ARMY TRANSFORMATION ROADMAP 2028 - Philippine Army

Office of the Asst Chief of Staff for Plans, 

G5, Philippine Army, 

Fort Andres Bonifacio, Metro Manila 

Phone Number: 845.9555 (loc. 6505) 

Fax Number: 812.2935 

E-mail Address: og5@army.mil.ph 

Facebook: www.facebook.com/atr2028 

Twitter: www.twitter.com/ATR_2028 

Blog: atr2028.wordpress.com 

HEADQUARTERS 

PHILIPPINE ARMY 

Fort Andres Bonifacio, Metro Manila 

ARMY TRANSFORMATION 

ROADMAP 2028 

(PHILIPPINE ARMY’S 18-YEAR STRATEGIC PLAN) 

A Journey Towards Good Governance 

and Performance Excellence

NOTES

INSIDE THIS KIT 

Synopsis 2 – 3 

Case for Change 4 – 5 

Defining the Strategic Direction: 

The Army Governance Charter 6 – 8 

Outlining the Strategy: 

The Army Strategy Map 9 – 12 

Ensuring Strategy Implementation: 

The CGPA Performance Governance 

Scorecard 13 – 22 

Concrete Steps Undertaken 23 – 24 

Early Gains 25 

Challenges Encountered 26 

Ways Ahead 27 – 28 

Frequently Asked Questions 29 – 39

SyNopSIS SyNopSIS 

The Armed Forces of the Philippines has always been 

in the midst of challenges and controversies that 

threaten its stability. Failure to address these may eventually 

cause the military institution to crumble from within. 

With the understanding that the solution to these challenges 

and controversies is reform, the Philippine Army 

formulated the Army Transformation Roadmap (ATR). 

The ATR is a 

transformation 

program anchored 

on the 

P e r f o r m a n c e 

G o v e r n a n c e 

System (PGS). 

It highlights the 

PA’s commitment 

to pursue 

a genuine transformationprogram 

founded on good governance and performance 

excellence. It emphasizes a comprehensive approach in 

pursuing reforms and covers all facets of the organization: 

from personnel, to resource management, to internal 

processes and systems, and to mission accomplishments 

and outcomes. 

The primary purpose of the ATR is to transform the 

PA into a more credible, dynamic, responsive, capable, 

and professional Army committed to its mandate of serving 

the people and securing the land. It further aims to 

promote good governance and performance excellence; 

to institutionalize the various reform efforts being undertaken 

by the organization to successfully optimize their 

impact; and to provide a solid, rational, and long-term 

basis for the programs, projects, and thrusts of the PA. 

In essence, the ATR promotes an Army that focuses on 

the institution rather than the personalities; thinks about 

long-term strategies rather than short-term tactics; and 

addresses in a balance manner interconnected priorities 

rather than single issues. 

The ATR is composed of three key components. First, 

the Army Governance Charter which defines the strategic 

direction of the PA for the next eighteen years. Second, 

the Army Strategy Map which outlines the strategy and 

goals that must be attained in order to realize the vision. 

And third, the CGPA Performance Governance Scorecard 

which translates broad objectives into measurable items 

and actionable details to help facilitate strategy execution, 

monitoring, and evaluation. 

2 3

CaSE for CHaNgE CaSE for CHaNgE 

The PA, being one of the three major service commands 

of the AFP, believes there is a need for change. The 

compelling reasons that justify the need to transform are 

as follows: 

• For years, the military institution is plagued with controversies 

such as allegations of corruption, military 

adventurism, human rights abuses, and revolvingdoor 

policy affecting the top leadership. Doubts have 

also lingered as to the competence and professionalism 

of the soldiers. These issues are deemed by 

many to be the unraveling of systemic problems that 

long beset the organization. And these have created 

imprints of doubts to the Filipino people of the integrity 

of the men in uniform. Hence, the PA needs to 

have a sustainable solution to these problems. 

• The PA needs to address the 3-S of good governance 

which involves thinking beyond self, short-term, and 

single issues. It must focus on the institution rather 

than the personalities. 

It must 

consider longterm 

strategies 

rather than shortterm 

tactics. And 

it must address 

comprehensively 

interconnected issues 

rather than 

single problems. 

• The PA needs to enhance its critical processes and 

systems. For instance, the Army must have a longterm 

and strategic approach to capability development 

that will address the various operational and 

organizational issues hounding it. 

• The PA needs to pursue and support the current defense 

reform programs especially the Philippine Defense 

Reform Program, the Defense System of Management, 

the AFP Modernization Program, and the 

AFP Capability Upgrade Program. 

In essence, the PA believes a change program is 

needed that will promote good governance and performance 

excellence. And this transformation program is the 

ATR. 

4 5

DEfININg THE STraTEgIC DIrECTIoN DEfININg THE STraTEgIC DIrECTIoN 

First Key Component: Army Governance Charter 

The Army Governance Charter is the articulation of the 

concepts, ideas, and principles defining the character 

and the purpose of the PA. Furthermore, it sets the strategic 

direction that the organization wants to pursue. The 

Army Governance Charter is composed of two major elements, 

namely: the Core Ideology and the Vision. 

Core Ideology 

The Core Ideology defines the enduring character of 

the PA. It provides a bonding glue that holds the organization 

as it grows and moves forward. The Core Ideology 

expresses the fundamental ideals and principles the 

PA believes in, holds on most to, lives by, and stands for 

through the core values and highlights the organization’s 

reason for being through the mandated mission and the 

core purpose. 

Under the ATR, the PA revised and simplified the core 

values into three most essential, enduring, and elemental 

set of values that truly represent the organization, namely: 

1. Honor, which is attributed to self-worth, personal 

dignity, integrity, and discipline; 

2. Patriotism, which resonates as love of country 

and manifests as loyalty, courage, and allegiance 

to the constitution; and 

3. Duty, which is expressed through professionalism, 

excellence, resourcefulness, dynamism, 

dedication, and commitment to sworn duty. 

These fundamental ideals resound to a strong sense 

of commitment to the military institution which is acknowl- 

6 7

DEfININg THE STraTEgIC DIrECTIoN ouTlININg THE STraTEgy 

edged through the mandated mission: “to organize, train, 

equip, deploy, and sustain ground forces in support of the 

AFP mission”, likewise, of dedication to the country which 

is expressed through the core purpose: “serving the people, 

securing the land”. The articulated core purpose goes 

beyond the legal mandate and digs deeper into the real 

reason for the Army’s existence. It provides focus to what 

the organization must always aspire to do – the PA exists 

to serve the people and it does so principally by securing 

the land. 

Vision 

On such foundation, the PA sets forth a vision that it is 

committed to realize: to become “a world-class Army that 

is a source of national pride” by 2028. 

As the organization ascends towards the envisioned 

future, it has set up four base camps along the way that 

must be achieved to get closer to the vision. In 2010, it 

pursued the transformation program. By 2013, it intends 

to become a disciplined and motivated Army capable of 

addressing all internal security threats. By 2016, it expects 

to become a well-equipped Army that has established 

a respectable image in Southeast Asia. By 2022, 

it anticipates to become a modern and respected Army in 

Asia. And finally by 2028, the PA will realize the vision. 

Second Key Component: Army Strategy Map 

The Army Strategy Map visually captures the strategy 

for the envisioned future of the PA. It identifies the 

critical factors – perspectives, questions, and themes – 

that must be addressed. Conceptually, it illustrates the 

cause-and-effect relationship of the strategic objectives 

and describes the story on how the organization will be 

able to realize the vision. 

8 9

ouTlININg THE STraTEgy 

The strategic objectives are organized into five strategic 

perspectives: stakeholder support, finance and logistics, 

human resource, internal processes, and constituency. 

In addition, these strategic objectives are further 

guided by the three strategic themes: good governance, 

operational excellence, and organizational excellence. 

The following table shows the thirteen strategic objectives 

with their corresponding perspectives outlined in the 

ATR: 

Strategic 

Perspectives 

Stakeholder 

Support 

Finance and 

Logistics 

Human 

Resource 

Strategic Objectives 

1. Develop and communicate a brand 

image consistent with the Army’s Core 

Values 

2. Engage and partner with key 

stakeholders 

3. Institutionalize good governance 

4. Adopt best practices in resource 

management 

5. Recruit and retain the best and the 

brightest 

6. Continuously build and develop the 

character and the competence of our 

personnel 

7. Motivate our personnel through 

efficient and effective management 

Internal 

Processes 

Constituency 

ouTlININg THE STraTEgy 

8. Adopt and institutionalize best 

practices in management, operations, 

and support systems 

9. Build and modernize missionessential 

capabilities 

10. Excel in ground operations 

11. Actively support nation-building 

12. Responsive to the needs of the 

AFP 

13. Professional Army loved by the 

people 

The strategic objectives are laid out in a way that 

immediately shows their close interconnections. For example, 

the two strategic objectives under the stakeholder 

support perspective are shown at the bottom (refer to the 

Philippine Army Transformation Roadmap 2028 on page 

9) with immediate connection to the two strategic objectives 

under the finance and logistics perspective. In this 

way, the PA wishes to point out that developing and communicating 

a brand image consistent with the Army’s core 

values and engaging and partnering with key stakeholders 

would facilitate institutionalizing good governance and 

adopting best practices in resource management for the 

purpose of generating sufficient financial and logistical resources. 

10 11

ouTlININg THE STraTEgy ENSurINg STraTEgy ImplEmENTaTIoN 

Moreover, success in pursuing all the strategic objectives 

under the first four perspectives would bring about 

success relative to the remaining strategic objectives under 

the topmost perspective which is constituency. It is 

by actively pursuing the eleven strategic objectives under 

the four preceding perspectives that the organization can 

look towards succeeding in being responsive to the needs 

of the AFP and in becoming a professional Army loved by 

the people. 

This is what the Army Strategy Map does. It clearly 

demonstrates that by focusing on the eleven strategic objectives 

and by vigorously pursuing them, the PA can best 

serve the AFP and the entire nation. In the process, the 

organization would end up becoming a professional Army 

loved by the people. The final strategic objective may at 

first look too ideal to be within grasp even by 2028, but the 

Army Strategy Map gives some assurance that difficult as 

the road ahead may be, still it is not impossible to travel 

on it and to eventually reach the final goal. And since the 

different strategic objectives, by their connection, present 

many opportunities for a domino effect: succeed in one 

or few strategic objectives and success in other strategic 

objectives would be much easier to achieve. 

Third Key Component: CGPA Performance 

Governance Scorecard 

The CGPA Performance Governance Scorecard is a 

performance measurement mechanism. It is composed 

of the following: the performance measures which 

assess and track the success of the PA in attaining the 

strategic objectives; the performance targets which outline 

the level of performance and the rate of improvement 

needed by the organization; and the strategic initiatives 

which are key programs and projects that must be implemented 

to attain the strategic objectives and to realize the 

vision. 

Performance Measures and Targets 

The following twenty one measures and their respective 

targets are used to monitor and evaluate the success 

of the PA in achieving the goals underscored in the ATR: 

1. Net Trust Rating - This measures the level of perceived 

trust the general public has on the PA. It 

indicates whether the organization is able to live 

up to its core values, hence, is able to get the trust 

of the general public. 

2. Growth Rate of Formalized Partnerships with Key 

Stakeholders - This assesses the success of the 

PA in institutionalizing its engagements with external 

stakeholders. 

12 13

ENSurINg STraTEgy ImplEmENTaTIoN 

3. Growth Rate of Completed Projects with Key 

Stakeholders - This evaluates the success of 

Army projects undertaken with external stakeholders. 

It is expected that engagements with 

these stakeholders will result to productive undertakings 

which shall benefit the PA. 

4. Growth Rate of Resources Generated through 

Partnerships with Key Stakeholders - This assesses 

the success of the PA in actively engaging 

with external stakeholders through the monetary 

and non-monetary support they are giving. 

5. Number of COA Adverse Findings - This reflects 

the success of the PA in encouraging good governance 

practices and in following accounting and 

auditing requirements. 

6. Absorptive Capacity - This pertains to the ability 

of the PA to timely obligate and utilize the programmed 

funds and to use the available resources 

effectively and efficiently. 

7. Percentage of Supported Activities Out of the 

General Appropriations Act - This looks at the 

ability of the PA to financially support its activities 

out of the Army Budget. 

8. Logistics Performance Index - This pertains to the 

ability of the PA to immediately respond to the logistical 

needs of its offices and units. 


Strategic 

Objectives 

SO3: 

Institutionalize 

good governance 

SO4: Adopt best 

practices in 

resource 

management 

CGPA Performance Governance Scorecard 

Perspective:�Stakeholder�Support 

Strategic Objectives Measures 

SO1:Develop and 

communicate a brand 

image consistent with 

the Army’s core 

values 

SO2: Engage and 

partner with key 

stakeholders 

CGPA Performance Generated through Governance Scorecard 

Perspective:�Finance�and�Logistics 

14 15 

Measures 

Number of COA 

Adverse Findings 

Base Data Targets 

2010 2011 2013 2016 2022 2028 

28 

(CY2009) 

24 20 16 10 6 

Absorptive Capacity 98.35% 98.44% 98.50% 98.59% 98.80% 99% 

Percent of Supported 

PA Activities out of 

the General 

Appropriations Act 

Logistics 

Performance Index 


2010 2011 2013 2016 2022 2028 

Net Trust Rating N / A 10% 20% 35% 60% 80% 

Growth Rate of Formalized 

Partnerships with Key 

Stakeholders 

Growth Rate of Completed 

Projects with Key 

Stakeholders 

Growth Rate of Resources 

Partnerships with Key 

Stakeholders 

58 

19 

10% 

(64) 

10% 

(21) 

25% 

(73) 

25% 

(24) 

50% 

(87) 

50% 

(29) 

200% 

(174) 

200% 

(57) 

300% 

(232) 

300% 

(76) 

P222M 10% 25% 50% 200% 300% 

N / A 70% 76% 85% 98% 99% 

N / A 2.6 2.8 3 3.2 3.5


9. Quality Recruit Index - This reflects the general 

quality of those entering the PA. 

10. Attrition Rate of Competent Personnel - This 

monitors the rate of loss of personnel due to voluntary 

separation through resignation, optional 

retirement, and / or honorable discharge prior to 

ETE. 

11. Individual Training Readiness - This measures 

the level of preparedness of an individual vis-àvis 

the required competencies of his current position. 

12. Percentage Reduction of Disciplinary Cases from 

Base Data - This reflects the overall state of discipline 

in the PA. 

13. Personnel Satisfaction Index - This monitors the 

level of perceived satisfaction of personnel with 

regard to compensations, placements, promotions, 

non-monetary benefits, awards and recognitions, 

and schoolings and trainings. 

14. Doctrine Development Throughput Time - This reflects 

the total amount of time spent in developing 

a doctrine from its conceptualization to its promulgation 

. 

15. Number / Percentage of Battalions which completed 

the Battalion of Excellence Program - This 

reflects the success of the PA Capability Development 

Program. The BOE Program builds and 



SO5: Recruit and retain 

the best and the 

brightest 

SO6: Continuously 

build and develop the 

character and the 

competence of our 

personnel 

SO7: Motivate our 

personnel through 

efficient and effective 

management 


SO8: Adopt and 

institutionalize best 

practices in management, 

operations, and support 

systems 

SO9: Build and 

modernize missionessential 

capabilities 


Perspective:�Human�Resource 

Perspective:�Internal�Processes 

Doctrine 

Development 

Throughput Time 

Number / 

Percentage of PA 

Battalions which 

completed the 

Battalions of 

Excellence Program 


2010 2011 2013 2016 2022 2028 

Quality Recruit Index N / A 76% 80% 85% 90% 95% 

Attrition Rate of 

Competent Personnel 

Individual Training 

Readiness 

Percent Reduction of 

Disciplinary Cases 

from Base Data 


Personnel Satisfaction 

Index 

2.40% 2.20% 1.80% 1.50% 1.25% 1.00% 


2010 2011 2013 2016 2022 2028 

16 17 

R2 (76%) 

1,785 

3,248 

Days 

(8.9 yrs) 

R2 

(78%) 

27% 

(1,303) 

2,555 

Days 

(7yrs) 

R2 

(82%) 

35% 

(1,160) 

1,825 

Days 

(5yrs) 

R1 

(86%) 

50% 

(892) 

1,460 

Days 

(4yrs) 

R1 

(92%) 

70% 

(535) 

730 

Days 

(2yrs) 

R1 

(98%) 

90% 

(178) 

N / A 2.6 3 3.5 4 4.5 

365 

Days 

(1yr) 

0 2 6 12 80% 100%


modernizes the mission-essential capabilities of 

Army Battalions. 

16. Operational Readiness of Combat and Combat 

Support Units - This evaluates the operational capability 

of the PA’s combat and combat support 

units in successfully pursuing their missions. 

17. Operational Readiness of Engineers - This assesses 

the operational capability of the PA’s engineers 

in successfully pursuing their missions 

relative to national development. 

18. Personnel and Training Readiness of Ready Reserve 

Units - This evaluates the capability of the 

PA’s ready reserve units in complementing the 

activities of the regular troops relative to peacebuilding 

and nation-building. 

19. Overall Operational Readiness - This measures 

the level of preparedness of the PA to respond 

to the needs of the AFP. The AFP needs ground 

troops which are capable and responsive to its 

needs and are operationally ready to perform its 

missions. 

20. Performance Evaluation Rating - This reflects the 

effectiveness and efficiency of the PA in the performance 

of its mandated mission. 

21. Net Satisfaction Rating: This monitors the level of 

perceived satisfaction the general public has on 

the PA relative to its mandate. 


Strategic 

Objectives 

SO10: Excel in 

ground 

operations 

SO11: Actively 

support nationbuilding 

Strategic 

Objectives 

SO12: 

Responsive to the 

needs of the AFP 

SO13: 

Professional 

Army loved by the 

people 


Perspective:�Internal�Processes 

18 19 

Measures 

Operational 

Readiness of Combat 

and Combat Support 

Units 


Operational Readiness 

of Engineers 

Personnel and 

Training Readiness of 

Ready Reserve Units 

Perspective:�Constituency 

Measures 

Overall Operational 

Readiness of the PA 

Performance 

Evaluation Rating 

Net Satisfaction 

Rating 


2010 2011 2013 2016 2022 2028 

R3 

(72% ) 

R3 

(67% ) 

N / A 


2010 2011 2013 2016 2022 2028 

R3 

(68%) 

R3 

(74% ) 

R3 

(70% ) 

R3 

(68% ) 

R3 

(70%) 

R2 

(78% ) 

R2 

(76% ) 

R2 

(75% ) 

R2 

(75%) 

R1 

(85% ) 

R1 

(85% ) 

R1 

(85% ) 

R1 

(85%) 

R1 

(90% ) 

R1 

(90% ) 

R1 

(90% ) 

R1 

(90%) 

R1 

(95%) 

R1 

(95%) 

R1 

(95%) 

R1 

(95% ) 

N / A 78% 81% 86% 91% 96% 

N / A 10% 20% 35% 60% 80%


Strategic Initiatives 

In order to ensure that the 2028 Vision is realized, 

the PA identified the following fifteen strategic initiatives 

as the priority programs to be implemented for the next 

medium-term (2011 - 2016) 

1. Army Capability Development Program: Aims to 

develop and institutionalize a capability planning 

system that will address the capability development 

needs of the PA. Also, this aims to improve 

the force structure of the organization. 

2. Enhancement of the Army Logistics System: Intends 

to develop an effective, efficient, responsive, 

and timely logistics support system. Also, 

this intends to improve not only the logistics process 

but also the logistics structure. 

3. Institutionalization of the Army Resource Management 

System: Seeks to establish an effective 

resource management system that will not only 

promote efficient planning, programming, and 

budget execution system but will also promote 

accountability and transparency. Furthermore, 

this seeks to find ways and means of generating 

additional funds, over and above GAA, in order to 

support the implementation of the projects needed 

to realize the 2028 Vision. 


4. Enhancement of the Doctrine Development System: 

Aims to improve the PA capability in developing 

the needed doctrines that will support the 

operational requirements of the organization. 

5. Enhancement of the PA Education and Training 

Management System: Intends to establish a responsive 

education and training system capable 

of building and developing the competence of 

Army personnel and units comparable to Southeast 

Asian Armies. 

6. Battalion of Excellence Program: Seeks to improve 

the operational capability of Infantry and 

SOCOM Battalions which are the PA’s cutting 

edge units in internal security operations. 

7. Enhancement of the Army Inspector General 

System: Aims to improve the way the PA monitors 

and evaluates the readiness and performance of 

its operating units. 

8. Army Character Development Program: Intends 

to enhance the state of discipline in the PA. 

9. Enhancement of the Army International Defense 

and Security Engagement Program: Seeks to 

have purposive engagements with the PA’s foreign 

allies and partners, to optimize the benefits 

from these engagements, and to develop a medium-term 

IDSE Program. 

20 21


10. ATR Stakeholders Engagement Program: Aims to 

promote the ATR in order to generate and sustain 

support from both the internal and the external 

target audience. Ancillary initiative includes the 

measurement of the Army’s level of performance 

in civil-military operations, likewise, level of contribution 

to nation-building. 

11. Army Intelligence Capability Development Program: 

Intends to develop and enhance the intelligence capability 

of the PA in order to effectively respond to the 

operational needs of the organization. 

12. Enhancement of the PA Health Service Support 

System: Seeks to develop a responsive health 

service support system that will uplift the morale 

of personnel especially those in the field. 

13. Network Infrastructure Development Program: 

Aims to improve the information systems infrastructure 

in order to enhance the various management 

and operations processes and systems 

of the PA. 

14. Enhancement of the Reserve Force Development 

Program: Intends to institutionalize a comprehensive 

Reserve Force build-up in line with the ATR. 

15. Expansion of the Army Housing Program: Seeks 

to uplift the morale and welfare of personnel by 

expanding the PA’s on-base and off-base housing 

program. 

CoNCrETE STEpS uNDErTaKEN 

The PA has done the following activities in adopting the 

PGS and in implementing the ATR: 

1. Organized the ATR Technical Working Group 

comprising of representatives from the key staff 

of the CGPA. 

2. Built the organizational capacity of the Plans Division 

by creating the Strategy Management Branch 

and by increasing the number of personnel (both 

Officers and Civilian Employees) who will focus 

on the ATR implementation. 

3. Participated in the Institute for Solidarity in Asia’s 

Performance Governance System boot camps 

and Public Governance fora. 

4. Conducted various seminars and workshops in 

strategy development, strategy implementation, 

performance measurement, and project management 

involving the members of the ATR Technical 

Working Group and the personnel of the HPA 

Staff. 

5. Carried out ATR advocacy and information campaigns 

to both the internal and the external stakeholders 

of the PA. 

6. Participated in important HPA-sponsored fora 

such as the Battalion Commanders Symposia, 

the Company Commanders Symposia, and the 

Senior NCO Leaders Symposia. 

22 23

CoNCrETE STEpS uNDErTaKEN 

7. Took part in the crafting of the PA Support Plan to 

the AFP Internal Peace and Security Plan, the formulation 

of the PA Annual Operating Program, and 

the development of the PA Operating Budget. 

8. Developed the project management plans of 

the ATR strategic initiatives and allocated PhP 

84,218,508 to fund the ATR quick-win projects for 

2011. 

9. Conducted a series of cascading workshops for 

the key staff of the CGPA to align their respective 

functions and goals to those underscored in the 

ATR and to develop second-level scorecards and 

initiatives. 

10. Formulated an organizational concept on the PA 

Multi-Sector Advisory Board which was approved 

by the CGPA. 

11. Invited, communicated, and met with the members 

of the PA Multi-Sector Advisory Board. 

12. Conducted a consultative planning session on Office 

of Strategy Management. 

13. Continued the various reform efforts started by 

the PDR and the DSOM. Placed emphasis on resource 

management reforms through a strategydriven 

planning, programming, and budgeting 

system; enhanced the financial and fiscal management 

systems; strengthened the internal control 

systems; and pursued the Battalion of Excellence 

Program. 

Early gaINS 

Pursuing the adoption 

of the PGS 

and the implementation 

of the ATR has 

been a huge and 

demanding task for 

the PA. The ATR, 

however, has gained 

the commitment and 

support of the Army 

leadership and the majority of its internal stakeholders. 

In effect, the organization has gained enough momentum 

to pursue the goals of the ATR. Specifically, it is able to 

publish policy directives to guide the ATR implementation; 

hasten coordination among HPA Staff on the ATR implementation; 

and develop the competencies of the personnel 

involved in the ATR implementation. 

The ATR has also enabled the alignment of the current 

operational priorities with the medium-term capability 

development priorities and the long-term strategic direction 

of the PA. Further, it has facilitated the execution 

and institutionalization of defense reform initiatives such 

as the DSOM and the PDR. And it has made possible 

the development of both a program and a budget supporting 

the transformation initiative and focusing on the 

implementation of the identified strategic priorities. 

24 25

CHallENgES ENCouNTErED 

The PA has encountered the following challenges in the 

course of adopting the PGS and of implementing the 

ATR: 

1. Lack of organizational capacity to implement the 

ATR. This is because the PGS is a relatively new 

system with the organization still at the bottom of 

the PGS learning curve. 

2. Lack of organizational alignment to the ATR. 

There is a need to align the critical offices and 

units, internal processes and systems, and various 

programs and projects of the PA to the ATR. 

3. Slow implementation of the ATR caused by weak 

understanding and appreciation, likewise, competing 

requirements and priorities of offices, 

units, and personnel. 

4. Sustainability of the implementation of the ATR 

due to the frequent changes in leadership. 

5. Resources needed to pursue the implementation 

of the ATR. Some of the strategic initiatives need 

capital outlay funds which the current budget 

could not support. 

6. Support of external stakeholders due to the current 

issues besetting the military institution and 

affecting its credibility. 

To guarantee the successful 

and sustained adoption of 

the PGS and implementation of 

the ATR, the PA will undertake 

the following activities: 

WayS aHEaD 

1. Pursue the PGS Compliance 

Stage, the second 

stage of the fourstage 

Governance 

Pathway. 

2. Finalize the secondlevel 

scorecards of the General Staff, ARMO, and 

MFO and institutionalize their adoption and execution 

by involving the Army Inspector General in the 

monitoring of these scorecards. 

3. Conduct ATR Cascading Workshops for HPA Staff 

and Major Subordinate Units to generate secondlevel 

scorecards and strategic initiatives. 

4. Execute the strategic initiatives and link these initiatives 

to the planning, programming, and budgeting 

process of the PA. 

5. Carry out an effective ATR advocacy and information 

campaign through the ATR Communications 

Plan. 

6. Establish the PA Multi-Sector Advisory Board 

which will help the PA to promote the continuity 

and sustainability of the ATR and to encourage 

shared responsibility in the success of the ATR. 

26 27

WayS aHEaD frEquENTly aSKED quESTIoNS 

7. Install mechanisms 

and systems 

to monitor the ATR 

implementation 

and the PA performance, 

manage 

the performance 

governance scorecards, 

and supervise 

the execution 

of the strategic initiatives. 

8. Build-up the capacity of the PA to implement the 

ATR through the establishment of a dedicated unit 

which can come in the form of an office of strategy 

management. 

6. Participate in the development of the AFP Transformation 

Roadmap and link with the ATR the said 

roadmap. 

1. Why do we use the PGS as the framework for the 

ATR? 

• The Philippine Army used the PGS for the ATR because 

its principles complement the thrusts and goals 

of the program. This includes the overall improvement 

of the organization by addressing the issues which 

hinder the realization of its vision. In addition, both the 

PGS and the ATR feature a transparent reporting of 

measures, targets, initiatives, and milestones which 

are made available to all stakeholders and constituents. 

This can assist the PA in establishing the strategy 

and the strategic direction, in formulating plans, 

and in instituting a monitoring and evaluation system. 

In effect, these will enhance the organization and will 

facilitate the attainment of the Army Vision in 2028. 

2. Where is the Philippine Army in its governance 

journey? 

• The PA has already passed the first stage of the fourstage 

Governance Pathway when it received the PGS 

Initiated Status Award during the Palladium Asia Pacific 

Summit and Hall of Fame for Executing Strategy 

Awards on 23 September 2010. Currently, it is at the 

Compliance Stage, the second stage, of the Governance 

Pathway. 

28 29

frEquENTly aSKED quESTIoNS 

3. Who formulated the ATR? 

• The ATR was initially formulated by a group representing 

the current and future Army leaders comprised 

of senior, field grade, and junior officers; enlisted 

personnel; and civilian employees during the 

Crafting of the Army Transformation Roadmap Seminar-Workshop 

held at the Sunrise Holiday Mansion, 

Royale Tagaytay Estates, Alfonso, Cavite on 19-23 

April 2010. The output of the workshop was validated 

in a series of consultative meetings by a panel composed 

of the CGPA and his staff, the ATR Technical 

Working Group (ATR TWG), and civilian subject matter 

experts. 

• The formulation of the ATR is a result of the partnership 

between the PA and the Institute for Solidarity 

in Asia. The Office of the Assistant Chief of Staff for 

Plans, G5, PA serves as the focal point of this undertaking. 

4. What is the role of the ATR TWG in the implementation 

of the ATR? 

• The ATR TWG represents the offices principally involved 

in the ATR implementation. They facilitate the 

coordination between and among offices and units 

with regard to the ATR implementation. They validate 

and integrate the reports, inputs, and data relative 

to the generation of the CGPA Performance Governance 

Scorecard and second-level scorecards, like- 


wise, the execution and management of the strategic 

initiatives. 

5. Why use the word ‘transformation’? What does 

‘transformation’ connote? 

• The word ‘transformation’ is used in the ATR to emphasize 

the desire of the PA to pursue genuine reforms 

in order to transform the Army into a better organization. 

Transformation does not connote that the 

PA is totally broken. Rather, it highlights the fact that 

the status quo is no longer acceptable. To effectively 

fulfill its mandate and to be responsive to the needs of 

its constituents, the organization needs to transform. 

6. Is the ATR the ultimate solution to all the problems 

of the Philippine Army? 

• As stated earlier, the ATR provides a comprehensive 

and sustainable framework to address the various issues 

plaguing the PA. It, however, does not immediately 

provide solutions to the current problems of the 

organization. Nevertheless, it outlines the necessary 

steps to be undertaken in order to address the problems 

at hand. 

7. Why are there only three core values? What about 

the other core values? 

• This is to get down to the most essential, enduring, 

and elemental core values that represent the PA in 

30 31


our day and in the next one hundred years. This is 

also for operationalization and simplicity. It is not that 

the other core values are unimportant but some of 

them are considered as attributes of the three core 

values and are perceived to support and reinforce the 

three core values emphasized. 

• The scientific explanation to this is that the average 

human brain can only accommodate three ideas at a 

time. A person can optimize its comprehension with a 

particular issue by limiting the concept into three. 

8. Why are the core values ranked? 

• Although the core values are all important and are 

interconnected, they are ranked to serve as a guide 

in the decision making process. Their rank indicates 

which of the core values must be considered in making 

critical judgments. 

9. How do we define a ‘world class army’ as stated in 

the 2028 Vision? 

• The PA will be considered world-class if it achieves 

an international standard of excellence. This means 

it will have ample resources, adept personnel, and 

innovative and improved internal processes and 

systems. It will be equipped with the capabilities to 

neutralize any threat or aggression whether internal 

or external. It will be operationally ready to perform 

the missions set forth by the AFP and the DND. And 


it will be able to identify, anticipate, and respond to 

the needs of the Filipino people and the Philippines. 

Concisely, the PA will be considered world class if 

it is well-organized, well-trained, well-equipped, capable, 

and professional. 

• As a point of reference in Southeast Asia, the PA looks 

at the Singapore Army and hopes to attain the same 

level of organizational and operational capabilities. 

10. Can the Philippine Army be a world class army on 

its own? 

• The PA does not exist in a vacuum. To be a worldclass 

Army, the organization needs tremendous resources 

and strong support of both its internal and 

external stakeholders. Thus, a world-class PA presupposes 

that the AFP and the Philippines are also 

world-class. 

• With the vision to be a world-class Army, the PA seeks 

to inspire and influence the AFP to work towards becoming 

a world-class armed forces and the Philippines 

to work towards becoming a world-class country. 

11. What is the rationale behind the 18-year timeline 

of the ATR? Will this affect the current operational 

requirements of the PA? 

• The ATR has adopted an 18-year timeline to give 

ample time for the transformation it envisions. This 

32 33


approach will provide stability to the plans and programs 

of the PA. This will also serve as a guide in 

the strategic priorities of the CGPA. In this way, the 

broader, institutional and long-term interests of the organization 

would be advanced. 

• This will not affect the current operational requirements 

of the PA as it will only serve as a guide and 

reference for everyday actions and decisions 

• An 18-year timeline is divided into 3 medium-term 

planning horizons ( 6 years) of the DND which coincides 

with 3 presidential terms. 

12. What is the rationale behind the choosing of the 

five strategic perspectives of the Army Strategy 

Map? 

• The PA considered the five strategic perspectives 

namely: stakeholder support, finance and logistics, 

human resource, internal processes, and constituency 

because these perspectives ensure a balanced 

and comprehensive approach in the development of 

the strategy. At the same time, they are responsive to 

the 2028 vision. 

13. What is the rationale behind the choosing of 

the three strategic themes of the Army Strategy 

Map? 

• The PA considered the three strategic themes, namely: 

good governance, operational excellence, and or- 


ganizational excellence because these are the concepts 

and principles that must be propagated and 

applied for the organization to realize its vision to be 

“a world-class Army that is a source of national pride” 

by 2028. 

14. What is the difference between stakeholders and 

constituency? 

• Stakeholders are persons, groups, and organizations 

which have direct or indirect interest or involvement 

in the organization. In the case of the PA, its stakeholders 

are those who can affect or be affected by its 

actions, objectives, and policies (e.g. for internal: officers, 

enlisted personnel, civilian employees; for external: 

academe, church, media, business sector, national 

government agencies, local government units, 

etc.). On the other hand, constituency is the group of 

people who will benefit from the services delivered by 

the organization. With respect to the PA, it is the AFP 

and the Filipino people. 

• The relationship of the PA to the stakeholders is different 

from its relationship to the constituents. The 

stakeholders are the partners of the PA in the accomplishment 

of its missions. On the other hand, the constituency 

are the recipients of the services rendered 

by the organization. In essence, the PA needs the 

participation and support of the stakeholders in order 

to respond to the needs of the constituents. 

34 35


15. Why does the PA need the support of its stakeholders? 

• The ATR is major undertaking of the PA that requires 

the support of the stakeholders. This is necessary 

to make up for the constraints in implementing the 

program. An example of this is the inadequate financial 

resources of the organization. To be world class, 

the PA needs to have enough resources to enhance 

the various elements of the PA. In this instance, the 

stakeholders can help out in generating additional resources. 

16. How will the Philippine Army improve the negative 

perception the civilians has on the organization? 

• The military has been perceived negatively because 

of the issues on corruption and violence associated 

with it. As one of the major services of the AFP, the PA 

needs to improve this negative image through the attainment 

of the objectives of the ATR. Some of these 

objectives are the following: (1) Develop and communicate 

a brand image consistent with the Army’s Core 

Values, (2) Institutionalize good governance, and (3) 

Adopt best practices in resource management. The 

attainment of the objectives of the ATR will enable 

the PA to promote performance excellence and good 

governance. And this will improve the negative perception 

of the civilian on the PA. 


17. Why is the word ‘loved’ used instead of the word 

‘respected’ in Strategic Objective 13? 

• The word ‘loved’ is used because it has deeper and 

more positive meaning compared to the word ‘respected’. 

In addition, being respected is synonymous 

to being loved but the same cannot be said of the 

reverse since one can be respected but feared by its 

constituents. As such, the PA opted to use the word 

‘loved’ to have a better relationship with its constituents. 

18. What are the benefits to the PA of using a scorecard 

system? 

• The scorecard system is beneficial to the PA in two 

ways: 

• It enables the organization to be transparent in its 

conduct of missions and to be accountable to the performance 

targets it has committed to reach. 

• It enables the organization to monitor and report on 

performance gains and historical performance progression 

through objective data and scores that can 

be subjected to public scrutiny and validation. 

• Basically, the scorecard system can assess whether 

the PA is a highly performing organization or not. 

19. What is the rationale behind the choosing of the 

fifteen ATR strategic initiatives? 

• The fifteen strategic initiatives are chosen based 

36 37


on their suitability or high impact on the attainment 

of the strategic objectives and eventually the vision; 

feasibility or the successful implementation of 

the project vis-à-vis time, financial resources, skilled 

personnel, and equipment or technology; acceptability 

or the conformity of the project to the policies and 

thrusts of both the DND and the AFP; and urgency or 

the immediate need for the project. 

20. What is the relationship between the ATR and the 

AFP IPSP “Bayanihan”? 

• The ATR and the IPSP support and complement each 

other. The ATR prescribes the capability development 

and the organizational priorities that support the successful 

execution of the IPSP to “win the peace” by 

enhancing mission-essential capabilities and by promoting 

capacity-building in stakeholder coordination 

and partnership. 

• Essentially, the ATR satisfies the requirement of the 

IPSP on security sector reform because the former 

does not only promote good governance, stakeholder 

involvement, and adherence to the rule of law but 

also intends to bring about a more capable, dynamic, 

professional, and responsive Army. Therefore, if we 

consider the two plans carefully, they actually complement 

each other because both espouse the same 

concepts and principles. 


21. What is the relationship of the PASP to the ATR 

and the AFP IPSP “Bayanihan”? 

• The PASP basically integrates the two documents. 

The ATR provides the policy guidance on the organizational 

priorities and thrusts of the Army while the 

IPSP prescribes the operational imperatives based 

on the campaign to “win the peace”. In essence, the 

PASP aims to enhance the operational readiness of 

the Army in internal security operations and territorial 

defense and to establish a respectable image in the 

Southeast Asia which is the 2016 intermediate vision 

outlined in the ATR. 

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ARMY TRANSFORMATION ROADMAP 2028 - Philippine Army

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