<Title of Project> PROJECT REPORT Prepared by:

Executive Summary: <Name/s>

The ALP was approved and endorsed by the Executive Sponsor to the Officials and employees of the Manila
International Airport Authority.

The main objective of this project is to re-designed the organizational structure of the Manila International Airport
Authority (MIAA) in order to fulfill its Mission and Vision in accordance to its Mandate to provide high standards of
airport accommodation and service comparable with the best airports in the world.

This proposal was brought about by the following developments:

 construction and operation of additional two (2) large passenger terminals namely, the NAIA Terminal 2
and the NAIA Terminal 3 having a combined capacity of 20.5 million passengers per annum;

 the expansion of runways and taxiways to accommodate wide-bodied aircrafts and increasinthe
expansion of NAIA Terminal 1 and Terminal 4 to accommodate the upsurge in the number of incoming
and outgoing passengers both international and domestic which were already filled beyond capacity;

 the expansion of runways and taxiways to accommodate wide-bodied aircrafts and increasing volume
of flight traffic;

 The upsurge in domestic air traffic due to the huge demand for low cost travel. Formatted: Indent: Left: 0.48", Hanging: 0.31", Right:
0.1", Bulleted + Level: 3 + Aligned at: 1.25" + Indent at:
 the need to optimize the development of real estate, the ownership of which have been fully documented 1.5"
for subsequent transfer of title in the name of MIAA;

 the management take-over of some airport services from their private operators which were found in a
study to be financially disadvantageous to the MIAA;

 the expanded scope of supervision over the management of affairs of all government agencies operating
at the Terminals, as mandated under Administrative Order No. 151;

 the creation of an Airport Security Center under Executive Order No. 125 which mandates the MIAA
General Manager to exercise control and oversight function over all security operations of other
government agencies and private security companies within the NAIA Complex.
Formatted: Indent: Left: 0.48", Hanging: 0.31", Right:
 The NAIA, being the airport of choice due to its proximity to the business and commercial district. 0.1", No bullets or numbering

The current table of organization and plantilla of MIAA as approved by DBM took effect 1988 yet. As such, same is
grossly inadequate to cope with the Authority’s current requirement. A right-sizing of the organizational structure and
staffing which will impact on the Changes in Functions, Services, and Program of the Authority, is thus considered
imperative.

With these changes, the MIAA shall develop and carry out an effective communication plan to ensure that policy shifts
and organizational changes are cascaded to the lowest bureaucracy and other concerned stakeholders the proposed
amendments in the MIAA Organizational Structure and staffing requirements likewise the following Changes in
Functions, Services, and Program.

The comments reactions and suggestions to be gathered during the cascading will be incorporated in the proposed
MIAA Organizational Restructuring Proposal (MIAA ORP) after the same has been deliberated by the MIAA CMT.

The output of the project will be endorse by the MIAA-CMT thru the General Manager to the Office the Governance
Commission for GOCCs (GCG) who will evaluate prior to the approval of the President of the Philippines.
Background/Rationale:

The Manila International Airport Authority (MIAA), created as a separate and autonomous body in
Executive Order Nno. 778 dated March 4, 1982, as amended by Executive Orders Nos. 903, 909
and 298, is mandated to provide high standards of airport accommodation and service comparable
with the best airports in the world.

MIAA’s DBM-approved plantilla is inadequate to service its current operational requirement. When
it was crafted and approved in 1988 or twenty (20) years ago, it was based on the following
premises and consideration, to wit:

 Certain functions such as aircraft, passenger and cargo handling, together with vital
services related thereto, are to be outsourced from private service providers;

 Passenger terminal fees, car park fees, greeters and porterage fees, are to be collected
thru service contracts with airlines or airlines’ services, groundhandling agents,
concessionaires and other service providers;

 Vital facilities and equipments used in airport operations are to be operated and
maintained by private contractors;

 Housekeeping, sanitation and building maintenance are to be outsourced from private

service providers;

 Only two (2) passenger terminals to be operated, the NAIA Terminal 1 and Terminal 4
with combined passenger traffic of 5.401 million, flight movements of 39,241 and cargo
volume of 194,046 tons to handle as of 1988.

MIAA’s Organizational Structure approved by the Department of Budget and Management (DBM)
in 1988 is no longer responsive to the current times, with scope of operation having expanded in
huge proportions due to the following factors:

 construction and operation of additional two (2) large passenger terminals namely, the
NAIA Terminal 2 and the NAIA Terminal 3 having a combined capacity of 20.5 million
passengers per annum;

 the expansion of runways and taxiways to accommodate wide-bodied aircrafts and

increasinthe expansion of NAIA Terminal 1 and Terminal 4 to accommodate the upsurge
in the number of incoming and outgoing passengers both international and domestic
which were already filled beyond capacity;

 the expansion of runways and taxiways to accommodate wide-bodied aircrafts and

increasing volume of flight traffic;
  The upsurge in domestic air traffic due to the huge demand for low cost travel.

 the need to optimize the development of real estate, the ownership of which have been
fully documented for subsequent transfer of title in the name of MIAA;

 the management take-over of some airport services from their private operators which
were found in a study to be financially disadvantageous to the MIAA;
 the expanded scope of supervision over the management of affairs of all government
agencies operating at the Terminals, as mandated under Administrative Order No. 151;

 the creation of an Airport Security Center under Executive Order No. 125 which
mandates the MIAA General Manager to exercise control and oversight function over all
security operations of other government agencies and private security companies within
the NAIA Complex.

 The NAIA, being the airport of choice due to its proximity to the business and commercial
district.

With the opening of NAIA Terminal 2 sometime in 1998, neither was there an expansion of MIAA’s
organization, nor a creation of the right number of plantilla positions to handle the requirement.
Same thing happened when NAIA Terminal 3 started operation in July 2008.

To address the manpower requirement of NAIA Terminals 2 and 3, MIAA resorted to employment
of casual and contractual personnel, while the rest was outsourced through contracts with
manpower service providers and job orders for emergency-hired personnel.

Project Statement:

The organizational structure of the Manila International Airport Authority (MIAA) is redesigned to
achieve the following objective:

To operate and manage as an independent facility, each passenger terminal namely

NAIA Terminal 1, NAIA Terminal 2, NAIA Terminal 3, Terminal 4, for the purpose of
attaining the desired level of service at par with international standards of operation, be
compliant with ICAO recommended practices and regulations pursuant to the country’s
covenant in the 1944 Chicago Convention.

Relatedly, each facility shall function as a separate revenue and cost center to be
managed independently by a set of professional workforce of various discipline
performing both operational and support service functions.

The current table of organization and plantilla of MIAA as approved by DBM took effect
1988 yet. As such, same is grossly inadequate to cope with the Authority’s current
requirement. A right-sizing of the organizational structure and staffing is thus considered
imperative.
Target Client/s:
Problem Objective:

ORGANIZATIONAL CAPACITY

It has been observed that the current structure as approved by the DBM is already out dated and
non-responsive to the current demand in the industry. Likewise, is the unclear OS framework in
defining each job, roles, responsibilities accompanying each functions. The work redundancy, the
HR system that is not yet fully competency based, the inadequate personnel training and
development and Job mismatch resulting to lack of skills and competencies of those occupying
various positions was also noticed.

Aside from career opportunities being offered abroad, the career growth due to lack of career
development program was among those determined in the CSA as one of the reasons of the high
turnover of personnel. Policy direction on idle resources must also be considered in increasing the
airports revenue.

Due to various factors such as the moratorium in filling up of positions imposed by the government
since 2004, the MIAA has failed to sustain its strategic organizational growth over the past 5 years.

Among the factors being recommended for study is the prioritization on Human Resource
Development intervention, rightsizing and updating the current job descriptions and its equivalent
compensation, hence, to addressed the above findings, observations and issues, the MIAA
organizational restructuring proposal is being recommended to be urgently pursed based on the
following objectives:

1. To sustain operability of all terminals on 24/7 basis.

 By 2023, the operations and management of NAIA Terminals can keep up with the
increasing number of stakeholders;

 Equipment operators that can ensure maintenance of airport facilities and

equipments;

 Terminal Managers having the privilege to operate, make critical and prompt
decisions in airport operations and management.

2. To ensure immediate response that will address operational deficiencies.

 Having right size of personnel that can efficiently respond to emergency situations;

 Highly qualified Personnel that can precisely operate the facilities and equipments of
the airport;

 Upon the approval of this project, the creation of the Airport Operations Command
Center to act as a coordinating body to ensure prompt and immediate response to
crisis, emergency situations; complaints and reports for assistance; violation of airport
rules especially on access control, passenger facilitation and other issues to be
resolved.
 3. To effect on optimal utilization of airport assets and macro-development of airport estate to
enable the Authority generate higher revenue stream from non-aeronautical sources in order
to reduce, if not minimize the high cost of travel, and consequently encourage tourism in the
country.

4. To upgrade the quality and level of job competencies of operations and support service
personnel in preparation for higher responsibility and wider exposure in airport management.

 Competency based Human Resources;

 To increase the quantity and quality of seminars/training being conducted;

 Hire and sustain highly competent and skilled personnel.

5. To motivate the non-organic workforce performing core functions through the regularization
of their employment with MIAA.

 To fill the plantilla of positions with competent and skilled candidates that can
contribute to management and operations of the MIAA, hence, has experience in
airport service;

 Lessen the period of training and adaptability since outsourced personnel has
experience and familiarity with the airport management.

6. To motivate organic employees by upgrading their level of positions which have not been
reclassified nor upgraded in rank since 1988, despite increase in the level of responsibility,
complexity of tasks, risk and mental efforts required to effectively carry out their respective
functions.

 To keep the highly skilled and competent employees in order to prevent high turnover
of personnel;

 To have a clear and define duties and functions to prevent job mismatch and/or work
redundancy;

 Observe the proper Salary Grade based on the clear duties and functions.

7. To sustain the requirements of the Quality Management System Audit.

Project Scope:

MIAA shall develop and carry out an effective communication plan to ensure that policy shifts and
organizational changes are cascaded to the lowest bureaucracy and other concerned stakeholders
the proposed amendments in the MIAA Organizational Structure and staffing requirements likewise
the following Changes in Functions, Services, and Program.
.
STRUCTURE REVIEW

The results of the study disclosed that the current table of organization and plantilla of MIAA as
approved by DBM took effect in 1988 yet. As such, same is grossly inadequate to cope with the
Authority’s current requirement, having 4 personal staff offices, 3 functional staff offices with 9
Departments and 31 divisions.

The Interim Organizational structure of MIAA currently has 4 personal staff offices, 5 functional staff
Offices, with 15 Departments and 35 divisions.

The new Organizational structure of MIAA as proposed in the Ratplan which formally adopted the
Terminal Management Concept to address the three (3) work shift schedule of Operations and
Support Services Groups, performing functions on 24/7 basis will have 4 personal staff offices, 5
functional staff offices, with 15 Departments and 43 divisions.

This proposal would constitute changes such as creation / upgrading in the following organizational
units:

OPERATIONS Adoption of the Terminal Management concept which requires that each terminal,
namely NAIA Terminal 1, NAIA Terminal 2, NAIA Terminal 3, and Terminal 4, will be operated and
managed by a team of professional work force of various discipline to be headed by a Terminal
Manager who shall ensure on a day-to-day basis that all activities, facilities and support services
associated with the arrivals and departures of passengers, aircrafts and cargoes at each terminal
are in accordance with set standards of operation, accommodation and service. This change will
effect a rationalization of functions under the Operations Bloc as follows:

Terminal operations and support services associated with the arrival and departure of passenger,
aircraft and cargoes at the terminal to include engineering, security and emergency services, and
commercial services shall be placed under the day-to-day supervision and management of the
Terminal Manager in each terminal;

Operations of the landing and take-off areas, apron management including responsibility for
aerodrome safety and environmental concerns, general aviation and cargo operation which are
handled by private operators shall be retained at the Operation bloc headed by the Assistant General
Manager for Operations;

Oversight functions and policy direction relative to operational standards and regulations involving
the safety and efficiency of aircraft, passenger and cargo movements at the landside, airside
including the General Aviation area whether operated and managed by the Authority or through
private operators, shall be created under the Office of the General Manager.

The support services groups as mentioned will carry out their respective support functions by
deploying personnel at each of the terminal to ensure prompt and proactive responses to the
terminal’s operational requirements.

The changes in the structure under the operations bloc are as follows:

 The creation of an Office of the Terminal Manager at NAIA Terminal 1, NAIA Terminal 2,
NAIA Terminal 3 and Terminal 4, which shall be placed under the direct supervision and
control of the AGM for Operations. This Office shall exercise management, supervision and
 control over all activities, facilities and support services associated with the arrivals and
departures of passengers, aircrafts and cargoes at the Terminal on 24/7 basis.

 The creation of Terminal Operations Division at NAIA Terminal 1,NAIA Terminal 2, NAIA
Terminal 3, and Terminal 4, to be placed under the direct supervision and control of the Office
of the Terminal Manager.

 The Terminal Operations Division shall replace the International Terminal Operations Division
(ITOD) and the Domestic Terminal Operations Division (DTOD) which had jurisdiction over
the aforementioned functions under the DBM-approved structure for international and
domestic operation. The former Airport Grounds Operations Division (AGOD) will be renamed
to Aerodrome Operations Division. While its functions related to passenger terminal
operations such as apron management shall be created a new office, the Apron Management
Services Division to be placed under the jurisdiction of the Airport Operations Department at
corporate office.

 To handle the terminal’s housekeeping and logistic support, likewise proposed is the creation
of Terminal Administration under the direct supervision and control of the Terminal Manager

 Also, is the Creation of Airport Operations Command Center to act as a coordinating body
to ensure prompt and immediate response to crisis and emergency situations at the airport;
complaints and reports for assistance from the public or any airport personnel; violation of
airport rules especially on access control, passenger facilitation and others. This office shall
be placed under the direct supervision and control of the AGM for Operations.

 the upgrading and expansion of the Engineering Department into an Engineering Bloc to be
headed by an Assistant General Manager, with two (2) departments to be created namely,
(a) Civil Works Department and (b) Electro-Mechanical Department, and three (3)
additional divisions namely, the Pavements and Grounds Division, Buildings Division, and
Design and Planning Division.

 the renaming of the DBM-approved Office of the AGM for Other Airports (renamed to ADCA
in the Interim structure) , into the Office of the AGM for Corporate Management and
Commercial Services transferring the Corporate Management and Services Department with
three (3) divisions and the Business Development and Concessions Department with two (2)
under its jurisdiction.

 Plans and Programs Division and Management Information Systems Division under the
Corporate Management Services Department shall be renamed to Corporate Planning
Division and Information Technology Division consecutively while, the Business Development
and Concessions Department, Business and Investment Development Division and Terminal
Concessions Division shall be renamed to Commercial Services & Real Estate Management
Department, Real Estate Management Division and Concessions Management Division
consecutively.

SECURITY AND EMERGENCY SERVICES

Divisions under the Airport Police Department shall be renamed as follows per DBM
approved APD-ODI:
 a) Terminal Police Division c) Police Detection and Reaction Division
b) Airside Police Division d) Landside Police Division
e) Police Intelligence and Investigation
Division

 The renaming of the DBM-approved Intelligence and Investigation/ID Pass Control

Department into Intelligence and Access Management Department, and the two (2) divisions
under its jurisdiction:
Intelligence and Access Management Department
From To
a) Intelligence and Investigation Division a) Intelligence Division
b) ID/Pass Control Division b) Access Management Division

FINANCE AND ADMINISTRATION, the renaming of the following offices under the Administrative
Department as follows.
From To
a) Personnel Division a) Personnel Management Division
b) Human Resource Development b) No change
Division
c) Procurement Division c) Procurement Services Division
d) Property Management Division d) Physical Asset Management
Division
e) General Services Division e) No change

 Internal Audit Services Office shall be upgraded to a Department pursuant to DBM

Circular No. 2008-5 s. 2008

 Likewise, is the creation of Airport Security Inspectorate Office and Safety Standards
Office to exercise oversight and regulatory functions over operations of the MIAA, private
airport operators and service providers under the Office of the General Manager.

Changes in Functions, Services, and Program

As part of MIAA’s rationalization plan, the following functions which are currently undertaken by
administration, will be reverted back to the private sector through outsourcing contracts, to wit:

 operation and management of the car parking areas and collection of parking fee

 d. janitorial and housekeeping services

 collection of passenger terminal fee to be done at the point of sale of airline ticket

 e. maintenance and operation of selected airport equipments and facilities

 f. other services as may be determined to be best handled by the private sector such as
provision of skilled labor

MIAA’s function in relation to the foregoing will shift to monitoring and supervision of the operation
of the service providers to ensure performance on 24/7 basis in conformity with airport standards,
rules and regulations. Audit and internal control functions will play a vital role in the financial areas.
Existing organic personnel currently involved in operation will be retooled and trained towards this
new undertaking.

In the event NAIA Terminal 3 or any of the NAIA terminal is privatized, the same will result to a
major shift in MIAA’s role from a terminal operator to a terminal administrator or regulator. MIAA
will redirect its focus towards monitoring the private operator’s performance compliance with
international standards in the operation of the Terminal facility; compliance with terms and
conditions of contracts with all service providers; regulating the imposition of fees and charges to
be collected by the operator; and such other oversight functions, as may be deemed necessary
under the concession’s agreement to protect the interest of all stakeholders.

To provide for this eventuality, the proposed Organizational Structure which adopts a Terminal
Management concept will be flexible such that the collapse or expansion in an organizational bloc,
as the case maybe, will not adversely affect nor modify the entire organization.
MIAA’s internal capabilities in terms of human resource and development; property management,
and airport estate development will be strengthened by forging a partnership with a reputable
aviation / airport training institute which will boost MIAA’s capability to optimize its human resource,
at the same time develop the workforce’s internal capabilities and competency to manage or
operate other airports.

The above plans earlier mentioned may not result to a downsizing of the DBM–approved structure
and staffing, as same already considered the privatization of non-core functions when DBM
approved the MIAA plantilla in 1988. It will however affect the extended organization and functions
presently held by contracted personnel of the manpower service provider.

The MIAA right-sized organizational structure and staffing complement are thus intended to effect
the regularization of qualified casual / contractual / Job Order personnel whose expertise /
knowledge will still be needed. Other contracted personnel who will be displaced willmay be
absorbed by the private service providers for functions that will be outsourced by the Authority

The proposed organizational restructuring plan as proposed will not adversely affect existing
number of organic employees, thus minimal displacements are expected. Those whose
competencies will not fit in the job requirement because of the functional shift, will be made to
undergo training, retooling and/or re-skilling. TThose who opts to be separated instead, may avail
of the separation incentives/benefits allowed under EO 366 and other related issuances. For
tThose who may not be placed in the regular plantilla due to lack of eligibility, the Personnel Division
will arrange for the conduct of review classes for CSC eligibility examination to administer eligibility
tests exclusively for MIAA; and in partnership with TESDA, develop technical training programs
for skills enhancement and licensing.

MIAA shall develop and carry out an effective communication plan to ensure that policy shifts and
organizational changes are cascaded to the lowest bureaucracy and other concerned
stakeholders.

Planned Activities:

1. Request approval of MIAA Management for the conduct of various Meetings with the CSC,
GCG and MIAA Heads of Offices
 2. Conduct of ORP cascading sessions and Open Forum to various Corporate Offices and
NAIA Terminals (MIAA wide)

3. CMT Presentation and Deliberations on various amendments on the Organizational

Structure and Staffing Requirements

4. Obtain conformity of the Heads of offices on the proposed amended Organizational

Structure and Staffing requirement of the MIAA

Budget:

Estimated budget amounts to PHP _____

As against Php 17 Million (quoted by Willis Towers Watson)

Actual Activities:

DATE
SUBJECT OF ACTIVITIES
ISSUED
Preparation of Presentation to be used for the schedule meeting with the GCG on March 2, 2018, to
February
discuss MIAA justification on upgrading of the head of IASO
Memorandun re: Creation of Team relative to the MIAA Organizational Restructuring Proposal and
Request for Overtime exemption for the working team
Preparation of Presentation to be used for the Meeting with the IASO to discuss the guidance from the
Governance Commision for GOCC's last March 2, 2018
Request for a service vehicle for meeting with the GOCCs (GCG) last March 2, 2018 (To GSD)

March Meeting with the GCG Director (JC Barcena)

Meeting with the OIC-IASO held at OAGMFA Conference room

Preparation of Transcript of meeting with GCG

Powerpoint Presentation to be used during the meeting with IASO

Preparation of the checklist of all the requirements to be used for the cascading sessions of MIAA's
Org. Restructuring Proposal of all offices
Memorandum re: Request Meeting with the IASO
 Routing re: Request of IASO for soft copy of PowerPoint Presentation
Transcript of meeting with IASO (held last March 8, 2018, regarding the discussion on MIAA's appel to
the Governance Commission for GOCCs (GCG) on upgrading the said office
GCG Requirements (requirements as agreed in the meeting on the proposed upgrading of the IASO
held last March 8, 2018 in Conference Room AGMFA) (Memorandum for compliance of IASO)
Memorandum re: Additional supporting documents for submission to GCG (salary grade of the IASO
Manager)
Meeting with the Working Staff
Memorandum for the Chairperson , CMT re: conduct of MIAA's Organizational Restructuring Proposal
Cascading
Preparation of Presentation to be used for the cascading sessions of MIAA Org. Restructuring
April
Proposal on all NAIA Terminals
Memorandum re: conduct of MIAA's Organizational Restructuring Proposal Cascading (to all Terminal
Managers / Officers-in-Charge)
Letter to SMPP re: MIAA's Organizational Restructuring Proposal Cascading

Memorandum re preparation of Cost Benefits Analysis

Memorandum to GSD re: Request for Vehicle / Service to all NAIA terminals

Memorandum to ID & Pass Control Division re: Request for access pass to all NAIA Terminals

Memorandum to Accounting re: Request for Financial Statement

Memorandum to HRDD re: availability of the Audio Visual Room or MIAA Board Room and a video
camera for MIAA's Organizational Restructuring Proposal Cascading session on April 16, 2018
Prepared Powerpoint Presentation to all Corporate Blocs

Meeting with the Members of the Working Team

Prepared Transcript of meeting with all NAIA Terminals

Memorandum to GSD Request for additional mono blocs from the GSD to be used for cascading
session
Memorandum to Electronics and Communications Division re: Request for the use of Audio/Sound
System
Memorandum to Management Information Systems Division re: Request for a projector

Memorandum to Electrical Division re: Request for extension cords

May Notice of Meeting to the Manager Medical Division

Memorandum to HRDD re: Request for a video camera used for meeting with medical division on May
10, 2018
 Prepared Matrix of attendees during the recently held cascading sessions of MIAA's Organizational
Restructuring Proposal
Confirm numbers of attendees during the cascading sessions of MIAA's Organizational Restructuring
Proposal
Prepared Transcript of meeting with Corporate Blocs (OGM /ADCA Bloc, Engineering Bloc & SES
Bloc)
PreparedTranscript of meeting with Corporate Blocs (FA Bloc & Operations Bloc)

Notice of Meeting to the Members of the Working Team last May 11, 2018

Prepared Transcript of meeting with Medical Division

Memorandum to Finance Department re: Request for a Five Year Financial Projection

Finalized Letter to GCG regarding for the uprading of the IASO

Meeting with the Members of the Working Team last May 23, 2018

Prepared Transcript of meeting with the working team

Financial projection for CY 2019-2024 (requesting for submission of requirements to the Budget)

Meeting with the Members of the Working Team last May 25, 2018

Confirmation of Attendees to the Next Cascading sessions

June Prepared Swot Analysis on MIAA Organizational Restructuring Proposal

Prepared Transcript MIAA ORP Cascading - Terminal 2, GMO/ADCA Bloc, Operations, Engineering
Bloc & SES Bloc
Transcript MIAA ORP Cascading - Terminal 1, 3 & 4

Prepared Transcript MIAA ORP Cascading - FA Bloc & Operation Bloc

prepared Minutes of Meeting & Transcript of Meeting with the IASO last March 2, 2018

Prepared a list MIAA's personnel without CS Professional and Sub- Prof. eligibility

Prepared Comparative Staffing Existing/Interim vs Proposed Positions report

Prepared MIAA Comparative Staffing DBM vs Proposed Positions report

Plot the Problem and Situation encountered in this on-going ORP

Prepared Screenshots during Presentation to Open forum of the cascading sessions (all blocs)
Preparation of presentation to be used for cascading session (GMO Bloc & CMCS Bloc)

Preparation of presentation to be used for cascading session (Operations Bloc & SES Bloc)

Memorandum re: CMT schedule for LEGAL OFFICE

Memorandum re: Notice of Meeting for RESCUE & FIREFIGHTING DIV.

Prepared Transcript re: Meeting with the Medical last May 10, 2018

Prepared Transcript Meeting with the Members of the Working Team last May 11, 2018

Prepared final draft of Comparative Staffing requirement of all Office (DBM vs PROPOSED)

Prepared Comparative Organizational Structure of all Office for Conformity (DBM vs PROPOSED)

Layout Transcript for Publishing (Magazine Type)

Cut/Split Video & Audio base on Transcript

Consolidate Questions raised during the various cascading session’s Open Forum

Prepared transcript of the Meeting with the Members of the Working Team last May 25, 2018

Prepared transcript of the Meeting with the Members of the Working Team last June 4, 2018

Prepared Memorandum re: Notice of Meeting to CMT-TWG members

Drafted Memorandum re: Conformity of submitted proposal relative to MIAA's Organization
Restructuring Proposal (To All NAIA Terminals and Corporates Offices)
Prepare a SWOT Analysis for the ORP

Prepares Schedule of CMT Meetings (Calendar)

Prepares Notice of Meetings to CMT Members

Review Checklist of GCG on ORP submission

Review Comparative Staffing DBM approved VS Proposed

Follow up with Legal Office re: submission of their Organizational Structure and staffing requirements

Issued Routing Slip re: Preparation of Proposed Duties & Function for Book Binding
Scheduled meeting with Heads of Emergency Services Department, Medical Division and & Rescue
and Firefighting Division
 Prepare transcript of CMT meeting last June 29, 2018
Finalize Memorandum to be signed by the Senior Assistant General Manager address to all Heads of
offices on their conformity to the proposed amendments of their respective organizational structures
and staffing requirements
Routing Slip re: preparation of Transcript of CMT-TWG meeting last June 29, 2018

July Finalized the proposed Plantilla of positions

Preparation of the Cost benefit analysis update as of July -

Inventory of all the Memorandum

Review printed transcript of cascading sessions/meetings

Finalize the proposed Organizational Structure

SPARES

Prepare all picture which was taken during cascading session and various meeting for printing

Preparation of Power point presentation To be used during CMT Meeting

RIS USB Flash Drive

RIS Ring Binder

Check all the Evidence Cover Sheets

Actual Expenses:

Findings and Observations:

Initiating Change is a very challenging task since the Authority last underwent a re-organizations in
1988 or 30 years ago.

MIAA Organizational Restructuring often causes employees to panic and wonder how these
changes will affect their job security. When the news gets out that the company is restructuring,
some employees may begin looking for new employment. The stress of the restructuring sometimes
takes away from the staff's focus on their actual work. Employees become even more worried if the
company isn't forthcoming with details about the restructure. I have expected these response from
my co-employees, both an emotional and behavioral reaction as these are all the consequence
when I accepted the challenge of the MIAA General Manager to handle the MIAA Organizational
Restructuring Proposal.

It is for these reasons that I proposed for the conduct of the MIAA ORP cascading sessions as
option of sharing all of the details ahead of time, a sense of transparency that allows employees to
have some idea of what's happening may cause our employees not to panic. Their involvement in
the project somehow eased the burden after knowing that the MIAA Management has a lot of plans
for everybody both organic and outsourced employees.

As I have entered and started the change process, I have felt the resistance of some employees at
the start of my cascading session while imparting to the MIAA Officials as well as the rank-n-file the
propose amendment and modification to the current Organizational structure of the MIAA. I am
faced with various issues surrounding the MIAA ORP that were raised during the various cascading
sessions which mostly focus on the uncertainty of their employment given that 41 out of 171 casual
and contractuals remained non CSC eligible while only 237 outsourced employees have been
identified to have obtain their respective CSC eligibility leaving a total of 2602 contracted manpower
personnel non CSC eligible.

Likewise, the required training hours was also an issue since some of the employees have not
availed any training for the last 5 years. This is in addition to the fact that a number of our MIAA
employees still remains to be college undergraduate to date.

With these at hand, I am now faced with the challenge to address these issues that were raised to
me during the open forum and come up with a strategy on how to pacify them and help my collegues
embrace the proposed Organizational changes in the Authority. Indeed there were frustrations and
disappointments as expected to be part of the change process specifically manifested during those
times when some employees posed their objection despite a thorough explanation on the benefit
on the reorganization. Only then, when I laid down the plans of the MIAA Management such as the
conduct of the CSC examination review, the proposed Special CSC examinations, the 2018
Training Programs of the MIAA and the offering of Expanded Tertiary Education Equivalency and
Accreditation Program (ETEEAP) spearheaded by the proponent of this project, that the employees
were appeased. Likewise I explained to the attendees that the MIAA Management assured them
that no regular employees will be displace pursuant to RA 6656 (Security of Tenure Act)

Slowly, one cascading after another, I ended each session with smiles on their faces, countless
thanks and their eagerness, looking forward for the MIAA ORP to be submitted to the Office of the
President for approval.

As the proponent of this project, I am deeply grateful for the opportunity provided to me by the MIAA
Management thru our General Manager which paved way for another opportunity to learn and
enhance my competencies to be a better leader and an ambassador for change. This learning
experience also brought my staff closer with a specific purpose of enhancing their individual
competencies with a much higher level of commitment towards public service.

The years of friendship with other Heads of Offices have been fruitful and instrumental in the
realization of this project which hasten in complying my voluminous reports. Likewise the full support
of the Management in providing financial, logistics, supplies and all other requirements for the
realization of the MIAA ORP

Conclusion/Recommendations:

Leadership is not about a title or a designation. It's about impact, influence and inspiration that we
give when we are passionate on the things that we are doing. Impact involves getting results,
influence is about spreading the passion you have for your work, as you inspire your team mates
and clienteles. Behavior is indeed contagious.

Real change is difficult at the beginning, but with a wonderful ending. Change begins the moment
you get the courage and step outside your comfort zone.

With the trust of the MIAA Management have given to me, I have been empowered to enhance my
competencies and do something outside of my comfort zone. I realized that power to lead within
the organization is not derived from position, designation or title but from our competence,
effectiveness, relationships, excellence, innovation and ethics and sense of commitment.

While the MIAA ORP as my ALP project was assigned to me on top of my regular workload, this
project also became a instrumental in enhancing the skills of my staff and determining their
competency gap which also serves as an eye opener for various talents within my grasp that I
haven’t notice before.

To borrow a quote “Great leaders can see the greatness in others when they can’t see it themselves
and lead them to their highest potential they don’t even know.”

With constant mentoring and coaching, I have empowered my staff and watched them grow into
independent individuals, appreciating the responsibilities and accountabilities in every tasks
assigned to them. Their commitment to this project were manifested when they voluntarily reported
to work during Saturdays and Holidays just to finish their assigned tasks.

While my team is looking towards the realization of this project, I am certain that I have shared a
part of me in each of them as I have learned something from them in return.

Indeed, leaders need to tailor organizational efforts to the specific type of change employees’ face.
Across the different types of change we continue to see the need for control, career, capability and
connection but in slightly nuanced ways. That is aside from involving employees in decisions and
providing guidance on career paths and the hopes it that it will bring, which are important in all these
types of change situations.

In conclusion, and as proven in this ALP project, I believe that no project is greater than what we
can endure for as long as we have the vision, skills, support, resources and the competence to
deliver the desired results. We are here to help each other.
Endorsement: I hereby certify that this report was submitted and that an oral presentation was
given to me/the client group on ____________ by the author/s of the report.

Sponsor’s EDDIE V. MONREAL Office/ Office of the General Manager

Name: General Manager Agency: Manila International Airport Authority

Contact 877-11-09 loc. 739 Signature

Information Date:
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