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PN Performance Scorecards
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Topic Started: Sep 15 2010, 02:04 PM (538 Views)
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spraret
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Sep 15 2010, 02:04 PM
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Having listed its priorities under the five perspectives it has chosen, the Philippine Navy (PN) sailed further and went on to craft performance scorecards for each priority.
Under the personnel perspective, the Navy had listed only one priority, “highly competent and motivated professionals.” It went on to answer this question, “How are we to pursue this priority?”
To be able to do so, the Navy has put forward a first initiative, which it labelled as the PN Education & Training System. It then proposes a measure, which it will be using to track progress and monitor accomplishment in pursuit of the priority. The measure is quantitative, and it is the “Personnel Readiness Profile.” The base, in 2010, of this measure is 44 percent. The Navy has targets for this measure to go up to 50 percent, 55 percent, and 65 percent in 2011, 2012, and 2013, respectively. By the end of the Vision period, 2020, the Navy has set a target of 95 percent for this measure.
It is clear that the Navy sets great store upon its training system, which should produce for it the “highly competent and motivated professionals” it seeks. Furthermore, the Navy recognizes that it is starting from a low base, by the measure it has chosen, at 44 percent in its Personnel Readiness Profile. But note the ambitious target: By 2013, or within three years, this should shoot up by 21 basis points. Moreover, by 2020, it should shoot up by another 30 basis points from the level it will have reached in 2013. Considering how important the personnel perspective is in the Navy Sail Plan, this measure and the targets set for it is a bell-weather of any substantive, breakthrough results the Navy would deliver under its Sail Plan.
The Navy has also put forward a second initiative, which is equally fundamental: It is a Competency-Based PN Personnel/Human Resource Management System. Again, the Navy stresses the word “system,” and in this specific instance it also underscores competency as at the very core of its HR management. Through a system it proposes to introduce upgrading its HR management, it expects to reduce the “Turn-over Rate of Skilled Personnel” within the Navy. The baseline data, still to be finally determined, show that this rate is currently at a high level, above 75 percent. Thus, the Navy has set the following targets for 2011, 2012, and 2013: 75 percent; 70 percent; and 65 percent, respectively. The target for 2020 is 30 percent.
A high turn-over rate is expensive for any organization. In the case of the Navy, such a high rate can be debilitating relative to the Mission it has to carry out. Thus, in view of the imperative to strengthen the organization, the PN has correctly put forward this initiative, with its corresponding measure and targets: On this initiative, it has committed to turn in substantive breakthrough results. The turn-over-rate of skilled Navy personnel must be cut drastically within the Vision period. By 2020, it should be down by more than half of its current rate.
Into the two systemic initiatives the PN has put forward, the first related to education and training, and the second related to competency-based HR management, it needs to consider embedding the demands of a transformation culture that its Sail Plan calls for. This would entail giving concrete flesh and substance to the core values the Navy has chosen to enshrine in its Governance Charter. It has to look for specific ways and means by which those core values, with the level of competence and motivation associated with them, find life in every facet and at all levels of day-to-day operations. This is a tall order, but it happens to be one that a deeply committed Philippine Navy should be able to meet and fill.
http://www.mb.com.ph/articles/276865/pn-pe...ance-scorecards
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spraret
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Sep 15 2010, 07:08 PM
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3 PN Priorities By DR. JESUS P. ESTANISLAO September 15, 2010, 5:18pm MANILA, Philippines – Under the organization perspective, the Philippine Navy (PN) has listed three priorities, for which it presents several performance scorecards – each with initiatives, measures, and targets.
Under the first priority of “sound and appropriate and maritime doctrines," the initiative proposed is the validation of the soundness of maritime doctrines developed. Here, the measure is a percentage: Of the required doctrines developed, what is the percentage of those fully validated for appropriateness and soundness. The current base in 2010 is listed at only 10 percent. The targets for 2011, 2012, and 2013 are 20 percent, 30 percent, and 40 percent, respectively. For 2020, the target is 90-95 percent.
A lay observer who looks at this performance scorecard is left awed by the effort that must go into the validation of the appropriateness and soundness of the doctrines developed. The effort may involve continuing assessment and dynamic reformulation, taking into account the changing seascape that would confront the Philippines as a maritime nation. This initiative leaves a clear impression of the imperative for the Navy to develop a high level of strategic thinking, which has to be adapted to the particular circumstances of the fast-changing environment within which our nation operates.
The second priority of a “responsive naval reservists’ program” is to be pursued through the following initiative, to institute a sustainable PN reservists system. Two concrete measures, with corresponding targets, are proposed to monitor progress under this specific initiative. The first is the percentage fill-up of reservist positions: Starting at less than 20 percent in 2010, this should move up to 23 percent in 2011; 50 percent in 2012, 53 percent in 2013, and eventually 100 percent in 2020. The second is the reservists training readiness profile. This is now at 65 percent in 2010. The targets for the immediate succeeding years ahead are: 70 percent in 2011, 75 percent in 2012, 80 percent in 2013. By 2020, this percentage should hit 95 percent.
This initiative underscores the outreach program the Navy has to undertake with a view to winning many highly qualified applicants to its reservists’ program. Moreover, such a program should be designed to inculcate the core values in the PN Governance Charter, including deep loyalty and very high level commitment to – duly accompanied by competence required by – the PN Mission.
The third priority of a “dynamic and responsive naval organization” calls for two initiatives that the PN has committed to undertake. The first of these is to institute a reliable and responsive PN force structure. The proposed measure of progress for this initiative is the completion rate of the desired force structure. Now at 80 percent in 2010, this moves up to 90 percent in 2011 before finally reaching 100 percent as early as 2012. It will be maintained at that percent completion rate from 2013 onwards. The second initiative is to pursue ISO-certified PN systems. The measure of progress is straightforward: The number of PN units with ISO certification. In 2010, the figure set is one. Each year up to 2013, there should be one more PN unit obtaining ISO certification, and this increase should be sustained until the number reaches 10 PN units ISO-certified in 2020.
Benchmarking against global best practices and therefore obtaining ISO certification for various PN units would constitute an important step forward. They need to be complemented with the usual creativity and inventiveness of all Navy personnel: They are always called upon to innovate and bring up to the highest possible standard of effectiveness all processes within the organization, despite the perennial constraints under which the PN operates.
http://www.mb.com.ph/articles/277203/3-pn-priorities
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spraret
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Sep 18 2010, 11:20 AM
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The Navy’s Resources By DR. JESUS P. ESTANISLAO September 17, 2010, 5:11pm MANILA, Philippines – As a unit of the Armed Forces of the Philippines, the Philippine Navy (PN) operates on the basis of budgetary allocations that the national government provides and releases to it. This amount has always been subject to severe constraints: the Navy is always called upon to do so much on the basis of so little.
There is little the Navy can do about the budgetary allocations the General Appropriations Act provides for the AFP in general and for the PN in particular.
Thus, under the priority of “balanced financial programs,” one of two priorities listed under the resources perspective, the PN puts forward this initiative, to strengthen PN fiscal administration. The first measure of success under this initiative is keep at 100% the rate of obligation, i.e., ensure that the entire budgeted amount and released to the PN is duly and properly obligated and deployed. The other measure of success is to keep at zero Commission on Audit (COA) exceptions: the Navy plays by CoA rules and regulations, and intends to stay well within their ambit.
There is a limit, however, to what can be done under such stringent fiscal straits. Despite the inventiveness and creativity of PN personnel, inevitably budgetary tightness has long-term consequences. “Having to make do with so little” imposes severe constraints on the modernization of the fleet and the needed capital and other requirements of a modern Navy serving such a huge maritime area that the Philippines is blessed with. The President himself in his first State-of-the-Nation Address in July, 2010, specifically referred to the “MacArthur vintage” of some of our Navy ships, which miraculously are being made to run and operate in large part due to the maintenance expertise of PN personnel.
It is against this background that the second priority under this perspective should be understood. That priority is to secure “adequate financial resources” for the Navy Sail Plan. This priority is in line with the AFP modernization program, which calls for a sustainable non-traditional resource generating system for the PN. This means looking for other sources of funds that the Navy can use for its fleet modernization as well as its capital and other requirements. The President mentioned the Navy as a specific case under his proposed public-private partnership. Under such a partnership, with Navy land and other assets properly and judiciously deployed, the PN should start building a trust fund in 2011. The initial amount targeted for 2011 is small: Only half a billion pesos. This amount should rise each year by half a billion pesos until 2013. The target for 2020 is modest at only five billion pesos: It is from the earnings of this fund that the Navy should be able to find the much needed supplement to the budgetary allocation it gets through the annual General Appropriations Act.
In fact, more broadly, through public-private partnership, the PN can have access to extra-budgetary resources that can be made available for its programs. The key lies in properly packaging the programs that can be funded under PPP arrangements; this would entail due observance of all relevant laws and proper practices of transparent, accountable governance that the President has called for.
The PN has already taken various steps in the direction of building a multi-sector governance coalition that would assist it in raising the standards of governance that it practices. It is also beginning to find out that with the commitment of such a coalition whose membership is drawn from various sectors of the Philippine community, it has many doors leading to additional financial resources it can tap for the critical priorities it included in its Sail Plan.
http://www.mb.com.ph/articles/277580/the-navy-s-resources
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