In solidarity with other stakeholders
ANEW approach had to be found for winning the peace; and that approach should include all stakeholders in the formulation and execution of the peace and development strategy. In other words, the approach had to be genuinely participatory, as good governance demands.
To the credit of the Armed Forces of the Philippines (AFP), and specifically the Philippine Army (PA), they never faltered in looking for the right and eventually successful approach. Col. Cordova notes: “The AFP and the Army never lost hope. In 2010, the AFP, in close consultation with our civilian stakeholders, advanced the Internal Peace and Security Plan (IPSP) ‘Bayanihan’. This advocated a multi-stakeholder approach and a paradigm shift, which underscored a people-centered approach in the conduct of AFP operations. Thus, under IPSP Bayanihan the primary focus of military operations is “winning the peace” and not just defeating the enemy. In this regard, the AFP was guided by two strategic imperatives: a) adherence to Human Rights/International Humanitarian Law/Rule of Law; and b) involvement of all stakeholders. (IPSP Bayanihan, 2010)”. Under this new approach, from the formulation of a local peace and development agenda to its implementation, the military sector did not aim to predominate; rather, it sought to collaborate closely with the civilian sector.
The response from the civilian sector this time was different. It became much more welcoming and genuinely more cooperative. Again, Col. Cordova: “unlike the NISP that was not received very well by the civilian sector, the IPSP Bayanihan was embraced by our civilian stakeholders as their own plan; and this was for the simple reason that they were involved in the crafting of the plan. The goals that the IPSP Bayanihan articulated were shared by everyone who participated in its crafting. Everybody wanted to ‘win the peace’ this time, instead of simply winning the war against the insurgents.”
Col. Cordova continues: “With the support of the national government agencies, the local government units, civil society and non-governmental organizations, and other civilian stakeholders, the AFP was able to effectively implement the IPSP Bayanihan. We were able to build partnerships and forge alliances because everybody had a deep sense of ownership over the plan, which was born out of everyone’s social responsibility to ‘win the peace’ for the Filipino people. We had the same goals; we shared the same values; we were all together in the common enter- prise for peace in our land.”
What a difference in mind-set and approach could make. Where before the NISP already called for stakeholder participation and military-civilian cooperation, it failed to secure widespread support because the military was perceived as being too much in control. It formulated the strategy, and it then expected the civilian sector to cooperate in strategy execution; but since the latter (the civilians) had little if any role in the formulation of strategy, they did not have their heart and mind in throwing in their much-needed support and involvement. This changed with the IPSP Bayanihan: lessons had been learned; and a governance program had been adopted by the Army and the AFP as a whole. Under a governance mind-set, “shared vision” and “shared responsibility” along with “shared value” became the mantras for delivering breakthrough outcomes.
Finally, with such a mind-set, cooperation, participation, and involvement became the operative mantras. To the credit of the AFP and the PA, these mantras were not only chanted on special occasions; they were put into practice in the ABCs of strategy formulation and strategy execution.