Inaalalayan si Pangulong Aquino bumaba mula sa isang Rigid City inflatable boat na nagdala sa kanya sa Sangley Point sa Cavite City mula sa Navy headquarters sa Maynila para dumalo sa capability demonstration ng Navy forces.
Wednesday, September 15, 2010
CAREFUL, CAREFUL
Bandera, Saturday, September 11, 2010
Inaalalayan si Pangulong Aquino bumaba mula sa isang Rigid City inflatable boat na nagdala sa kanya sa Sangley Point sa Cavite City mula sa Navy headquarters sa Maynila para dumalo sa capability demonstration ng Navy forces.
Inaalalayan si Pangulong Aquino bumaba mula sa isang Rigid City inflatable boat na nagdala sa kanya sa Sangley Point sa Cavite City mula sa Navy headquarters sa Maynila para dumalo sa capability demonstration ng Navy forces.
Tuesday, September 14, 2010
GAME NA GAME
Photo by Jasper Barcelon
Abante, Sabado, Setyenbre 11, 2010
Nakisalo sa boodle fight si Pangulong Benigno ‘Noynoy’
Aquino III kasama ang mga miyembro ng Philippine Navy
kasunod ng isinagawang Anti-Terrorism Demo sa Sangley
Point Naval Base kahapon.
Abante, Sabado, Setyenbre 11, 2010
Nakisalo sa boodle fight si Pangulong Benigno ‘Noynoy’ Aquino III kasama ang mga miyembro ng Philippine Navy
kasunod ng isinagawang Anti-Terrorism Demo sa Sangley
Point Naval Base kahapon.
The Navy Sail Plan
By Dr. Jesus P. Estanislao
Manila Bulletin, Saturday, September 11, 2010
Based on its adopted Governance Charter, the Navy proceeded
to look at itself, using five perspectives, as it charted a
course towards the future, in this case 2020, when it expects
to give substance and realization to its Vision. Using these
five perspectives, it had to think hard and deep about the
priorities it must focus on, and give significant importance
to, in order to realize its Vision.
Understandably, the first perspective it chose relates to
personnel. The Navy considered this as its fundamental perspec-
tive, upon which it sets great store; and it listed only one
strategic priority under this perspective, which is as follows:
"highly competent and motivated professionals." Here one sees
the immediate connection with at least one of its core values,
Professionalism, in its Governance Charter.
The second perspective is organization. Under this perspec-
tive, three priorities are listed. The first is "sound/appro-
priate maritime doctrines," which obviously are of top importance
in a military organization. The second is "responsive naval
reservist program;" and the third is the all-embracing "dynamic/
responsive naval organization." Any lay observer would immediately
understand the importance given to this third priority; but if he/
she were almost totally unfamiliar with the Navy or any of the
other units in the AFP, he/she would at first glance be surprised
by the importance given to the reservist program: This, in itself,
points to the Navy's imperative to have an active, positive outreach
program to the civilian sector, with which it has to work closely
and productively.
The third perspective is resources. The first priority under
this perspective is "adequate financial resources," which
should pose a great challenge, taking into account the tight
budgetary circumstances under which the Philippine government
operates. And the second priority is closely associated with
the first priority; it relates to the imperative of a "balanced
financial program," with the key word, balance, being pregnant
with possibilities, even within the tight budgetary realities
imposed on the Navy.The fourth perspective is capability. This
has four strategic priorities listed under it: "Responsive naval
support system;" "reliable naval facilities;" "up-to-date naval
capability;" and finally, "optimal level of operational readiness.
" All four are closely related with one another. All demand resour-
ces, not only of the financial type, but also those closely associa-
ted with "balance," which includes, the level of motivation and
competence already indicated in the first perspective referring
to personnel.
The fifth and final perspective is accomplishment, which in other
strategy maps would refer to service to the constituency. Under
this perspective, the Navy lists two priorities: A "secured mari-
time environment" and "highly satisfied stakeholders," which at
the end of the day are the Filipino people.
It is immediately apparent, even to an ordinary lay observer,
that the five perspectives are closely connected with each other:
Personnel connect directly with organization; and organization
has to bank on resources, which help shape and determine the
capability of the organization, i.e., its capacity to serve its
constituency. Since the perspectives closely connect with each
other, it follows that the different priorities listed under
the different perspectives are also inter-dependent: one set of
priorities directly leads to another. Thus, success in the pursuit
of a set of priorities would greatly facilitate the pursuit of
other priorities. This feature of connectedness and interdependence
between the different perspectives and the different priorities
listed under them has enabled the Navy to draw up its strategy map.
Since this is the Navy, it has chosen to call its strategy map
"The Philippine Navy Strategic Sail Plan 2020.
"One more feature stands out in the Navy Sail Plan: as in any
proper strategy map, it lists on top three strategic themes, under
each of which it shows the priorities in different perspectives
that are more closely connected with each other. The strategic
themes are: Mission responsiveness, maritime security, and
prestige. These themes further underscore the interdependence
of the priorities in the Sail Plan. They also give the added
advantage of giving only a few "headlines," which need to be
remembered and used as easy summaries and references for the
entire Sail Plan. Remembering only these three "headlines"
than all 12 strategic priorities in the Navy Sail Plan should
be an easier imperative to meet.
Manila Bulletin, Saturday, September 11, 2010
Based on its adopted Governance Charter, the Navy proceeded
to look at itself, using five perspectives, as it charted a
course towards the future, in this case 2020, when it expects
to give substance and realization to its Vision. Using these
five perspectives, it had to think hard and deep about the
priorities it must focus on, and give significant importance
to, in order to realize its Vision.
Understandably, the first perspective it chose relates to
personnel. The Navy considered this as its fundamental perspec-
tive, upon which it sets great store; and it listed only one
strategic priority under this perspective, which is as follows:
"highly competent and motivated professionals." Here one sees
the immediate connection with at least one of its core values,
Professionalism, in its Governance Charter.
The second perspective is organization. Under this perspec-
tive, three priorities are listed. The first is "sound/appro-
priate maritime doctrines," which obviously are of top importance
in a military organization. The second is "responsive naval
reservist program;" and the third is the all-embracing "dynamic/
responsive naval organization." Any lay observer would immediately
understand the importance given to this third priority; but if he/
she were almost totally unfamiliar with the Navy or any of the
other units in the AFP, he/she would at first glance be surprised
by the importance given to the reservist program: This, in itself,
points to the Navy's imperative to have an active, positive outreach
program to the civilian sector, with which it has to work closely
and productively.
The third perspective is resources. The first priority under
this perspective is "adequate financial resources," which
should pose a great challenge, taking into account the tight
budgetary circumstances under which the Philippine government
operates. And the second priority is closely associated with
the first priority; it relates to the imperative of a "balanced
financial program," with the key word, balance, being pregnant
with possibilities, even within the tight budgetary realities
imposed on the Navy.The fourth perspective is capability. This
has four strategic priorities listed under it: "Responsive naval
support system;" "reliable naval facilities;" "up-to-date naval
capability;" and finally, "optimal level of operational readiness.
" All four are closely related with one another. All demand resour-
ces, not only of the financial type, but also those closely associa-
ted with "balance," which includes, the level of motivation and
competence already indicated in the first perspective referring
to personnel.
The fifth and final perspective is accomplishment, which in other
strategy maps would refer to service to the constituency. Under
this perspective, the Navy lists two priorities: A "secured mari-
time environment" and "highly satisfied stakeholders," which at
the end of the day are the Filipino people.
It is immediately apparent, even to an ordinary lay observer,
that the five perspectives are closely connected with each other:
Personnel connect directly with organization; and organization
has to bank on resources, which help shape and determine the
capability of the organization, i.e., its capacity to serve its
constituency. Since the perspectives closely connect with each
other, it follows that the different priorities listed under
the different perspectives are also inter-dependent: one set of
priorities directly leads to another. Thus, success in the pursuit
of a set of priorities would greatly facilitate the pursuit of
other priorities. This feature of connectedness and interdependence
between the different perspectives and the different priorities
listed under them has enabled the Navy to draw up its strategy map.
Since this is the Navy, it has chosen to call its strategy map
"The Philippine Navy Strategic Sail Plan 2020.
"One more feature stands out in the Navy Sail Plan: as in any
proper strategy map, it lists on top three strategic themes, under
each of which it shows the priorities in different perspectives
that are more closely connected with each other. The strategic
themes are: Mission responsiveness, maritime security, and
prestige. These themes further underscore the interdependence
of the priorities in the Sail Plan. They also give the added
advantage of giving only a few "headlines," which need to be
remembered and used as easy summaries and references for the
entire Sail Plan. Remembering only these three "headlines"
than all 12 strategic priorities in the Navy Sail Plan should
be an easier imperative to meet.
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