PAF Command Guidance 2014

8/9/2019 PAF Command Guidance 2014

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SOAR HIGH PAF for Peace, Freedom andDevelopment:Command Framework and Guidance of LIEUTENANT GENERAL JEFFREY F DELGADO AFP, 33 RD Commanding General, Philippine Air Force


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Command Guidance of the 33 rd Commanding General, PAF

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Executive Summary

LIEUTENANT GENERAL JEFFREY F DELGADO AFP assumes theleadership position as the 33 rd Commanding General of the Philippine Air Force

(PAF) with great optimism and much excitement. His leadership amidst recentnational events placed the PAFs strong commitment amid the challenges oftimes as it will perform better, soar higher, and make more meaningfulcontributions to our people.

Building on the momentum of his predecessors, the new CG vows to steerthe Philippine Air Force to even greater heights under the aegis of the defenseestablishment and national leadership. Leading and managing the Air Forceorganization comes under auspicious times when internal stability, through theIPSP Bayanihan and its whole-of-nation approach to address challenges, hasfirmly taken root in most parts of our country, and the Armed Forces begins totrain its sights on external defense. The clarion call is to have a stronger AirForce and Navy to pursue stronger external defense policy and promote ournational interests.

The initial delivery starting this year of various advanced aircraft, newradars and modern equipment will translate to increase capabilities for airdefense, maritime security and HADR. This defining moment is clearly withinour midst. As the new Pilot-in-Command of a 17,000-strong Air Force, the CG

underscored that he will increase back pressure and add more thrust to propelthe organization InSTEP with the defense establishment, the nationalgovernment, and our valued stakeholders.

He further outlined that the PAF Flight Plan would be aligned with theDepartment of National Defense and the Armed Forces of the PhilippinesTransformation Roadmaps. The Flight Plan shall serve as the authoritativefoundation document that will bridge from the successes of the POWER UP, PAFto the long-awaited transition of a SOAR HIGH PAF.

The Command, whose strength and expertise lies in its ability to exploitthe third dimension, is expected to perform all its tasks, summed up as follows :

S ustain transformation for Territorial Defense, Internal Security andNational Development

O ptimize international defense cooperation and interagency partnerships

Accelerate improvements to force level command and control

Respond rapidly to crisis and calamities


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H armonize efforts towards the whole of nation approach

I nstitute good governance and transformation

G enerate superior strategies and doctrines to leverage on air power

H arness talents and expertise

P romote InSTEP and the Rule of Law

Adopt mechanisms for the judicious and efficient utilization of resources

F ast track capability development

Thus, the Command Framework for the 33 rd CG, PAF provides a blueprintfor leadership while serving at the same time a distillation of the leadershipphilosophy of the new Pilot-in-Command of the PAF.


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Policy Environment and Strategic Guidance

1. National Security Policy 2011-2016

The National Security Policy 2011-2016 is a statement of principles that

should guide national decision-making and determine courses of action to betaken in order to attain the state or condition wherein the national interests, thewell-being of our people and institutions, and our sovereignty and territorialintegrity are protected and enhanced. The NSP laid down two major goals:

a. Promote Internal Socio-Political Stability

b. Capacitate the Philippines to Exercise Full Sovereignty over itsTerritory and to Provide Protection to its Maritime and other Strategic Interests.

2. Defense Planning Guidance and Program 2 Program Objective

Memorandum (POM) 2015-2020 The development of the PAF POM was based on core security concerns

(territorial defense, maritime security, internal security, natural disasters, cybersecurity, global peace and security) as well as peripheral security concerns (food,water and energy security; proliferation of weapons/CBRN explosives) stated inthe Defense Planning Guidance. During the last quarter of 2013, the PAF hassuccessfully presented the Program 2 Program Objective Memorandum (POM)2015-2020 to the Chief of Staff and the Secretary of National Defense in pursuitof the following organizational outcomes:

a. Capability to uphold the sovereignty and integrity of the stateassured.

b. Internal stability promoted and sustained.

c. Highest standard of capability and preparedness against disastersand emergencies achieved.

d. Security sector reforms implemented.

3. Chief of Staff Operational Guidance

The Chief of Staff published Operational Thrusts and Guidelines onJanuary 2014 that sets the direction for the next two years, towards which thePhilippine Air Force shall align support plans and mission focus. These cover thefour mission areas defined by the Defense Planning Guidance of the Departmentof National Defense. As a force provider, we enable joint operations by providingforces necessary for both the Unified Commands Operations and supportednational authorities. Understanding the operational thrusts and guidelines,translating these into Air Force objectives, and accomplishing our tasks not onlyensure mission accomplishment, but also leverages on the unity of objective and

jointness, producing synergy.


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Command Philosophy

Guided by higher level guidance, this proposed Command Framework isfounded on three pillars which the CG, PAF enunciated during his assumption

speech:1. Build upon the foundations laid by predecessors This means

continuity of programs laid down by former CGs, PAF that are constantelements of Air Force developments such as enhancing professionalism,ethical standards, discipline and adherence to the rule of law.

2. Prepare the PAF for transformation Even as the Air Forceperforms its current operational mandates, it shall at the same time focuson preparing for its future transformation. This means aligning thePhilippine Air Force Flight Plan with the Department of Defense andArmed Forces of the Philippines Transformation Roadmaps.

3. Build a competent and professional organization that will ensurehigh levels of operational readiness to meet any contingency 24/7- Tothis end the PAF will implement capability development approaches thatgo beyond equipment acquisitions but also pushes for a broad-basedcapability development approach under DOTMPLF-P with prioritiesadopting Boyds people, ideas, hardware in that order.


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Command Thrusts

This proposed command framework adopts the acronym SOAR HIGHPAF for Peace, Freedom and Development which sets the broad policy

direction and thrusts that our organization shall pursue as defined in thefollowing:

S ustain transformation for Territorial Defense, Internal Security andNational Development

O ptimize international defense cooperation and interagency partnerships

Accelerate improvements to force level command and control

Respond rapidly to crises and calamities

H armonize efforts towards the whole of nation approach

I nstitute good governance and transformation

G enerate superior strategies and doctrines to leverage on air power

H arness talents and expertise

P romote InSTEP and the Rule of Law

Adopt mechanisms for the judicious and efficient utilization of resources

F ast track capability development

SOAR refers to the tasks that the Air Force has to perform in accordancewith its mission areas. Its critical role in the security of the country requires itsfocus on core competencies for Territorial Defense, Security and Stability whileimproving our capacity to apply these capabilities for Humanitarian Assistanceand Disaster Response (HADR) and International Engagements and PeaceSupport Operations. At the same time a key enabler for better operationalresponsiveness are improvements in command and control, training and forcedevelopment.

S ustain transformation for Territorial Defense, Internal Security and NationalDevelopment

Over the past two years, the PAF has gained significant altitude as itpowered up with major capability development programs, strategic initiatives

and reform measures. The momentum must be maintained. During this criticaltransition, all airmen must stay the course and maintain back pressure so we


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could remain on the right track. The new AFP Modernization Program willsignificantly boost our materiel capabilities and we must respond by developingall other pillars of modernization such as doctrines, human resources, bases andsupport systems, and force structure.

O ptimize international defense cooperation and interagency partnerships .

The Air Force, for all its capabilities and talents should promote broad-based approaches and solutions to the challenges it faces. We cannot rely onourselves alone. To reach our waypoints, we must explore all opportunities toenhance alliances and partnerships at all levels, both locally and internationally.We shall therefore take advantage of opportunities for cooperation and mutualsupport for mission accomplishment.

Accelerate improvements to force level command and control .

As the PAF more actively performs its role in territorial defense, securityand stability as well as humanitarian assistance and disaster response, it mustensure that it has the necessary organization, personnel skills, command andcontrol systems, and support systems to operate effectively as a single service,jointly, and as part of a combined force.

Respond rapidly to crises and calamities .

The Command shall ensure that it will always be ready to leverage on thestrengths of airpower speed, reach, perspective, flexibility - as the force of firstoption to any crisis or calamity. Our response must not only be gauged by ourpromptness of action, but by the quality of service we deliver to the victims andthe affected communities. Likewise, we must ensure that everything we havelearned right about saving lives and preventing or minimizing losses must bebrought to bear when the next disaster comes.

HIGH refers to the ways needed to be adopted to achieve the outcomeswe envision: peace, freedom and development.

H armonize efforts towards the whole-of-nation approach .

The security challenges we face are complex and multi-dimensional andrequire the collective efforts of government, the private sector and even theindividual citizen for their successful resolution. Along this line, the Air Forcewill push for greater joint and interagency cooperation to ensure that the sum ofour contributions is infinitely stronger than the individual efforts.


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I nstitute good governance and transformation.

The Philippine Air Force has already made great strides toward a moredisciplined, professional and ethical organization. To enable these to solidify aswell as to sustain our developmental efforts, we shall build on past successes byinstituting good governance and transformation initiatives. One particular task isto align the PAF Flight Plan to the DND and AFP Transformation Roadmaps toensure synergy with the whole defense establishment.

G enerate superior strategies and doctrines to leverage on air power .

By their very nature, air forces are called to perform ambitious tasks withlimited resources yet time and again, they were able to come up with superiorstrategies and doctrines to employ air assets to maximum effect. Recognizing

that victory smiles upon those who anticipate the changes in the character of war ,the PAF will strive to prioritize development strategies and doctrines that wouldleverage on air power as an effective instrument of national policy at all levels.

H arness talents and expertise .

At the end of the day, together with our duty to our mission, ourresponsibilities must converge on our men and women, particularly on how wellwe shall have led, guided and shaped them in our journey. We shall thereforeharness their talents and expertise not only towards mission accomplishment

but also for building the future of the Air Force moving away from a transaction-based personnel management to strategic human resource management anddevelopment. Let us emphasize professional mastery of airpower theory andeducation, create a learning organization, and nurture a culture ofairmindedness. To do these, we shall provide each airman with quality air forceeducation and training; enhance personnel productivity by ensuring proper job-skills match; nurture a positive organizational culture; and ensure succession ofcritical leadership and expertise and better organizational design anddevelopment. Among others, we shall also strive to channel these skills to

strengthen defense self-reliance, research and development and science andtechnology, which are the keys to our future.

PAF refers to the internal processes that needed to be adopted orstrengthened to link our ways of achieving our envisioned outcome with ourmission area goals.

P romote InSTEP and the Rule of Law .

A true and noble organization subscribes to the highest standards of

professional and moral values. In this connection, we shall empower air force


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personnel by training them to be effective leaders and followers professionallyand ethically, providing mentoring and counseling, emphasizing disciplineformation with mission accomplishment and ensuring their whole-heartedinternalization of the PAF core values.

Adopt mechanisms for the judicious and efficient utilization of resources.

We have made great strides in ensuring the judicious and efficientutilization of resources from the high implementation rate of our AnnualProcurement Plan to the regular parameters-based unit performancemeasurement via QUASAR. In this connection we shall ensure maximumefficiency in resource allocation and usage. At the same time, we shall also givedue attention to the effective preservation of our assets, human and material byadopting the philosophy of Mission First, Safety Always in other words

enhancing safety culture at all levels.

F ast-track capability development.

The Air Force is at the cusp of a capability transformation that will see thearrival of more modern and improved equipment. We shall ensure that these willbe absorbed and be ready in the shortest possible time by fast-trackingcapability development in a systemic approach along the lines of DOTMPLF-P.Another measure is to ensure that capability employment is effective andreliable through sustained development of bases and support systems. Likewisewe should give due importance to strengthening our R & D. By focusing oncontinuous improvements, we could all simultaneously gain grounds in the fivepillars of our modernization as we generate more efficiencies in our operationalprocesses. Let us also not forget the future is now!

Peace, Freedom and Development

Simply put, these are the envisioned outcomes of all our operational anddevelopment efforts, whether addressing current or future challenges: a peaceful

and prosperous nation, well-respected by its neighbors.


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Operational Guidance (Based on CSAFP Guidance)

The specific guidance in this Command Framework is anchored on themain driving forces and focus areas and further refined by the DOTMLF-P

framework. In addition, specific guidance is also provided for the defensemission areas based on the Operational Guidance provided by the AFP Chief ofStaff.

The PAF mandate to organize, train and equip air forces shall bechanneled to the specific guidance related to the operational requirements of thefour defense mission areas.

1. Territorial Defense, Security and Stability

a. Strengthen the Bayanihan Team Activities and Area Clearing

concepts.b. Strengthen interagency coordination to assist in integrating

rebel surrenderees to the fold of society and exert pressure toothers to give up the armed struggle as well develop anInteragency Communications Program in the 2nd Quarter2014.

c. Contribute to the strengthening the legal offensive againstleading personalities of threat groups to increase chances ofconviction.

d. Contribute to an enhanced AFP intelligence capability focusedagainst the strategic leadership of the CNN.

e. Develop Transition and Succession Policy for operational andtactical commanders.

f. Formulate the Air Force component of the Territorial DefensePlan with a view of ensuring a cohesive and coordinated effortin conducting TD operations.

g. Establish the Territorial Defense Command with the view ofstrengthening unity of command centralized control of airforces.

h. Continuously enhance PAF capabilities, both material and non-material and especially mission-essential and support facilitiesto be able to respond to threats to our national sovereignty andsovereign rights.

i. Strengthen cyber security measures and inculcate awarenessof its growing importance as a warfare domain such asassisting in developing a concept plan on cyber security.


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j. Develop support programs to ensure the safe and secureholding of the Asia-Pacific Economic Forum as they relate to airdefense and security.

2. Humanitarian Assistance and Disaster Response

a. Formulate the PAF HADR Doctrine and Plan to provideauthoritative guide and references for Air Force and joint AFPHADR operations.

b. Develop PAF HADR capability with primary consideration forrapid response and deployability.

c. Identify Air Force capability requirements for a Chemical,Biological, Radiological, Nuclear and Explosive (CBRNE) unit.

3. International Engagements/Peace Support Operations

a. Continue to strengthen international engagements with alliesand other countries in international exchanges, forums,exercises and other activities to enhance airpower professionaldevelopment and defense diplomacy.

b. Strengthen the capability of the PAF to engage in internationaland regional exercises by ensuring appropriate programming.

c. Ensure readiness of the Command to support PAFpeacekeeping deployments.

4. Force Level Command and Control and Training

a. Ensure PAF C2 systems are interoperable with the AFPC4ISTAR Project.

b. Institutionalize Information Operations in PAF operationsstarting with crafting a PAF IO primer or Handbook.

c. Implement effective command and support relationships

between PAF forces and UCs through review and revision ofLOI Pagbabago.

d. Institutionalize the conduct of combined, interagency andperiodic joint training exercises (planning exercises, CPX,tabletop exercises and field training exercises).


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PAF Operational Guidance for 2nd Quarter 2014

1. Human Resource Development

a. Personnel Administration

Our number one resource is our people. We must maintain highlyprofessional, disciplined, motivated, and well-trained airmen.

Every Airman should be the bedrock of Discipline, Law and Order; apractitioner of sound Core Values; and a warrior armed with a winning attitude.Everyone is enjoined to continue to practice the ideals of Integrity, Service,Teamwork and Excellence, and Professionalism in the performance of duties andresponsibilities. Simply put, live by InSTEP.

Let us continue to take good care of ourselves and our men. In thisconnection, we shall monitor our health and develop our fitness by undertaking,without let-up, our physical fitness programs and by undergoing our annualphysical examinations.

We shall implement radical changes in human resource managementshortly after the crafting of the first-ever PAF Human Resource Management andDevelopment Strategy. We need to bite the bullet to correct some dysfunctionsthat have long been with us.

We shall assign and designate Officers and Enlisted Personnel in strictadherence to their AFSCs based on the TO and E.

We shall develop both our regular and reserve forces to capably performour tasks across the mission areas.

b. Education and Training

We shall sustain human resource development programs to increase

personnel readiness and fill-up rates. We shall vigorously manage the upgradingof personnel skills through OJT/OJR to address the skills gap of the Units.

With the recommendation of their commanders, we shall send personnelto PME Courses, when they are due and deal with those who refuse to undergosuch courses.

We shall develop and update the skills of personnel through the regularconduct of training to enhance capabilities.

We shall engage in the continuous training of PAF personnel in the field of

logistics particularly in supply inventory and management.


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b. APEC 2015

Let us prepare capabilities for counter hijacking and counter terrorismfor use in the upcoming APEC 2015. These involve our 710 th Special OperationsWing and the 205 th Tactical Helicopter Wing. Let us develop the HeliborneSniper and our Counter-hijacking units. The 67th Air Force Anniversary could beused as a venue to demonstrate these capabilities.

4. Humanitarian Assistance and Disaster Response

The third quarter is fast approaching, and as we all know, this is typhoonseason. The Yolanda experience and previous ones highlight the need toadequately prepare our forces in meeting these challenges. El Nino is alsolooming on the horizon which will bring its share of unusual changes in theweather patterns. As first responders during disasters and natural calamities, weshould ensure we are ready to perform our tasks in support of the NDRRMC andthe National Government.

We shall maximize the employment of our mobility, support, ISR and C2capabilities for HADR. We shall likewise optimize the potentials of our ReserveForce component in support of this mission area.

5. Civil-Military Operations

We shall undertake all programmed CMO activities, together with our

stakeholders, in consonance with the PAF IMPLAN to Stakeholders EngagementPlan. This will not only optimize the utilization of our resources but will alsointensify our commitm ent to the whole -of-nation approach as instituted by theIPSP Bayanihan.

We shall encourage our primary stakeholders to take the lead inundertaking sustainable programs and activities to communities in the AOsaffected by socio-political issues and gaps in basic services. This recognizes therespective roles of the military and civilian stakeholders.

We shall likewise continuously endeavor to actively support the UnifiedCommands efforts to assist Local Government Units in addressing Peace andOrder.

We shall sustain the conduct of focused CMO programmed activitieswithin the 15 Km radius in the AO of PAF bases/stations to serve as a securitybuffer for unhampered PAF operations.

6. Logistics

As befitting a highly professional organization accountable to ourstakeholders, we shall adopt mechanisms for the judicious utilization ofresources.


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The no APP, no p rocurement policy shall be strictly, implementedregardless of source of funds. Further, all Amendatory and SupplementalProcurement Plans should be consolidated and validated by the PAF TechnicalWorking Group.

Provide accurate, timely, and complete reports to Headquarters for bettermonitoring, control and to improve logistics responsiveness. Examples of theseinclude aircraft status reports; aircraft cost information, especially for newaircraft; POL and spares inventory reports; firearms, ammunition and ordnanceitem reports; and reports of disposal. Utilize established IT systems.

All units are reminded to utilize their monthly POL allocationsaccordingly. Expired gas coupons will no longer be accommodated forreplacement of date of validity by Headquarters.

Paint all utility vehicles in the standard Air Force Blue color, conductSaturday Vehicle Inspections every month, and correct minor discrepanciesbefore the next inspection. Repair all minor discrepancies of vehicles using unitmaintenance funds.

7. Infrastructure and Facilities

Improve units facility readiness through appropriate programming ofmaintenance, repair and renovation; prioritize mission essential and billetingfacilities; execute current year BDES projects on schedule; and enhanceengineering capabilities.

Continue the development of Conceptual Master Plans and MasterDevelopment Plans in support of strategic basing and future requirements formodernization. Continue planning and preparations for Subic, Clark, Basa AirBase, Crow Valley, Lumbia Air Port, and other air stations.

Strengthen our ownership over PAF real-estate.

Develop preparatory measures in anticipation of the requirements for theEnhanced Defense Cooperation agreement.

8. Communications, Electronics and Information Systems

Maximize the use of the PAF E-mail system (https://mail.paf.mil.ph)when sending and receiving official communications and documents among PAFunits/offices and AFP units. Further, avoid and/or immediately cease from usingcommercial e-mail services or social networks which are considered unsecurewhich will compromise our security.

Establish regular cyber security awareness activities. Observe basicinformation security among personnel and inculcate a culture of security

consciousness.


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9. Resource Management and Finance

All PAF units shall continue their validation of their respective UnitAnnual Procurement Plan/Project Procurement Management Plan (APP/PPMP)and requirement Determination Plan according to priority and responsiveness tounit competencies.

Effective 08 April 2014, the Commercial Claims Payment System (CCPS)process shall provide a control measure that will strictly implement thefollowing:

No additional cash advances shall be allowed unless the previouscash advance is first liquidated and accounted in the books.

No cash advance shall be given to Special Disbursing Officers with

expired designation /or bond.10. Safety

With our limited resources, our strength lies on how our personnelmanage, operate, and maintain our assets.

Personnel should strictly internalize a proactive safety attitude which isin line with the PAF Command Safety Policy.

Safety managers should ensure that their long years of experience andbest practices learned are documented and archived in order to provide theOrganization with the necessary records that are the basis of safety lessons andwisdom.


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Way Ahead

The PAF Command Guidance shall be provided to the commanders andstaff during the first Command Conference of the 33 rd Commanding General. This

will be reviewed and refined to subsequently become the basis for planning andprogramming activities.

PAF Command Guidance 2014

Documents

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