Philippine Veterans Affairs Office

OCTOBER 2016

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FOREWORD

The Dambana ng Kagitingan in Bataan is the site of many epic battles during

World War II, which demonstrated the bravery, grit and determination of

Filipino veterans. Despite inferior manpower, weaponry and logistics, our

veterans continued fighting and succeeded in delaying the invasion with

serious strategic consequences on the Japanese war plans. What drove these

brave men to defy such odds? What made them forget their own self and

become unmindful of the risks of death?

As aptly put by the late war veteran Captain Salvador P. Lopez, it was, “a force that was more than merely

physical. It was the force of an unconquerable faith—something in the heart and soul that physical hardship and

adversity could not destroy! It was the thought of native land and all that it holds most dear, the thought of

freedom and dignity and pride.”

I believe this is kagitingan. It is more than valor and bravery in war, but it is something rooted in three words:

Love for country or “Pagmamahal sa Bayan”.

Today however, more than seventy years after World War II, kagitingan has seemingly waned or got lost in the

complexities of the present environment. This can be gleaned from the present decrepit status of some of our

shrines, the people’s lack of interest in historical commemorative events and the low priority given to Philippine

history in our academic curriculum. If public servants truly love their country, they will not steal from

government coffers. A community that has love for country will not pollute rivers and waterways. An individual

who loves his country will not peddle drugs which destroys the moral fabric of our society. Our youth’s low

enrolment in the Reserve Officers' Training Corps (ROTC) Program likewise indicates an erosion in the instilling of

patriotism among them—our future defenders.

This sentiment is passionately shared by President Rodrigo Duterete who in his inaugural speech highlighted the

need to recover and revitalize the lost and faded values of “love of country, subordination of personal interest to

the common good, concern and care for the helpless and the impoverished.”

We are convinced that PVAO is in an ideal position to rekindle Kagitingan. PVAO’s mandate, and the mission it has

to accomplish, has a lot to do with building and nurturing kagitingan among our citizenry.

Thus, with the help of the Institute for Solidarity in Asia (ISA), we developed the Kagitingan Roadmap 2022 as a

guide for the journey towards rekindling kagitingan through the performance of PVAO’s twin mandates:

empowering veterans and motivating our country’s future defenders. Working on the successes of our early

reform programs and adopting the principles of the Balance Scorecard System as adapted through ISA’s

Performance Governance System; PVAO has identified where we need to go; what we need to do; the resources

we need and how to measure our successes.

PVAO is ready to lead the way to kagitingan and bring it back to its deserved place in our nation’s value system.

But this is not a journey that PVAO will make on its own. It is a journey where the Filipino people are not merely

passive passengers but rather active participants in bringing about change. Let me therefore invite you and your

organization to join us, the veterans, veterans’ organizations, other government agencies, local government

units, communities, the academe, media organizations, businesses and the youth as we embark on this important

journey to rediscover kagitingan

LTGEN ERNESTO G CAROLINA AFP (RET)

Administrator

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CONTENTS

List of Tables ............................................................................................................................................. ii

List of Figures .......................................................................................................................................... iii

I. INTRODUCTION ................................................................................................................................. 4

II. Philippine Veterans Affairs Office ...................................................................................................... 5

Organization ...................................................................................................................................... 5

Mandate and Mission ........................................................................................................................ 5

Who We Serve ................................................................................................................................... 6

Our Services ....................................................................................................................................... 6

III. The Fading of Kagitingan ................................................................................................................... 7

Current realities ................................................................................................................................. 7

IV. Rekindling Kagitingan......................................................................................................................... 8

Early Reform Initiatives ...................................................................................................................... 8

Strategic Change Agenda ................................................................................................................... 9

Performance Governance System ..................................................................................................... 9

Strategy Map ...................................................................................................................................11

Breakthrough Goals .........................................................................................................................11

Strategic Objectives .........................................................................................................................12

Governance Scorecard ....................................................................................................................13

Strategic Initiatives ..........................................................................................................................16

Project Management Teams............................................................................................................17

V. Involving the Community – Multi-Sector Governance Council ........................................................17

Selection Process .............................................................................................................................17

Functions .........................................................................................................................................18

Investing in Kagitingan .....................................................................................................................18

VI. Early Gains .......................................................................................................................................19

Early Tangible and Intangible Benefits .............................................................................................19

VII. Concluding Statement .....................................................................................................................19

LIST OF TABLES

Table 1 Strategic Change Agenda ............................................................................................................. 9

Table 2 PVAO Governance Scorecard .....................................................................................................13

Table 3 Status of VFP Charter Organizations ..........................................................................................14

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Table 4 Kagitingan Initiatives funded in the 2016 Budget ......................................................................18

LIST OF FIGURES

Figure 1 Informal Settlers occupying the Libingan ng Mga Bayani ........................................................... 8

Figure 2PGS Governance Pathway .........................................................................................................10

Figure 3 PMT Reforms in Veterans Benefits Management System comprising of the Chiefs of the

Claims, Finance, Veterans Records Management and Management Information Divsions present the

Project execution Plan to the Chairman of PVAO SMB ...........................................................................17

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I. INTRODUCTION

The Kagitingan Roadmap 2022 (KR22) was initially developed as the

strategic plan of the Philippine Veterans Affairs Office. However, in

the course of the review of its mandate and the state of veterans’

affairs, we realized that PVAO has an opportunity, nay the

responsibility and mandate to lead the Philippines to a path back to

the ideals of Kagitingan which the defenders of this country

exemplified.

The KR22 is anchored on the premise that to rekindle the Kagitingan

demonstrated by our WWII veterans, we as a nation need to do two

things: 1) reconnect with our glorious historical past by remembering

and celebrating the heroism of our veterans; and 2) empower the

veterans by looking after their well-being and help them as a sector

become a respected and important voice in national affairs.

Accordingly, the KR22 involves 16 Strategic Objectives and eight (8)

projects to deliver two (2) Strategic Outcomes: 1) Empowered

Veterans; and 2) Motivated Future Defenders.

This handout is an invitation to join PVAO in its Kagitingan journey

and also to invest in this nation’s future.

Being an invitation, Chapter II explains what PVAO is and why it

should lead this journey. This handout also describes where we are

coming from, the metaphorical starting point of our journey, in

Chapter III; and, our destination in Chapter IV, including the

waypoints and milestones we have to pass during the journey.

Chapter V discusses the experts who will join us and help us navigate

our way, while Chapter VI describes where we are now and the

progress we have made so far.

As an investment plan, the KR22 identifies the resources we as a

nation need to put into the care of our veterans and the celebration

of their heroism. The dividends from which are motivated and

inspired future defenders and a nation which loves its country.

“Bataan has fallen. The Philippine-

American troops on this war-ravaged and

bloodstained peninsula have laid down

their arms. With heads bloody but

unbowed, they have yielded to the

superior force and numbers of the enemy.

The world will long remember the epic

struggle that Filipino and American

soldiers put up in the jungle fastness and

along the rugged coast of Bataan. They

have stood up uncomplaining under the

constant and grueling fire of the enemy

for more than three months. Besieged on

land and blockaded by sea, cut off from

all sources of help in the Philippines and in

America, the intrepid fighters have done

all that human endurance could bear.

Excerpt from the radio broadcast

message, as written by Captain Salvador

P. Lopez, delivered by Third Lieutenant

Normando Ildefonso “Norman” Reyes on

the “Voice of Freedom” radio broadcast

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II. PHILIPPINE VETERANS AFFAIRS OFFICE

ORGANIZATION

The Philippine Veterans Affairs Office (PVAO) is a bureau under

the Department of National Defense (DND) that serves as a

channel of the nation’s gratitude to its defenders – the Filipino

veterans.

PVAO is a 400 –strong service organization with its Central

Office in Quezon City, and 25 Field Service Extension Offices and

eight (8) Shrine Units nationwide.

Following the approval of the PVAO Rationalization Plan in 2010,

PVAO was constrained to adopt a horizontal (or flat) structure

with few or no levels of middle management between staff and

executives. All directorship positions were abolished leaving

only two executive level positions (the Administrator and

Deputy Administrator), to oversee nine (9) divisions all located in

the Central Office.

The following five (5) divisions are considered core units:

1. The Veterans Memorial and Historical Division which is in

charge of propagating veterans’ heroism

2. Veterans Affairs Management Division which oversees and

provides technical assistance to veterans organizations.

In addition, there are three divisions in charge of providing care

and benefits to veterans, namely the:

3. Claims Division for the adjudication of benefits

4. Financial Management Division - which is in charge of benefits

delivery; and,

5. Veterans Records Management Division - which spearheads

the monitoring of the pensioner and ensuring the of the reliability

of the pension list.

MANDATE AND M ISS ION

PVAO derives its mandate from the 1987 Constitution which

provides that:

“The State shall provide immediate and adequate care,

benefits, and other forms of assistance to war veterans

and veterans of military campaigns, their surviving

spouses and orphans. Funds shall be provided therefor

and due consideration shall be given them in the

disposition of agricultural lands of the public domain

MISSION:

To ensure the welfare and wellbeing of

the veterans and perpetuate the memory

of their heroic deeds

VISION:

A Strong and Unified Filipino Veterans

Community serving as a Reliable Partner in

Nation-Building

CORE VALUES

Patriotism - manifestation of love for

country through societal contributions

Integrity – wholeness of character and

steadfast principles

Professionalism – commitment for work

and its developmental impact

Solidarity –cohesiveness of collective

action towards one vision

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and, in appropriate cases, in the utilization of natural resources.” - Section 7, Article XVI

and

“The State recognizes the vital role of the youth in nation-building and shall promote and

protect their physical, moral, spiritual, intellectual, and social well-being. It shall inculcate in

the youth patriotism and nationalism, and encourage their involvement in public and civic

affairs.” - Section 13, Article II

Both mandates are inextricably linked to national security: how the State takes care of the veterans

and propagate their heroic deeds impact on the motivation of the citizens, especially the youth - the

nation’s future defenders.

WHO WE SERVE

Republic Act No. 6948, as amended, defines a veteran as any person who rendered military service in

the land, sea or air forces of the Philippines during the revolution against Spain, the Philippine-

American War, World War II, including Filipino citizens who served in Allied Forces in the Philippine

territory and foreign nationals who served in Philippine forces, the Korean Campaign, the Vietnam

Campaign, the Anti-Dissidence Campaign, or other wars and military campaigns.

The law also recognizes as veterans those who rendered military service in the Armed Forces of the

Philippines (AFP) and have been honorably discharged or separated within the prescribed length of

service, or sooner separated due to death or disability arising from a wound or injury received or

sickness or disease incurred in line of duty while in the active service.

OUR SERVICES

To perform its two-pronged mandate PVAO provides the following services to veterans, their loved

ones and the general public:

1. Veterans Welfare and Benefits Administration. PVAO administers a portfolio of pension and

non-pension benefits for veterans and their qualified dependents as provided in Republic Act

6948, as amended. Non pension benefits include a P20,000 burial assistance to help defray

the cost of funeral services for the veteran; educational benefits for the WWII, PEFTOK and

PHILCAG veteran for one direct descendant presently amounting to P36,000 per academic

school year; free medical care at the Veterans Memorial Medical Center; P1,500 subsidy per

day of confinement at any PVAO accredited hospital for a maximum of 45 days; and, subsidies

for selected medical procedures.

2. Veterans Affairs Management which seeks to empower veterans’ organizations by providing

technical and other forms of assistance.

3. Veterans Memorial and Historical Preservation and Propagation through the development

and maintenance of shrines at a standard befitting a physical reminder of our veterans’

heroism; celebration of veteran-related events as display of the country’s appreciation and

gratitude to its defenders; and, publication of books and production of other multimedia

materials to ensure that the veterans heroism is never forgotten.

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III. THE FADING OF KAGITINGAN

In 2006, PVAO underwent an Integrity Development Review (IDR) conducted by the Office of the

Ombudsman (OMB) in partnership with the Development Academy of the Philippines (DAP) and the

Commission on Audit (COA). This allowed a third party evaluation of the strength and vulnerabilities

of PVAO and eventually paved the way for PVAO to closely review how it has been performing its

Constitutional Mandate by looking at the current state of veterans affairs.

CURRENT REALITIES

Inadequate Veterans Benefits

The current rate of veterans benefits is prescribed in Republic Act No. 6948 of 1990 as amended by

Republic Act No. 7696 of 1994 over the last 20 years is only P5,000. This may be considered modicum

for the daily subsistence of the veterans in 1994, but is grossly inadequate today amidst constantly

rising prices and their growing needs, given their advance age and deteriorating health.

The Total Disability Pension of P1,700 is grossly inadequate to support daily living requirements of a

veteran who sustained a service-connected disability, sickness or injury and has totally lost his

capacity to be gainfully employed.

Burial assistance has only been recently increased to P20,000 when the Government Service Insurance

System (GSIS) and the Social Security System (SSS) have long been providing the same amount to their

members since 2000.

Delayed Payment of Arrearages

The government used to owe P25.3 Billion (as of Dec 2008, down to P17B as of Dec 2015) in unpaid

pension benefits to veterans and their loved ones which has accumulated and remained

unappropriated before 2010. While the government has started to pay the veterans pension benefits

and is in the process of partially paying the pension arrearages, allowing pension obligations to be

unpaid for more than a decade has resulted in making the veterans felt that they are neglected and

uncared for by the government.

Inaccessible Healthcare

This perception is exacerbated by the fact that there is only one veterans hospital, the Veterans

Memorial Medical Center in Quezon City, which is conveniently accessible only to 24% of eligible

beneficiaries. The larger segment of veterans who are in the provinces and regions have to pay for

their own medicines and have little access to free outpatient care.

Veterans’ Affairs

The government knows that it cannot provide everything that the veterans need. To augment

veterans’ pension benefits, the government provided valuable properties and assets, supposedly for

veterans’ use, as well as corporate instruments and opportunities to enable them to generate

additional income. However, veterans have not been properly assisted and capacitated to manage

these properties and assets resulting in a long track record of poor corporate governance, which in

turn has led to factionalism within the Federation.

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Under this environment the issue of veterans affairs was reduced to a mere economic concern,

overshadowing what the veterans really stood for --- as living models of patriotism, allegiance to the

flag, selfless service and supreme sacrifice.

Current State of National Shrines

Informal settlers occupy 15 hectares of the Libingan ng mga

Bayani (LNMB), and they have sought protection from local

government executives. The LNMB is desecrated by visitors

who are not conscious about its status as a national park,

military shrine and the final resting ground of the country’s

heroes, patriots and martyrs.

Dwindling Interest in Commemorative Events

Proclamation No. 653, s. 1993 directs the LGUs to commemorate

annually the anniversaries of significant events related to the liberation of the Philippines during

World War II. Only 13 out of 43 significant events mandated are still being observed. The

commemoration has been devolved to the local governments who have not taken ownership of the

event.

Diminishing Appreciation for Reminders of Historic Past

There is a dearth of information and materials about our great historic past. Many untold stories of

heroism have not been written and are in danger of being lost in the national

IV. REKINDLING KAGITINGAN

EARLY REFORM INITIATIVES

Confronted with these realities and recognizing that PVAO plays a vital role in rekindling the ideals of

Kagitingan, PVAO started to transform from an organization fixated on the administration of pension

benefits to one that is capacitated to serve as the catalyst in the building of Kagitingan.

PVAO took advantage of the government-wide Rationalization Plan to shift from a benefits-based to a

functions-based structure which included the upgrading of the Military Shrines Service into the

Veterans Historical And Memorial Division and the creation of a Veterans Affairs Management Division

which is a dedicated unit to supervise veterans affairs.

It also entailed investment in Human Capital through the PVAO Human Resource Development

Program and the development of the Code of Conduct. PVAO also embarked in the development of

the most important asset of any organization – its human resource— through a Moral Renewal

Program and upgraded the technical skills of its people through training and exposure to best

practices.

Realizing that it has to perform as it transforms, PVAO raised operational efficiency by creating a

cohesive team and worked to improve and streamline processes. The Agency is now on its fourth year

of ISO Certification.

In the process of undertaking these reforms, we identified several areas where we need to focus, and

the changes that we need to effect.

Figure 1 Informal Settlers occupying the Libingan ng Mga Bayani

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STRATEGIC CHANGE AGENDA

Table 1 Strategic Change Agenda

FROM TO

Provide pension and benefits Role of PVAO Ensure veterans’ overall welfare

and wellbeing

Static symbols of heroism

Shrines and Memorials

Instruments that instill national pride and patriotism

Provides story (historical perspective)

Combines story and scenery

Dependent client Veteran Empowered partner

Focused on a limited few Commemorative Events

Pervasive

National government-led Community-based involvement

Underutilized Veterans’ Assets/Properties

Optimized

Benefitting a select few Benefits equitably shared

Disproportionate Pension and Benefits Structure

Rationalized

Token assistance Impacts on welfare and wellbeing

Factionalized and marginalized Veterans Organization United and empowered

Rekindling kagitingan involves a series of interrelated strategic changes in the role of PVAO, the

services we provide and eventually to the clients we serve – the veterans.

In accordance with our mandate, PVAO needs to go beyond from being merely a pension and benefits

provider but an agency tasked to ensure the welfare and well-being of our veterans. By extension, the

benefits and services provided to our veterans must be rationalized and upgraded so that these

generate a positive impact on the welfare and well-being of the veteran and qualified dependents. For

instance, the current disability pension rate of P1,000 per month will hardly be appreciated by veteran

who lost the capacity to be gainfully employed due to his or her disability.

Military shrines and memorials, such as the Libingan ng mga Bayani and the Dambana ng Kagitingan

in Mt. Samat should not be merely physical reminders of the veterans heroism and their story, but

should also be able to inspire nationalism.

Communities must take pride and ownership of their local histories particularly World War II events

where their forefathers displayed how it is to love ones’ country.

There is also a need to strengthen the Filipino veterans into a united community, whose collective

wisdom is respected as a valuable resource in influencing national issues.

Hopefully, the convergence of these strategic changes will result in empowered veterans, who are no

longer dependent on the state for his/her care but is partner in nation-building by continuing to be the

well-spring of kagitingan.

PERFORMANCE GOVERNANCE SYSTEM

Not wanting to lose the momentum of our earlier reform initiatives PVAO realized the need for a

blueprint to sustain the long term success of its current programs and pursue the desired strategic

change, which will endure changes in leadership. Given these considerations, PVAO decided to adopt

the Performance Governance System (PGS) and design the blueprint for reform – the Kagitingan

Roadmap 2022.

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The PGS is the local adaptation of the Balance Scorecard system of strategic planning and

management that is widely used in business, industry, public, and nonprofit organizations worldwide.

This is administered locally for public sector organizations by the Institute for Solidarity in Asia (ISA)

Central to the PGS is the Governance Pathway, which determines an agency’s level of adoption of the

PGS in four-stages. From the 1st Stage or Initiation, where an organization is deemed to have a

strategy map and scorecard to pursue its vision to the 4th and last stage or Institutionalization, where

organizations have aligned their organizations to strategy and proven its ability to sustain the PGS.

Last 20 October 2015, PVAO was deemed as having successfully passed the Compliance Pathway, by

proving that it already has the structure to and mechanisms in place to cascade its strategy to lower

level units.

Figure 2PGS Governance Pathway

Initiation

•Institutions must lay the foundations of governance, creating and committing to a transformation roadmap, governance scorecard, and portfolio of strategic initiatives. They must present these together with their core values, mission, and vision.

Compliance

•Institutions must bring the strategy down to lower-level units and allocate financial resources to strategic initiatives. They must create an Office for Strategy Management (OSM), Multi-sector Governance Council (MSGC), and a Communication Plan for the transformation program.

Proficiency

•Institutions must be able to show that previously installed governance mechanisms are able to function toward producing emerging breakthrough results. It is critical for the OSM to drive the transformation program at this point and to provide the leadership team with guidance in decision-making.

Institutionalization

•Institutions must be able to align every effort toward transformation and better delivery of public service. They must be guided by a strong culture of governance, supported by sustainable mechanisms that can enable continuous breakthroughs and outreach to other institutions that are in need of transformation.

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STRATEGY MAP

The PVAO Kagitingan Roadmap 2022 in perspective tells a story of past and future strategy. PVAO

envisions to empower veterans and to motivate future defenders following the ideals of Kagitingan.

PVAO’s roadmap shall encompass all Kagitingan stakeholders because love of country is believed to be

present but embedded in every Filipino’s consciousness. Hence, the Kagitingan Roadmap 2022

articulates two themes: Empowered Veterans and Motivated Future Defenders. The road to the

breakthroughs follows the Balanced Scorecard perspective of constituents, core processes, learning

and growth, and finance. The PVAO Kagitingan Roadmap 2022 treads along two destinations in one

route.

BREAKTHROUGH GOALS

The success of the KR22 will be measured in terms of meeting its breakthrough goals – outcomes,

which directly impact on PVAO’s constituency – the veterans and the general public.

PVAO’s first breakthrough goal is the reduction of the number of indigent veterans from 16,100 to 0

by 2022. We found out that almost 90% of WWII veterans are entirely dependent on the P5,000 old

age pension and P1,700 administrative disability pension or TAD from PVAO.

Another group of veterans are the disability pensioners. These are soldiers who were injured or fell

sick while serving and as a result lost their capacity to be gainfully employed. As earlier mentioned,

they receive a monthly TAD of P1,700 only.

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PVAO selected the breakthrough of making sure that there will be no indigent veteran by 2022

because in the eyes of the people especially the youth, even a single indigent veteran, sends a wrong

message on how the nation takes care of its defenders.

PVAO’s second breakthrough goal is to increase the number of Kagitingan builders from 21 to 73 by

2022. Kagitingan builders refer to the initiatives that promote kagitingan among the citizens. These

are the development of shrines, participation in commemorative events, production of historical

accounts and other reminders of our nation’s great historic past.

STRATEGIC OBJECTIVES

Supporting the achievement of the breakthrough goals are eight strategic objectives addressing the

improvements in core process, organizational capacity building and managing financial resources.

Unify the veterans under an empowered and credible Federation

PVAO endeavors to unify all veterans under an empowered and credible umbrella organization—the

Veterans Federation of the Philippines (VFP). To do this, PVAO strengthens the Federation by helping

the eleven disenfranchised original charter members to rejoin the VFP. PVAO also intends to bring

new blood into the Federation by facilitating the affiliation of fraternal and regional veterans

organizations. So far, nine non-chartered organizations have been affiliated with the VFP. PVAO hopes

to bring the number of new member organizations to 23 by 2019.

Pursue Legislation to reform the pension system and improve veterans benefits

Supporting legislative agenda on improving social benefits such as increase in pension and expansion

in health, burial, and, other benefits leads to reduction of veterans’ indigency. PVAO takes the

responsibility of helping veterans articulate their needs, concerns, and aspirations before the

Philippine Congress so that these maybe translated into pieces of legislation that will improve their

welfare.

Improve management of veterans pension and benefits

Apart from rationalizing and upgrading veterans pensions and benefits, PVAO will also endeavor to

improve how it manages the government funds ensuring that only those are truly deserving enjoy the

benefits due to veterans and their qualified dependents. Aside from legislation and a review of

systems and procedures, PVAO will be automating the following five key processes critical to the

management of veterans benefits:

1. Retrieval and management of veterans records; 2. Processing of application for benefits; 3. Payment of veterans benefits and the recording thereof; 4. Bank reconciliation, and; 5. Monitoring of the status of pensioners.

Forge strong partnerships with LGUs, national agencies, academe and private sector

The process of collaboration shall achieve this objective. Partnerships with the local and national

government agencies, civil society movers in the academe, veterans organizations, profit and non-

profit organizations shall bring together a community around the shrines to initiate celebratory events.

The same multi-partite linkages shall be tapped to pursue adequate research for documenting

historical accounts.

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Motivating our future defenders by giving them important roles in commemorating historical events

shall drive local government units to lead in reliving kagitingan. Motivating our future defenders by

feeding their minds with accurate stories of kagitingan shall provide them tangible manifestations of

love of country that is worth-emulating.

Enhance competence in organizational development, supervision of corporate affairs and project management

PVAO has two strategic objectives under learning and growth: enhance competence in organizational

development and in supervision of corporate affairs to better shepherd and guide veterans

organizations. Project management competence is also needed to effectively execute the

development of shrines and other similar projects under the Kagitingan Roadmap.

Enhance competence in strategic communication

PVAO has to enhance its competence in strategic communication, which will be a major driver in the

forging of partnerships and in generating support for the Kagitingan Roadmap. The acquisition of these

competencies will be included in the PVAO Education and Training Program and will be a priority

consideration in the second tranche of the PVAO Reorganization Plan.

Maximize the revenue potential of real estate properties and other assets for the benefit of veterans

Under finance, PVAO seeks to optimize the revenue potential of properties and other assets made

available for the benefit of veterans. To achieve this, PVAO will facilitate the formulation of viable

development plans, and initiate pertinent legislative actions for the aforementioned purpose. By 2022,

PVAO hopes to have fully accounted all assets and properties for veterans’ use and ensure that the

maximum benefits derived will redound to the welfare of all veterans.

Institutionalize strategy driven budget system

PVAO shall also institutionalize a strategy driven budget system by establishing an office of strategy

management and incorporating in the agency budget the funding support requirements for the

Kagitingan Roadmap.

GOVERNANCE SCORECARD

Table 2 PVAO Governance Scorecard Perspectiv

e

Strategic Outcomes / Objectives

Measure 2014

BL

2015 2016 2017 2018 2019 2020 2021 2022

actual target

CO

NST

ITU

ENTS

Reduce the number of indigent veterans

# of indigent veterans

16,100 13,800 4,500 0

Increase the Number of Kagitingan Builders

# of Kagitingan builders

21/73 23/73 30/73 35/73 40/73 48/73 57/73 66/73 73/73

CO

RE

PR

OC

ESS Unify the veterans

under an empowered and credible federation

# of charter organizations restored with VFP

5/16 9/16 11/16 14/16 15/16 16/16 16/16

# of post-war veteran organizations affiliated with VFP

9/23 10/16 12/23 18/23 20/23 22/23 23/23

Pursue legislation to reform the pension

Legislative milestones

Law increasing the

pension of WWII veterans Law increasing death and

disability pensions

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Perspectiv

e

Strategic Outcomes / Objectives

Measure 2014

BL

2015 2016 2017 2018 2019 2020 2021 2022

actual target

system and augment veteran benefits

Improve

management of

veterans pension

and benefits

# of critical

processes

automated

1/5 1/5 1/5 2/5 3/5 4/5 5/5

Forge partnerships with LGUs, national agencies, academe and private sector

# of commemorations with interagency organizing committees

13/43 17/43 15/43 20/43 23/43 26/43 30/43 35/43 40/43 43/43

# of books, journal articles, publications and multi-media materials

7/20 7/20 7/20 9/20 11/20 13/20 15/20 17/20 19/20 20/20

# of MDPs implemented

1/10 1/10 1/10 1/10 1/10 1/10 3/10 5/10 7/10 10/10

LEA

RN

ING

& G

RO

WTH

Enhance competence in org dev, supervision of corp affairs and proj mgt

# of strategic units with full personnel complement and competencies

N/A

3/12 6/12 9/12 12/12

Enhance competence in strategic communication

FIN

AN

CE

Maximize the revenue potential of real estate properties earmarked to benefit veterans

# of properties with lease rates that follow fair market value

1/45 1/45 3/45 6/45 10/45 15/45 20/45 27/45 37/45 45/45

Institutionalize strategy driven budget system

# of strategic initiatives / projects implemented

N/A 4/6 6/6 6/6 6/6 6/6 6/6 6/6 6/6

To track PVAO’s progress in implementing the Kagitingan Roadmap, a Scorecard was developed with

annual targets for each strategic objective. The left column shows the list of strategic outcomes and

objectives. The middle column shows the measures of performance by which we gauge our objectives

and outcomes. And on the right are the defined targets against which variances performed will be

monitored.

PVAO has already made headways on the following measures:

Charter Organizations Restored with the VFP

PVAO was able to increase the number of chartered organizations who are active members of the VFP

from five to nine by facilitating the reaccreditation of the following veterans organizations:

Table 3 Status of VFP Charter Organizations

Chartered Organization Status

1. Hunters ROTC Active

2. Philippine Veterans Legion (PVL) Active

3. PEFTOK Veterans Association (PEFTOK) Active

4. AFP Retired Veterans Association (AFPREVA) Active

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5. USAFIP-North Luzon (USAFIP-NL) Active

6. Fil-American Irregular Troops, Inc. (FAIT) Restored 2014

7. Philippine Association of War Widows, Parents and Orphans (PAWWPO)

Restored 2014

8. Gold Star Mothers and United Widows and Orphans Association of the Philippines, Inc.

Restored 2015

9. Confederation of Filipino Veterans Restored 2015

10. Defenders of Bataan and Corregidor, Inc. for restoration of VFP membership 11. ECLGA Veterans Association

12. Magsaysay Veterans Legion

13. Philippine National Guard Veterans Legion

14. Philippine Naval Veterans Legion

15. Filipino Disabled Veterans Association

16. United Disabled Veterans Association of the Philippines

17. Associacion de los Veteranos de la Revolucion

Post-War Veteran Organizations Affiliated with VFP

PVAO also facilitated the accreditation of the following organizations as VFP Affiliate organizations:

1. Kampilan Peacekeepers Association, Inc 2. The Last Watering Hole Association 3. Fraternal Organization of ROTC, Reservists and Veterans (FORVETS) 4. Cavaliers Association of Veterans 5. 6th MD WWII Veterans Association 6. Queens Row Veterans Organization 7. Cavaliers 57 and Associates 8. Sixty-Six Veterans and Associates 9. Cebu Area Command Veterans Association 10. Philippine Association of Soldiers’ Widows Parents and Orphans, Inc. (PASWPO) 11. Cebu AFP Retired Veterans Association

In addition, PVAO continues to work for the accreditation of the following organizations:

1. Retired Enlisted Personnel Association of Capas, Tarlac 2. AFP Retirees and Legal Beneficiaries Association, Inc. 3. United Nations Veterans Association of the Philippines 4. Association of Retired Military Officers/Personnel for Unity and Reform Philippines, Inc (ARMOUR) 5. Corps 70 Management, Inc 6. Eastern Rizal AFP Retirees and Pensioners Association 7. Wa Chi 48th Squadron Veterans Legion, Inc. 8. AFP Enlisted Personnel Retirees Association in Mindanao, Inc. 9. Philippine Civic Action Group Vietnam 10. Aksyon Beterano, Inc. 11. Retired-Reservist Association National and Global Emergency Response, Inc 12. World War II Legionnaires of the Philippines, Inc. 13. PMA First Four, Inc. 14. Sialng AFP Retirees Association, Inc. 15. Post World War II Veterans Association

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Commemorations with Interagency Organizing Committees

Three more local government units took ownership and celebrated the following World War II events,

which were included in under Presidential Proclamation No. 653

1. Retaking of Nichols Air Field and Fort William McKinley, Rizal 2. Liberation of Los Baños, Laguna 3. Landing in Puerto Princesa, Palawan 4. Liberation of Lipa City

STRATEGIC INITIATIVES

To help PVAO achieve its commitment in its scorecard, seven initiatives or projects:

Project Unitas aims to unify the Filipino Veterans Community by encouraging veterans to organize themselves and unify these organizations into a truly empowered and credible federation

Legislation to rationalize the pension system and upgrade veteran benefits is part of the initiative to rationalize and upgrade veterans benefits PVAO will pursue legislation to increase veterans benefits. The effort will include shoring support not only from legislators, but also from other branches of government, the academe, media and the general public.

Reform Veterans Benefits Management System seeks to improve the management of veterans pension and benefits by automating critical processes in pension operations and services administration. Under this project, five systems are being targeted for complete automation until 2022.

Partner Tayo Para sa Bayani seeks to make the formation of Kagitingan builders a shared responsibility and commitment. For activities like commemorations, the project pursues grassroots ownership shared among the local players-government, academe and private sectors-and the national government agencies. Similarly, the project seeks to forge partnerships in implementing master development plans for existing and future shrines.

Reorganization 2.0 and PVAO Learning and Development Program enhance PVAO’s competence in organizational development, supervision of corporate affairs, and project management. This initiative also covers the development of strategic communication among nine strategic units with full personnel complement and competencies by 2022.

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Project Asset Optimization is a three-tracked initiative that seeks to first, make an inventory all assets provided by the state for the benefit of the veterans. Second, review the management of these assets to at the very least adjust lease rates to current market value. Lastly, ensure that veterans assets are managed professionally and competently.

PROJECT MANAGEMENT TEAMS

To ensure that PVAO meets or exceeds the

performance targets in its scorecard and

translate strategy to execution, PVAO created

seven project management teams, which will

implement the initiatives or projects included

in the Scorecard. Since these projects require

inputs and the participation of several PVAO

units, the project management teams are

interdependent and are similarly composed of

personnel from different PVAO units and

external stakeholders.

For example, the Project to Reform the

Veterans Benefit Management System is

composed of officers from the Finance,

Claims, Veterans Record Management and

Management Information Division.

Similarly, the Change Management Team which is tasked to rationalize the organizational structure of

the VFP under Project Unitas is composed of personnel from the Veterans Affairs Management

Division, Legal Affairs Division, Administrative Division, the Veterans Federation of the Philippines and

from the Department of National Defense.

V. INVOLVING THE COMMUNITY – MULTI-SECTOR GOVERNANCE

COUNCIL

Central to the successful implementation of the Roadmap and Scorecard is the meaningful

participation of external stakeholders, who will ensure the following:

1. Sustainability of strategy execution;

2. Continuity despite leadership changes; and,

3. Fidelity to the Roadmap.

SELECTION PROCESS

With this in mind, PVAO embarked on a deliberate process of 1) determining the sectors, which need

to be represented in the MSGC and 2) the selection and invitation of leaders or those with

considerable influence in the sector, which they represent, and have demonstrated a willingness to

serve the veterans and the country.

Figure 3 PMT Reforms in Veterans Benefits Management System comprising of the Chiefs of the Claims, Finance, Veterans Records Management and Management Information Divisions present the Project execution Plan to the Chairman of PVAO SMB

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FUNCTIONS

As an advisory body, the PVAO MSGC’s primary role is to provide advice and guidance to PVAO on the

formulation, updating, execution and monitoring of the PVAO Kagitingan Roadmap 2022 and the

adoption of the Performance Governance System. In particular, the responsibilities of the PVAO

MSGC are to:

1. Assess and monitor the progress of the Kagitingan Roadmap 2022;

2. Evaluate PVAO’s performance relative to its scorecard;

3. Validate strategy review and assessment reports;

4. Support PVAO in promoting the Kagitingan Roadmap 2022 with sector they represent;

5. Assist PVAO in forging partnerships with Kagitingan stakeholders, and;

6. Link PVAO to individuals and organizations which could provide the competencies, technical

knowledge, financial support and other resources critical to the implementation of the Kagitingan

Roadmap 2022.

INVESTING IN KAGIT INGAN

Process of aligning the budget

To integrate the PGS in PVAO’s budgeting process, we revised the process by which we prepare the

Annual Plan and Budget (APB). For the 2015 and APB, all PVAO’s activities were presented, treated and

evaluated as one-year projects. Under this arrangement PVAO was able to prioritize funding for

initiatives such as Project Unitas, support additional commemorations and other activities to increase

the number of Kagitingan Builders.

For the larger requirements of the Kagitingan Roadmap PVAO employed a two-pronged approach of

consistently including our additional requirements in planning documents such as the forward

estimates and budget proposal, supported with a targeted communication campaign to the offices in

charge of providing the funds to enable PVAO to implement the Kagitingan Roadmap. For the

preparation of the 2016 and 2017 Budget PVAO consistently reiterated its financial requirements to

upgrade veterans benefits, repair and maintenance of military shrines and automation of critical

processes, which are all part of PVAO’s Kagitingan Roadmap.

This approach has allowed PVAO to successfully include an additional P86,871,000.00 to fund

Kagitingan Initiatives

Table 4 Kagitingan Initiatives funded in the 2016 Budget

Strategic Objective / Initiative Program, Activity, Project Funded / Increased Amount

Pursue legislation to reform the pension system and augment veteran benefits

Increase in appropriations for Burial Assistance Program from P75M to P100M

25,000,000

Increase in appropriations for Hospitalization Benefits from P10M to P50M

40,000,000

Increase the Number of Kagitingan Builders

Rehabilitation of the colonnade and vignettes of the Memorial Cross at Mt. Samat Shrine

2,200,000

Improve management of veterans pension and benefits

Implementation of the first year of the Information System Strategic Plan

19,471,000

TOTAL 86,871,000

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But the change, if it is to be permanent

and significant, must start with us and in

us.

To borrow the language of F. Sionil Jose,

we have become our own worst

enemies. And we must have the courage

and the will to change ourselves.

Love of country, subordination of

personal interests to the common good,

concern and care for the helpless and

the impoverished – these are among the

lost and faded values that we seek to

recover and revitalize as we commence

our journey towards a better Philippines.

The ride will be rough. But come and join

me just the same. Together, shoulder to

shoulder, let us take the first wobbly

steps in this quest.

Inaugural Address of President Rodrigo Roa Duterte [June 30, 2016, Rizal Ceremonial Hall, Malacañang, Manila]

VI. EARLY GAINS

EARLY TANGIBLE AND INTANGIBLE BENEFITS

Aside from the additional funds included in the 2016 Budget to fund Kagitingan initiatives, PVAO was

also able to fund the following in this 2015:

1. Provide support able to encourage local governments to celebrate WWII events, particularly the

Liberation of Angono, Paranaque and Palawan, among others.

2. In partnership with Filipino War Veterans Foundation, Inc. (FILVETS), finance the scanning and

digitization of World War II records at the United States National Archive, thereby preserving

primary historical sources on the veterans heroism.

More recently, PVAO was able to successfully work for the declaration of the Balete Pass (formerly

Dalton Pass) in Nueva Vizcaya as a national shrine under its administration.

VII. CONCLUDING STATEMENT

PVAO is ready to lead the way in finding our way

back to kagitingan, but this is not a journey that

PVAO will make on its own. It is a journey where

the Filipino people are not merely passive

passengers but rather active participants in

bringing about change.

But as the President emphasized, “change, if it is to

be permanent and significant, must start with us

and in us.”

And there is no better starting point than for

Filipinos to draw inspiration from those who have

truly demonstrated the values of love for country

and selfless sacrifice in the most difficult of times –

our veterans who have given life and limb in

defense of this country.

With this inspiration drawn from our veterans, and

with kagitingan as our compass, we are better

armed to face the challenges and opportunities we

will meet in our journey towards a better

Philippines.