve
operational review meeting the conduct of balanced
will be conducted with the scorecard update meeting,
Chief of Naval Staff a month tools from the Systematic &
before the quarterly balanced Creative Thinking Process
scorecard update meeting in framework will be adopted
order to identify issues and particularly the templates
recommend possible courses and guidelines for Problem
of actions to solve potential Analysis and Decision
problems. The operational Analysis. In addressing
review will discuss the details issues in the implementation
of the strategy, beginning with of initiatives, guidelines
the overall assessment of under Problem Analysis will
the status of the objectives, help in understanding the
up to the progress on the issue through a systematic
59
process that is more objective Automation of Monitoring

and will serve as guide in and Evaluation
generating corrective actions.
Meanwhile, guidelines under To enhance the monitoring
Decision Analysis will help in and evaluation capacities
determining the best course of the PN, it is necessary to
of action in making crucial automate and use technology
decisions. to make the reporting process
more effective and efficient.
Second Level (Unit and This could take the form of
Sub-Unit) Monitoring and an internally developed or an
Evaluation outsourced strategy reporting
software. From the lessons
For PN Units and learned from the previous
Offices at the second level, Electronic Performance
consistent monitoring and and Governance Reporting
evaluation mechanisms must System, the automation of the
also take place in order to BSC and the POI will take into
keep the strategy updated. consideration the accessibility,
Units and offices should ease of use, and as well as
conduct monthly initiative information security of the
update meetings with a development of a strategy
corresponding initiative report reporting software. Moreover,
submitted to the Headquarters to ensure that the software
Philippine Navy. Likewise, is maximized the use of the
there must also be a quarterly automated reporting software
strategy review for the Unit through the incorporation
Balanced Scorecard and of its use in the IMPLAN for
an annual Strategy Review the Sail Plan and the regular
with corresponding reports. follow-up for the monthly and
The same mechanisms may quarterly Sail Plan Reports.
be done in the third and
succeeding levels of the
strategy.
60
Bibliography
Decision Processes International Asia. Strategic Thinking
Process. https://www.dpi-asia.com/strategic-thinking-process.
Kaplan, R. S., & Norton, D. P. (2008). The Execution Premium:

linking Strategy to Operations for Competitive Advantage.
Boston, Massachusetts: Harvard Business School Publishing
Corporation.
National Mapping and Resource Information Authority. (2016).

Philippine Islands Measurements Project. Taguig City: National
Mapping and Resource Information Authority.
Philippine Navy. (2016). PN Strategic Sail Plan Book 1 2nd

Edition. Manila: Philippine Navy.
Philippine Navy. (2013). PNM1 Philippine Navy Basic Doctrine.

Manila: Philippine Navy.
Zerfass, A., & Huck, S. (2007). Innovation, Communication, and

Leadership: New Developments in Strategic Communciation
Vol. 1 No. 2. International Journal of Strategic Communication,
107-122.
61
ANNEX A
FOIC, PN Balanced Scorecard 2020
and other Key Performance Indicators
ANNEX A
FOIC, PN Balanced Scorecard 2020 and other
Key Performance Indicators
64
Other Key Performance Indicators
65
66
ANNEX B
FOIC, PN Balanced Scorecard
2021-2028
ANNEX B
FOIC, PN Balanced Scorecard 2021-2028
68
69
ANNEX C
Sail Plan 2028 Logo
ANNEX C
Sail Plan 2028 Logo
72
EDITORIAL BOARD
VADM ROBERT A EMPEDRAD AFP
Flag Officer In Command, Philippine Navy
MGEN DANTE M HIDALGO AFP

Vice Commander, Philippine Navy
RADM REY T DELA CRUZ AFP

Chief of Naval Staff
COL ARTURO G ROJAS PN(M)(GSC)

CAPT CARLO V LAGASCA PN(GSC)
Director, Center for Naval Leadership and Excellence
Editors-in-Chief
CDR LAURENCE M CALIMAG PN

LCDR LOU BRIAN V NAÑO PN
LT ILDEFONSO T LOPEZ JR PN
Editorial Assistants
Pauline F Bacay Civ HR

Renz Luigi M Dahilig Civ HR
Caryl Louise Anne Billones
Hannah Joy D Alcomendas Civ HR
Christine Joy B Desolong
Researchers/Writers
PO2 Edward P Ursua PN

PO3 Macrombel C Barit PN
SN1 Jingle P Tejume PN
SN2 Ranielle Kim F Danzil PN
Technical Assistants
73
Steffi Allison A. Villa

Proofreader/Copy Editor
Jam Scott G. Manalo

Hannah Joy D Alcomendas Civ HR
Layout Artists
Photos courtesy of the Naval Public Affairs Office
74
LIST OF CONTRIBUTORS
Sail Plan 2028 Core Team Members
75
76
77
78
79
Sail Plan 2028 Technical Working Group Members
80
81
82
83

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PHILIPPINE NAVY STRATEGIC SAIL PLAN 2028 BOOK 1

recommendation for changes

From: Originating Unit

Subj: Recommendation for Changes

1. The following recommendation is submitted for the

First and foremost, our sincerest thanks to the previous

This book would not have been possible without the

Likewise, we are thankful for the support and contributions

To Mr. Ho SunYee, Managing Partner, Decision Processes

We are especially grateful to the former and current Directors

With a clear case for change, the Philippine Navy (PN)

As with any voyage, the past twelve years of implementing

milestones that made us get closer to our vision of becoming

We will continue what we have started with greater passion

A NAVY THAT OUR MARITIME NATION NEEDS

systems and processes changing environment through

Although the Navy is at Similarly, the Navy must

PLOTTING THE NAVY’S NEXT WAYPOINT

With the breakthroughs and lessons learned from the

milestone by plotting its - Philippines, to define the

objectives, measures and Chapter 5 discusses the

Chapter 1 features the

HISTORY OF THE SAIL PLAN

helped the Philippine - the first of the four stages of

Laying the Groundwork Plan in the PN Resource

aligned with the Armed measures to address

serves as the “ways,” dictating After successfully

surpassed its target having embarked on its journey

One of the milestones innovative opportunities for

namely, “Selective Personnel multi-layer transactions for

Aside from personnel- also served as a roadmap

allowing the Command certification. Later on, the

The PN has strengthened the PN to several international

Finally, to echo these promote public awareness,

2020 AND BEYOND

Based on the achievement of initiatives and as reflected

With the support of its leaders, personnel, partners and every

Based on the results of the 2017 and 2018 Workshops

These served as basis in identifying the Navy’s future driving

STRATEGIC THINKING FRAMEWORK

In developing the Sail more leverage to remain

Processes International (PI) strategic profile that will set

Figure 1: The DPI Strategic Thinking Process

This was the process adopted by the Navy during the

The Navy’s mandate requires intensive military equipment,

Current Sandbox centralized on the territorial defense, security

Based on the assessment made on the Navy’s current

The following are the salient points upon assessment of the

• Latent Strengths: The Navy’s latent strength includes

• Relative Strengths: Marine operations were considered as

• Unique Strengths: In comparison with navy counterparts,

resilience of personnel in spite of the limitations and challenges

• It was concluded that most of the Navy’s successful programs

• Newly acquired platforms faced inadequacy of support

Future Operating Environment

• The continuous globalization of the country may lead to

• Political changes such as in the national administration

• Social trends foresee weakening of national identity, changes

• The profitability of local and international shipping industries

Sea Lanes of Communication (SLOCs) will also require

• The conduct of naval operations must be responsive to the

• With the ASEAN Integration, the Navy will be an integral part

Being Capacity-driven in a future full of rapid pace evolution