CHAPTER I.

INTRODUCTION

Nowadays, the provision of SAR services has evolved into not only an

international humanitarian obligation, which is enshrined in the customary practices

of navigation such as Good Samaritan and regulated in various international treaties,

such as United Nations Convention on the Law of the Sea 1982(UNCLOS 82),

SOLAS 1974 and SAR 1979, but also an important element of a safer and more

secure environment for a state’ development of its economy, particularly with the

trend of the movement of urbanization towards coastal areas and more ocean related

resources exploiting activities. As stated by Prof. Malek Pourzanjani, “Protecting and

saving lives is a macro-economic investment of growing importance and it is a

national comparative competitive advantage in global economy (Wang, C. 2006).

Some states have shown good capabilities of providing SAR services while

some other states’ SAR services are poor. To meet a state’s own SAR needs and the

obligations they accept under relevant international conventions, states have shown a

variety of practices in providing SAR services.

At the regional level, seminars, workshops or conferences have been

organized in worldwide regions such as Chennai (India), Fiji and Manila, Africa, the

Baltic Sea, the Caribbean area and the South Pacific region (Wernhult, S. 2018). The

outcome of these regional activities have usually been reported to and discussed at

COMSAR meetings. These regional SAR meetings mainly focus on self-assessing

states own SAR service capabilities and discussing regional co-operation issues, but

not so much comparison has been made to identify general national policies on

providing SAR services which could benefit other SAR services as well.

The Philippines being situated in the Pacific Ring of Fire and Typhoon Belt is

prone to various calamities and disaster, typhoons, volcanic eruptions, flooding,

 2

earthquakes, mud and landslides etc. pose challenge to the Search and Rescue (SAR)

capabilities of the Philippine National Police (PNP), Bureau of Fire Protection (BFP,

and the Philippine Coast Guard (PCG).

The recent onslaught of typhoon “Ompong” this September 2018 that harshly

affected the northern part of the Philippines brought massive inundation in most parts

of the area and a landslide incident in Itogon, Benguet. Massive flooding in Metro

Manila in 2009 and damage caused by the typhoon-induced lahar flows from mayon

Volcano in December 2007 that wreaked havoc to the affected areas where residential

houses, structures, roads and agricultural farms were destroyed and a large number of

people perished. These incidents necessitate the need for SAR teams from the

different organizations.

The study specifically relates to the topic number one (1) of the Framework

for Homeland Security which is the ‘’review and analysis of the nature of internal

security challenges and existential threats (disasters) to public safety and citizen’s

security in the Philippines and in the region as well.”

The three above mentioned agencies, being members of the uniformed

services of the country are mandated to perform SAR operations in response to any

emergency situations, disasters, and calamities involving the country.

In countries where disaster and natural calamities are prevalent, SAR

organization is vital in order to protect and save the lives of its constituents.

Henceforth, the researchers have come up in conducting a comparative study on the

search and rescue capability of the PNP, BFP, and PCG.

Upon the completion of the study, the researchers will develop a strategic

plan that would enhance and resolve the factors that affects their respective agencies’

efficiency. Purposively, the researchers aim to enhance the capabilities of their SAR
 3

units to effectively respond to flooding incidents that will result to saving more lives

which is the very essence of SAR.

Background of the Study

Aerial Search & Rescue Asia Pacific 2019 is the latest event in Tangent Link’s

portfolio following in the contrails of its highly successful SAR International live

conferences in France & UK since 2013 (Australian Maritime Safety Authority).

Aerial Search & Rescue Asia Pacific 2019 reviews the latest national and

international management policies, provide case studies of recent operations

reviewing the lessons-learned, examine operating procedures, demonstrate the

latest technologies, debate and discuss the questions in the minds of the world’s

leading exponents and deliberate over how the future may look.

Marikina City has long been plagued by numerous environmental hazards,

especially flooding. The swelling of the Marikina River has been a long-standing

problem - incidents of large-scale flood, in particular, have been documented as far

back as 1937 when Marikina was still a largely agricultural town. A huge flood in

1988 saw the Marikina River rise up to 19 meters. The early 90s to the first decade of

2000 saw intermittent flooding in the city, with floods reaching as high as 18 meters

(Espina, 2018.

Tropical Storm Ketsana (locally known as Ondoy) brought about flashfloods

that inundated 80% of Metro Manila on September 26, 2009. The waters of the

Marikina River reached a record high of 22.8 meters and left Marikina City severely

affected. Tropical Storm Meari (locally named Falcon) brought heavy rains to the

country in June 2011, and the Marikina River again reached its critical level. In

November of the same year, Typhoon Nesat (locally named Pedring) dumped heavy
 4

rains comparable to Typhoon Ondoy. Water levels reached as high as 20.1 meters,

submerging several barangays in the process. In August 2012, the monsoon rains or

habagat caused the river to swell to 20.6 meters, just a few meters below the record

level set by Typhoon Ondoy. The rains affected the rest of Metro Manila, with some

areas submerged in flood waters up to 3 meters high. Understandably so because the

city suffered the most devastation when the storm dumped on the capital and nearby

provinces the equivalent of a month’s rainfall so much so that the Marikina River

rose to 23 meters above sea level, inundating 14 of the city’s 16 barangays.

These flood incidents, apart from extreme weather events had been driven by

topographic and anthropogenic factors, and resulted in the displacement of hundreds

of households particularly in the informal settlement areas in Marikina, mostly those

by the riverbanks (Delos Reyes, and Espina, 2016)

Given these disasters brought about by typhoons and monsoon rains,

researchers are encouraged to assess the capability of local rescue to teams to save the

residents of Marikina City during flooding incidents.

 5

© marikina.gov.ph

Figure 1
Map of Marikina City
 6

Statement of the Problem

This research aims to assess the search and rescue (SAR) capability of

Philippine National Police (PNP), Bureau of Fire Protection (BFP), and Philippine

Coast Guard (PCG) in incidents of flooding in Marikina City in accordance with the

National Crisis Management Core Manual.

Specifically, it will seek answers to the following:

1. What is the capability of the tri-bureaus (PNP, BFP, and PCG) in responding to

flooding in Marikina City, in terms of:

1.1. command and control;

1.2. personnel strength;

1.3. logistics;

1.4. trainings;

1.5. inter-agency cooperation; and,

1.6. LGU/NGO cooperation?

2. What are the issues and challenges that the three agencies are encountering in the

conduct of SAR during flooding in Marikina City?

3. What action plan may be proposed to enhance the SAR capability for flooding

incidents?

Significance of the Study

This study on the search and rescue capabilities of PNP, BFP, and PCG in

flooding incident in Marikina City is deemed significant to the following:

Baranggay Officials. This study would help them realize the importance of

their role to ensure their safety and security in case an emergency of whatever nature

occurs in the future.

 7

Bureau of Fire Protection, Philippine National Police, and Philippine

Coast Guard. Upon the completion of this study of the three agencies which are one

of the country’s primary SAR organizations, it is expected that this will serve as a

springboard to enhance the capability of the respective agencies and some other SAR

organizations.

Community Residents. This study will help them to know their duties and

responsibilities in different phases of an emergency and knowledge in disaster

response.

Department of Interior and Local Government. This study may be an

assessment tool on the search and rescue capability of local government bureaus

which may be replicated in other areas.

Emergency Responders. This would aid to their immediate response in times

of calamities and disasters.

Local Government Unit. Through this paper, they may be able to get and

apply the good practices adopted in the different locales of this study in order to

enhance their own disaster preparedness plan.

Marikina City Disaster and Risk Reduction Management Office. Through

this paper, they may develop programs and projects to implement in their respective

locality, identify areas for enhancement and be able to redirect their plans when such

is necessary. Also this may serve as an assessment of what their office has been doing

and where are resistant.

National Government. This will help the planners and managers from the

national level to formulate and strengthen the search and rescue capability of the

country and help them in formulating an enhanced Search and Rescue Plan.

Coverage of the Data Set

 8

The study will focus on the assessment of the search and rescue capability of

PNP, BFP, and PCG in flooding incidents. This will be conducted in Marikina City

involving the search and rescue teams of each agency namely; PNP, BFP, and PCG. It

will be delimited on the three bureaus alone to determine their capability

specifically whenever there is metro-wide flooding whereby all local rescue teams

from nearby cities and national level cannot send support and assistance in Marikina

City because there is also a need to rescue the victims of flooding in their

jurisdiction. The research is delimited to the SAR personnel and administrators of the

above-mentioned agencies as respondents for the fact that they are the right person

that could answer and knew the capability of their respective SAR teams during

flooding incidents. Henceforth, the time frame of the study will be from August to

November 2018.

Theoretical Framework

Disaster Management Cycle is divided into four phases namely; Mitigation,

Preparedness, Response and Recovery. In general, any Emergency management is the

continuous process by which all individuals, groups, and communities manage

hazards in an effort to avoid or ameliorate the impact of disasters resulting from the

hazards (Dimersar Academy, retrieved September 2018). Actions taken depend in part

on perceptions of risk of those exposed. Effective emergency management relies on

thorough integration of emergency plans at all levels of government and non-

government involvement. Activities at each level (individual, group, community)

affect the other levels. It is common to place the responsibility for governmental

emergency management with the institutions for civil defense or within the
 9

conventional structure of the emergency services. In the private sector, emergency

management is sometimes referred to as business continuity management

The response phase includes the mobilization of the necessary emergency

services and first responders in the disaster area. This is likely to include a first wave

of core emergency services, such as fire-fighters, police and ambulance crews. They

may be supported by a number of secondary emergency services, such as specialist

rescue teams. Personnel works in all phases of Disaster management and through the

supported teams they respond in moments after a disaster hits as well as the other

phases to try to reduce the chance of it happening in the first place or to reduce the

impact of a disaster. In addition, volunteers and other non-governmental organizations

(NGOs) such as the local Red Cross may provide immediate practical assistance, from

first aid provision to bringing the victims to the hospitals.

Where required, search and rescue efforts commence at a very early stage.

Depending on injuries sustained by the victim, outside temperature, and victim access

to air and water, their location, etc., the vast majority of those severely affected by a

disaster may die within 72 hours after impact.  Within a week of a major incident

SAR Teams often leave and the incident enters a ‘Recovery phase’.  Medical response

obviously has obvious important applications in the ‘Direct Impact’ phase and the

‘Indirect Impact’ phase – as a secondary result of the incident.

The response phase of an emergency may commence with a search and rescue

phase. However, in all cases the focus will be on fulfilling the basic needs of the

affected population on a humanitarian basis. This assistance may be provided by

national and/or international agencies and organizations. Effective coordination of

disaster assistance is often crucial particularly when many organizations respond and
 10

local Incident Management Team (IMT) capacity may be over-stretched and

diminished by the disaster itself.

© Dimersar Academy

Figure 2
Disaster Management Cycle
 11

Operational Framework

The Philippine Government enacted a law which shifted the policy

environment and the way the country deals with disasters from mere response to

preparedness. RA 10121 provides a comprehensive, all-hazard, multi-sectoral, inter-

agency, and community-based approach to disaster risk management through the

formulation of the National Disaster Risk Management Framework.

Since 2009 the Philippine Government has put in place a robust national legal

and policy framework that aims to strengthen the country’s disaster risk reduction

system. Hence, RA 10121 otherwise known as “Philippine Disaster Risk Reduction

and Management (PDRRM) of 2010” was passed into law in May 2010. It aims to

promote the involvement and participation of all sectors and stakeholders concerned

at all levels, especially the local community (Sec. 2, RA 10121).

RA 10121 provides a strong legal and institutional basis for DRRM in the

country and provide basis for the development of policies and plans, implementation

of actions, and measures pertaining to all aspects of DRRM, including good

governance, risk assessment and early warning, knowledge building and awareness

raising, reducing underlying factors and preparedness for effective response and early

recovery (Sec. 4, RA 10121).

With the extent of natural disasters that occurred, the PDRRM Act shifted its

focus from disaster response and recovery towards disaster risk reduction,
 12

preparedness and mitigation. RA 10121 adopts and adheres to principles and

strategies consistent with the international standards set by the Hyogo Framework for

Action (HFA) which is comprehensive, action-oriented response to international

concern about the growing impacts of disasters on individuals, communities, and

national development.

Under the PDRRM Act of 2010, the declaration of policy involves (1)

strengthening institutional capacity of DRRM (includes LGUs, communities,

vulnerable and marginalized groups); (2) building resilience of local communities to

disasters; (3) adherence to universal norms, principles and standards/incorporation of

internationally accepted principles of DRM; (4) participation of all sectors and all

stakeholders at all level/engage participation of civil society organizations; (5)

adaptation and implementation of a comprehensive DRR program incorporated in the

development plan; (6) mainstreaming DRR and climate change in the development

process and peace process/ conflict resolution approach; (7) institutionalizing the

policies, structures, coordination mechanism, and programs; (8) provide maximum

care, assistance and services to individuals and families affected by disaster,

implement emergency rehabilitation projects to lessen the impact of disaster, and

facilitate resumption of normal social and economic activities.

DRRM has four priority areas that covers; (a) prevention and mitigation, (b)

preparedness, (c) response, and (d) rehabilitation and recovery. Philippine

Development Plan (PDP) approaches to incorporate DRRM included among others,

mainstreaming of DRRM in policies, plans and programs, assessment of high risk

areas; integrating DRRM in all education levels and in specialized technical training

and research programs; heighten public awareness through formulation and

implementation of communication plan, increased local government unit (LGU) and

 13

community participation; and intensify development and utilization of alternative and

environment friendly energy sources and technologies.

Executive Order (EO) No. 82, series of 2012 entitled “Operationalizing the

Practical Guide for National Crisis Managers and the National Crisis Management

Core Manual; Establishing National and Local Crisis Management Organizations; and

Providing Funds Therefor” was made to revise the 2000 Crisis Management Manual

and to harmonize all government crisis management manual. Purposively the EO was

crafted to provide a general framework of courses of actions that will guide the

government agencies in dealing with the emerging and existing threats and crises or

varying characteristics. Two of its specific objectives are to attain the uniformity in

the formulation of inter and intra-agency policies, contingency plans, and crisis action

plans for crisis management; and to identify the levels of authority, responsibility, and

accountability in times of crisis.

The National Crisis Management Framework provides a comprehensive

approach in understanding the components of crisis of the 5P’s of crisis management,

namely; Predict, Prevent, Prepare, Perform, and Post Action and Assessment.

Purposively, EO 82, series of 2012 is mainly used to address insurgencies

(manmade disaster) in the country; while RA No. 10121 showcase the government’s

response towards natural calamities.

 14

Figure 3
NATIONAL DISASTER RISK REDUCTION
MANAGEMENT FRAMEWORK
 15

Operational Definition of Terms

Capability – refers to the measure of the ability of an entity to achieve its

objectives, especially in relation to its overall mission (Business Dictionary)

Command and Control – refers to the exercise of authority and direction by

a properly designated commander over assigned and attached forces in the

accomplishment of the mission (Farlex).

Inter-Agency Cooperation – as used in this research, it refers to, when two or

more organizations that share a problem area agree to deal with the issue by

establishing a link via a formal contract that provides for resources and for the

adjusting of internal and/or external procedures to adequately support the new

arrangements (Frazier, R.M, 2014)

Logistics – as used in this study, it refers to the management process of

coordinating and moving resources – people, materials, inventory, and equipment

Personnel Strength – refers to the total supply of persons available and

fit for service. (Webster)

Search and Rescue – refers to a methodical process by which people do very

heroic things in very mundane-seeming ways, by taking small, carefully calculated

steps to ensure the safety of all involved (Noel, L. 2017)

 16

– refers to the search for by the use of aircraft, surface craft,

submarines, specialized rescue teams and equipment and provision of aid to people

who are in distress or imminent danger on land or at sea (USLegal)

Training – refers to the kinds of trainings like Water Search and Rescue

(WASAR), Urban Search and Rescue (USR), Self-Contained Underwater Breathing

Apparatus (SCUBA), Collapse Structure and other SAR-related trainings.

Acronyms

BFP – Bureau of Fire Protection

DRT – Disaster Response Team

NCR – National Capital Region

NDRRMC – National Disaster and Risk Reduction Management Council

PCGA – Philippine Coast Guard Auxiliary

PCG – Philippine Coast Guard

PNP – Philippine National Police

SAR – Search and Rescue

USAR – Urban Search and Rescue

WASAR – Water Search and Rescue

Review of Related Literature

The existence of diverse disasters which impaired life and property in most all

countries made it a basis for the safety managers and planners to develop an

internationally-accepted methodology for the coordination of international USAR

teams to collapsed structure emergencies and a minimum standard for USAR

 17

assistance at both national and international level (Ambassador Tony Frisch,

INSARAG Chairperson, 19 December 2013).

Hence, the United Nations General Assembly has endorsed the resolution

57/150 on “Strengthening the effectiveness and coordination of international urban

search and rescue assistance” as the INSARAG Guidelines prepared by USAR

responders around the world to serve as the basis for international USAR.

As the world enters the 21st century, significant innovations were being made

in every aspects of human lives, technology, ideas, climate, etc., however, these

innovations also possesses threat to humanity.

Nowadays, the provision of SAR services has evolved into not only an

international humanitarian obligation, which is enshrined in the customary practices,

but also an important element of a safer and more secure environment for a state’

development of its economy, particularly with the trend of the movement of

urbanization. During the relatively short period of time of evolution, SAR has

matured as a comprehensive system (Chao, W. 2006), which is made up of following

functional components including: (1) communications network throughout the SAR

region (SRR) and collecting with external SAR services; (2) a rescue coordination

center (RCC) for the coordination of SAR services, and one or more rescue sub-

centers (RSCs) to support an RCC within its SRR, if necessary; (3) SAR facilities,

including SAR units(SRUs) with specialized equipment and trained personnel, as well

as other resources which can be used to conduct SAR operations; (4) On-scene

coordinators (OSCs) assigned, as necessary, for coordinating the on-scene activities of

all participating facilities; and (5) support facilities that provide services in support of

SAR operations.
 18

Innovations in SAR across the globe was evident as the Royal Thai Navy has

successfully freed the members of Football Teams consisting 13 members and coach

from flooded cave (BBC News, 10 July 2018). The young members of the football

team were trapped in a cave system, which is 10km (6 miles) deep, is known locally

for its deep recesses and narrow passages which makes it challenging to rescuers

make them freed. The physical structure of the cave why rescuers consider other

routes in - teams of soldiers search for alternative entrance points and the authorities

consider drilling into the mountain to get access.

The Philippine Coast Guard (PCG), PCG Auxiliary (PCGA), Philippine Navy

(PN), Philippine National Police (PNP) and Joint Task Force (JTF) Boracay

conducted a joint search and rescue (SAR) operation on a distressed unnamed

motorbanca at vicinity waters between Boracay Island and Caluya Island last June 19

(PCG, June 2018). Subsequently, Station Commander of CGSS Boracay made

coordination with the Adviser/ Consultant of Boracay Fire Rescue Ambulance

Volunteer (BFRAV), JTF Boracay for the availability of their water assets. Further,

CGSS Boracay together with the PNP Maritime Group and the Navy deployed their

water assets and conducted a joint SAR operation. Through the efficient coordination

and joint operation between the PNP, PCG, PCGA, PN, and JTF Boracay to advise all

watercrafts transiting in the said area for possible sighting of the said motorbanca and

immediately inform the nearest Coast Guard unit, it resulted to successful search and

rescue of the reported missing motorbanca with passengers that are safe and in good

physical condition.

During the AGOS Summit on Disaster Preparedness held at SM Aura

Samsung Hall in Taguig (Rappler Philippines, July 2017), the secretariat head of the

Metro Manila Shake Drill, Ramon Santiago call for the help of the public to volunteer
 19

their dogs for the Metro Manila Development Authority’s (MMDA) K9 search and

rescue (SAR) team. Accordingly, while traditional responses, such as the use of

equipment, is carried out widely, it is commonly overlooked resource in disaster

response are dogs. In addition, the volunteer K9 SAR team complemented other

efforts carried out by the MMDA. It may not be 100% full proof but it speeds up the

work compared to other training of MMDA. Santiago also shared that 2 trained dogs

were present in search and rescue operations after the Bohol quake and were able to

find 3 bodies missed by human efforts. This manifest the need of dogs in SAR.

A group of Filipino men has developed a search and rescue drone and their

project is currently a semi-finalist at the 2016 Drones for Good Awards in the United

Arab Emirates (Morial, D., February 2016). Among other drones, ‘Project

Kwago’ specializes in operating in the dark. Perfect for continuing rescue efforts even

after the sun sets. It uses a thermal imaging camera to detect heat signatures in the

area. Kwago has a number of features to keep it functioning and reliable when it takes

off the ground. It has a built-in sensor to avoid collision with other structures,

automatic dependent surveillance-broadcast (ADS-B) system for tracking and

communication, pattern recognition, automatic take-off and landing function, sonars,

and more. It's an app-based system and communicates to the operator via their own

application.

Analyses and Synthesis

The SAR system is important because it has long been served as the last

shackle in the pursuit of safety of victims of emergencies. Without which, all persons

facing the life-threatening situations are exposed to various dangers. It could be

argued that no matter how the country tries its best to raise technological standards, an
 20

external means of protection or remedy is always necessary. A series of accidents can

be good examples to show the failures which the IMT itself cannot overcome. The

SAR system cannot be substituted due to its humanitarian characteristics. No matter

how expensive it is to provide SAR services in some regions, SAR services must be

there, although the capabilities of an individual state’s SAR system can be low or

high. Therefore, it could be said that it doe corresponds with the existing reality.

As time goes by, various problems are being encountered by SAR teams

depending on every type of emergencies which remains to be unsolved for some IMT

due to several factors like the problems in personnel, equipment and logistics, and

sometimes the support from the government itself. Thus, it is important to innovate all

aspects in the SAR system that can be adopted in the international arena.

Close cooperation is important to establish between services and

organizations, which may support improvements in lifesaving functions in areas such

as operations, planning, training, exercises, communications and research and

development. Recognize the critical importance of reduced response time to the

successful rescue and similar recovery efforts, a continual focus should be maintained

on developing and implementing means to reduce the time required for receiving

alerts and information associated with distress situations, planning and coordinating

operations, facility transits and searches, rescues or recoveries and providing

immediate assistance, such as medical assistance, as appropriate.

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CHAPTER II. METHODOLOGY

This chapter presents the research method, population and sampling scheme,

data collection method, and the modal and verbal interpretation.

Research Design

In this study, the researchers will employ the descriptive method to determine

the search and rescue capability of PNP, BFP, and PCG through the application of a

survey questionnaire, interview, and observation. The researchers will personally

distribute the survey questionnaires to the respective SAR Team responders of the

three (3) agencies. Said questionnaires will be collected personally after seven (7)

days from distribution. The evaluation and interpretation of the meaning of tabulated

data will be made. This description will be combined with comparison and contrast

that involves measurements, classifications, interpretation, and evaluation.

In order to triangulate data, the researchers will line up different colleagues in

the same field in the PNP and BFP in Marikina City, and PCG NCR who will serve as

the respondents during the interview of the SAR capability in Marikina City during
 22

flooding. Likewise, the researchers will conduct an actual observation on the facilities

to assess the SAR capability of the three bureaus. Observation will be conducted in

the SAR of PNP, BFP and PCG in Marikina City.

Findings from survey, interview, and observation will be compared,

reconciled, and integrated. When different results are obtained, all data will be

reviewed to understand why differences occurs.

Data Sources

This research study will be conducted in the Marikina City involving the SAR

Teams of PNP, BFP, and PCG. The members of each SAR teams will be the

prospective respondents of this study by employing a convenient sampling which will

serve as the main or primary source of data for this study. More so, the researchers

will review relevant literature and studies which could be used as the basis to support

some facts about the study which will also serve as the secondary sources of data.

Any information that will be obtained from the literature review will be used to

reinforce some relevant issues in the said topic.

After the analysis, validity would be established for the practices and skills

that were identified by each observer

Data Collection Method

The research will undertake the following procedures or steps of gathering

data; ascertained the issues and concerns; prepare the needed request and

communications to all concerned respondents; administer the survey questionnaire to

 23

the respondents by category; collate, sort, scan and evaluate the answered instruments

from the respondents. The researchers will tabulate, compute, and analyze the

gathered data in tabular and text presentation with due consideration of the sub-

problem of the study to be encoded on the manuscript.

In the focused group discussion, the researchers will involve the participation

of selected representatives from the PNP and BFP Marikina City as well as the PCG

in NCR.

Modal and Verbal Interpretation

The following tools will be used to establish in the treatment and analysis of

data:

1. Percentage. This will be used to establish the category of the three (3)

groups of respondents.

2. Mean. This will be used to determine the assessment of the three (3)

groups of respondents on issues that were raised in the study.

3. In addition, a four-point Likert Scale will be used to assess search and

rescue capability of PNP, BFP, and PCG in responding to flooding in Marikina City.

Point Value Mean Scale Verbal Interpretation

4 3.26 – 4.00 Strongly Agree (SA)

3 2.51 – 3.25 Agree (A)
2 1.76 – 2.50 Disagree (DA)
1 1.00 – 1.75 Strongly Disagree (SDA)

For the part two (2) of the instrument, a four-point Likert scale will be used to

assess the issues and challenges encountered by PNP, BFP, and PCG in SAR

operations.
 24

Point Value Mean Scale Verbal Interpretation

4 3.26 – 4.00 Very Serious (VS)

3 2.51 – 3.25 Serious (S)
2 1.76 – 2.50 Less Serious (LS)
1 1.00 – 1.75 Not Serious (NS)

CHAPTER III. FINDINGS AND ANALYSES

This chapter presents the interpretation and analysis of data based on the sub-

problems posited in this study.

Discussion of the Findings

1. Assessment on the capability of the tri-bureaus (PNP, BFP, and PCG) in

responding to flooding in Marikina City, in terms of command and control, personnel

strength, logistics, trainings, inter-agency cooperation, and LGU/NGO collaboration.

Table 1

Assessment on the capability of the tri-bureaus (PNP, BFP, and PCG) in responding

to flooding in Marikina City, in terms of command and control

I. COMMAND ANC CONTROL PNP BFP PCG

AW
Indicators Mean VI Mean VI Mean VI VI
M
1. SAR Team of PNP, BFP, and PCG in
Marikina City adheres to the rules/ policy/
mandate as stipulated on the City Disaster 3.4 A 3.82 SA 2.6 A 3.5 SA
Risk Reduction and Management Plan
(CDRRMP)
2. The SAR Teams of PNP, BFP, and PCG
in Marikina City follows the flow of 3.6 SA 3.55 SA 2.7 A 3.5 SA
command in accordance with the CDRRMP
3. CDRRMP has a clear flow of command
and control over the SAR teams during 3.15 A 3.55 SA 2.9 A 3.34 SA
flooding in Marikina City
 25

4. There is a unity of command in search

and rescue operations of PNP, BFP, and 3.15 A 3.64 SA 2.6 A 3.4 SA
PCG during flooding in Marikina City
5. CDRRMP specified a person of authority
that is responsible in planning, directing, etc.
3.1 A 3.27 SA 2.8 A 3.32 SA
of the SAR teams during flooding in
Marikina City
AVERAGE 3.3 SA 3.6 SA 2.72 A 3.4 SA
Legend:
SA – Strongly Agree A – Agree

Table 1 shows that the overall assessment of the three groups of respondents is

“Strongly Agree” with an average mean of 3.4. In so doing, the indicator “SAR Team

of PNP, BFP, and PCG in Marikina City adheres to the rules/ policy/ mandate as

stipulated on the City Disaster Risk Reduction and Management Plan (CDRRMP)”

and “The SAR Teams of PNP, BFP, and PCG in Marikina City follows the flow of

command in accordance with the CDRRMP” obtained the highest mean of 3.5 which

is interpreted as “Strongly Agree”. On the other hand, the least average mean of 3.32

or “Strongly Agree” was obtained by the indicator “CDRRMP specified a person of

authority that is responsible in planning, directing, etc. of the SAR teams during

flooding in Marikina City”.

For the group of PNP, the respondent’s overall assessment was 3.3 or

“Strongly Agree”. The group assessed the indicator “The SAR Teams of PNP, BFP,

and PCG in Marikina City follows the flow of command in accordance with the

CDRRMP” with a mean of 3.6 of “Strongly Agree”; while the least mean of 3.1 was

obtained by the indicator “CDRRMP specified a person of authority that is

responsible in planning, directing, etc. of the SAR teams during flooding in Marikina

City”.

On the part of the BFP, the overall assessment of the group was “Strongly

Agree” with a mean of 3.82 for the indicator “SAR Team of PNP, BFP, and PCG in

Marikina City adheres to the rules/ policy/ mandate as stipulated on the City Disaster

Risk Reduction and Management Plan (CDRRMP)”. The least mean of 3.27 or
 26

“Strongly Agree” was for the indicator “CDRRMP specified a person of authority

that is responsible in planning, directing, etc. of the SAR teams during flooding in

Marikina City”.

Meanwhile, respondents from PCG “Agree” or a mean of 2.9 that “CDRRMP

has a clear flow of command and control over the SAR teams during flooding in

Marikina City” with the highest mean from the group. Lastly, the least mean was 2.6

or “Agree” wherein members of the PCG assessed that “There is a unity of command

in search and rescue operations of PNP, BFP, and PCG during flooding in Marikina

City”.

This signifies that the Philippine Disaster Risk Reduction and Management

Act of 2010 otherwise known as the Republic No. 10121 is efficient in unifying the

Search and Rescue Teams in the country. Significantly, through the unification, the

attainment of its objective that had been evidently attained from the recent disasters

where there is intervention of SAR teams of PNP, BFP, and PCG.

This is somehow manifested by the data gathered during the interview with the

SAR personnel from Marikina City Police Station wherein the respondents cited that

NDRRMP is effective for a fact that coordination with other bureaus had been fixed

or arranged. On the other hand, the PDRRM act of 2010 has specified a clear chain of

command where all SAR teams both from armed services down to civil society

groups are under the command of National Disaster Risk Reduction and Management

Council (NDRRMC) during disaster. Through this, the unity of actions is visible.

Table 2

Assessment on the capability of the tri-bureaus (PNP, BFP, and PCG) in responding

to flooding in Marikina City, in terms of personnel strength

II. PERSONNEL STRENGTH PNP BFP PCG

Mea AW
Indicators Mean VI VI Mean VI VI
n M
 27

1. The SAR team in my respective unit have

qualified personnel to conduct search and 3.05 A 3.7 SA 3.4 SA 3.32 SA
rescue
2. The number of SAR personnel in my
respective unit is sufficient to respond in 2.75 A 3.1 A 3.1 A 2.73 A
incidents requiring SAR intervention
3. The SAR personnel in my respective unit
adheres to and adopt the universal norms, 3.1 A 3.7 SA 3.1 A 3.27 SA
principles and standards in SAR operations
4. SAR personnel in my respective unit is
3.15 A 3.7 SA 3.3 SA 3.34 SA
aware of Standard Operating Procedures
5. Each SAR personnel in my respective unit
is aware of their designated duties and 3.1 A 3.6 SA 3.3 SA 3.29 SA
responsibilities during SAR operations
AVERAGE 3.03 A 3.6 SA 3.24 SA 3.2 SA
Legend:
SA – Strongly Agree A – Agree

As shown form table 2, the overall mean from the assessment of the three (3)

groups of respondents was 3.2 or “Strongly Agree”. As presented, the indicator which

obtained the highest mean of 3.34 or “Strongly Agree” was “SAR personnel in my

respective unit is aware of Standard Operating Procedures”. In contrast, the three (3)

groups of respondents unanimously assessed “Agree” with a mean of 2.73 on the

indicator “The number of SAR personnel in my respective unit is sufficient to respond

in incidents requiring SAR intervention”.

The group of PNP has an overall assessment with a mean of 3.03 or “Agree”.

Relatively, the group assessed the indicator “The number of SAR personnel in my

respective unit is sufficient to respond in incidents requiring SAR intervention” with a

least mean of 2.75 or “Agree”. The highest mean of 3.15 or “Agree” was obtained by

the indicator “SAR personnel in my respective unit is aware of Standard Operating

Procedures”.

SAR team of BFP has an overall assessment of 3.7 or “Strongly Agree” for the

indicators “The SAR team in my respective unit have qualified personnel to conduct

search and rescue”, “The SAR personnel in my respective unit adheres to and adopt

the universal norms, principles and standards in SAR operations”, and “SAR

personnel in my respective unit is aware of Standard Operating Procedures”. The

 28

least mean of 3.1 or “Agree” was assessed by the respondents for indicator “The

number of SAR personnel in my respective unit is sufficient to respond in incidents

requiring SAR intervention”.

On the part of PCG, the indicator “The SAR team in my respective unit have

qualified personnel to conduct search and rescue” has the highest mean of 3.4 or

“Strongly Agree”. The least mean of both 3.1 or “Agree” was given to the indicators

“The number of SAR personnel in my respective unit is sufficient to respond in

incidents requiring SAR intervention” and “The SAR personnel in my respective unit

adheres to and adopt the universal norms, principles and standards in SAR

operations”.

Nowadays, the provision of SAR services has evolved into not only an

international humanitarian obligation, which is enshrined in the customary practices,

but also an important element of a safer and more secure environment for a state’

development of its economy, particularly with the trend of the movement of

urbanization. During the relatively short period of time of evolution, SAR has

matured as a comprehensive system (Chao, W. 2006), which is made up of following

functional components including: (1) communications network throughout the SAR

region (SRR) and collecting with external SAR services; (2) a rescue coordination

center (RCC) for the coordination of SAR services, and one or more rescue sub-

centers (RSCs) to support an RCC within its SRR, if necessary; (3) SAR facilities,

including SAR units(SRUs) with specialized equipment and trained personnel, as well

as other resources which can be used to conduct SAR operations; (4) On-scene

coordinators (OSCs) assigned, as necessary, for coordinating the on-scene activities of

all participating facilities; and (5) support facilities that provide services in support of

SAR operations.
 29

Table 3

Assessment on the capability of the tri-bureaus (PNP, BFP, and PCG) in responding

to flooding in Marikina City, in terms of logistics

III. LOGISTICS PNP BFP PCG

Mea AW
Indicators Mean VI VI Mean VI VI
n M
1. Each SAR personnel in my unit possess
an individually issued equipment to be used 2.7 A 2.6 A 2.9 A 2.73 A
in SAR operations
2. SAR team in my unit possess equipment D
2.5 2.5 DA 2.8 A 2.59 A
based from international standard A
3. My unit receives an annual SAR D
2.45 2.36 DA 3 A 2.56 A
equipment and supplies A
4. There is a designated conducive facility D
2.5 2.7 A 2.9 A 2.66 A
for SAR team in my unit A
5. There is a continuous supply for
consumable equipment of SAR team in my 2.6 A 2.5 DA 2.6 A 2.59 A
respective unit
AVERAGE 2.55 A 2.5 DA 2.8 A 2.62 A
Legend:
A - Agree DA – Disagree

As presented from table 3, it appears that the groups of respondents “Agree”

with a mean of 2.62 on the assessment on the capability in terms of logistics. More so,

the indicators that garnered the highest mean of 2.73 or “Agree” was “Each SAR

personnel in my unit possess an individually issued equipment to be used in SAR

operations”.

For the PNP respondents, the overall mean was 2.55 or “Agree”. Relatively,

the group assessed the indicator “Each SAR personnel in my unit possess an

individually issued equipment to be used in SAR operations” with a mean of 2.7 or

“Agree”. Then again, the group assessed the indicator “My unit receives an annual

SAR equipment and supplies” which is the least obtained from the group with a mean

of 2.45 or “Disagree”.

The group from BFP SAR Personnel revealed an overall mean of 2.5 or

“Disagree” which manifests the highest obtained mean of 2.7 or “Agree” for the

indicator “There is a designated conducive facility for SAR team in my unit”; while
 30

the least mean of 2.36 or “Disagree” was given to the indicator “My unit receives an

annual SAR equipment and supplies”.

Respondents from the group of PCG, presented that they “Agree” with a mean

of 2.8 on the indicators for the assessment on the capabilities in terms of logistics.

Reasonably, the indicator that attained the highest mean of 3.0 or “Agree” was

indicator “My unit receives an annual SAR equipment and supplies”. The least mean

from the group was obtained by indicator “There is a continuous supply for

consumable equipment of SAR team in my respective unit” interpreted as “Agree” or

2.6.

Given the result from table 3, it shows that there is a significant need for the

improvement in logistics as it was revealed that there is a low level of agreement from

the respondents. This is undeniably true for the fact that some SAR teams are making

improvised equipment like improvised floating device also known as “Salbabote”

during WASAR which has been used during flooding in Metro Manila in order to fill

the lacking equipment and a limited allotted fund.

In some cases, logistics are only available for specialized units (Special

Operations Groups), while the response teams who are commonly utilized, only

possesses basic equipment and are limited in number.

Table 4 presents the assessment on the capability of the tri-bureaus (PNP, BFP,

and PCG) in responding to flooding in Marikina City, in terms of training. As

presented from the table, the overall mean on the assessment of the three (3) groups of

respondents was 2.9 or “Agree”. The highest mean of 3.1 or “Agree” was obtained

by the indicator “Each SAR personnel in my respective unit possess basic training

before deployment”; the least mean of 2.4 or Disagree” for the indicator “SAR personnel in my
 31

respective unit are being sent abroad to undergo SAR related training at least once

every two years”.

Table 4

Assessment on the capability of the tri-bureaus (PNP, BFP, and PCG) in responding

to flooding in Marikina City, in terms of trainings

IV. TRAININGS PNP BFP PCG

AW
Indicators Mean VI Mean VI Mean VI VI
M
1. Each SAR personnel in my respective
unit possess basic training before 2.9 A 3.7 SA 2.9 A 3.1 A
deployment
2. Each SAR personnel in my respective
unit undergoes annual SAR enhancement 2.7 A 3.27 SA 2.9 A 2.9 A
training
3. There are specialization training for SAR
2.7 A 3.6 SA 2.9 A 3.0 A
personnel in my respective unit
4. SAR personnel in my respective unit are
D D
being sent abroad to undergo SAR related 2.2 2.27 2.8 A 2.4 DA
A A
training at least once every two years
5. Trainings for SAR team in my unit are
2.7 A 3.5 SA 3.1 A 3.02 A
provided by our respective agency
AVERAGE 2.64 A 3.27 SA 2.92 A 2.9 A
Legend:
SA – Strongly Agree A – Agree DA – Disagree

The groups of PNP and BFP both agreed in assessing the indicator “Each SAR

personnel in my respective unit possess basic training before deployment” with a

mean of 2.9 and 3.7, respectively. For the group of PCG, the indicator which garnered

the highest mean of 3.1 or “Agree” was “Trainings for SAR team in my unit are

provided by our respective agency”. On the other hand, the PNP, BFP, and PCG

assessed the indicator “SAR personnel in my respective unit are being sent abroad to

undergo SAR related training at least once every two years” both with the lowest

mean of 2.2, Disagree, 2.27 “Disagree”, and 2.8 “Agree”, respectively,

Contrary to the result of the interview, respondents divulge that SAR

personnel from PNP and PCG only possess the basic training specifically for the PNP

which is the Scout Training. PCG DRT who are commonly utilized during WASAR
 32

were only equipped with basic lifesaving training, PCG-SOG are being utilized during

drowning only who possesses the advance training in WASAR. More so, in an

interview with a respondent, it garnered that personnel in their unit do not receive

enhancement/advancement training.

Innovations in SAR across the globe was evident as the trained and

experienced Royal Thai Navy has successfully freed the members of Football Teams

consisting 13 members and coach from flooded cave (BBC News, 10 July 2018). The

young members of the football team were trapped in a cave system, which is 10km (6

miles) deep, is known locally for its deep recesses and narrow passages which makes

it challenging to rescuers make them freed. The physical structure of the cave why

rescuers consider other routes in - teams of soldiers search for alternative entrance

points and the authorities consider drilling into the mountain to get access.

Table 5 illustrates the assessment on the capability in term of inter-agency

cooperation. All indicators were assessed by the groups of respondents with a mean of

3.17 or “Agree”. Among the indicators, the highest mean of 3.37 or “Agree” was

obtained by the indicator “My respective SAR unit is closely coordinating with SAR

teams from other agencies”, while the least mean of 2.98 or “Agree” was given to

indicator “SAR team in my unit conducts enhancement trainings for SAR personnel of

other agencies whenever requested/ needed”.

Table 5

Assessment on the capability of the tri-bureaus (PNP, BFP, and PCG) in responding
to flooding in Marikina City, in terms of inter-agency cooperation
V. INTER-AGENCY COOPERATION PNP BFP PCG
Mea AW
Indicators Mean VI VI Mean VI VI
n M
1. My respective SAR unit is closely
coordinating with SAR teams from other 3.1 A 3.6 SA 3.3 SA 3.37 A
agencies
2. SAR team in my unit is participating with
SAR teams from other government agencies 2.95 A 3.7 SA 3.1 A 3.2 A
in SAR related training/ simulation exercise
 33

3. SAR team in my unit is lending equipment

2.85 A 3.36 SA 3.1 A 3.05 A
to other SAR teams whenever needed
4. SAR team in my unit conducts
enhancement trainings for SAR personnel of 2.7 A 3.36 SA 3.0 A 2.98 A
other agencies whenever requested/ needed
5. SAR team in my unit provides assistance
during to other agencies’ SAR team during 3.1 A 3.6 SA 3.2 A 3.24 A
operations
AVERAGE 2.87 A 3.52 SA 3.14 A 3.17 A
Legend:
SA – Strongly Agree A – Agree

On the part of PNP, the highest mean of 3.1 or “Agree” for indicators “My

respective SAR unit is closely coordinating with SAR teams from other agencies” and

“SAR team in my unit provides assistance during to other agencies’ SAR team during

operations”. The lowest mean among the group of PNP was for the indicator “SAR

team in my unit conducts enhancement trainings for SAR personnel of other agencies

whenever requested/ needed” with a score of 2.7 or “Agree”.

The group of BFP obtained the highest mean of 3.7 or “Agree” for the

indicator “SAR team in my unit is participating with SAR teams from other

government agencies in SAR related training/ simulation exercise”, while the least

mean of 3.36 or “Agree” was similar for the indicators “SAR team in my unit is

lending equipment to other SAR teams whenever needed”, and “SAR team in my unit

conducts enhancement trainings for SAR personnel of other agencies whenever

requested/ needed”.

Somehow, the PCG “Strongly Agree” with a mean of 3.3 was attained by

indicator “My respective SAR unit is closely coordinating with SAR teams from other

agencies”. The mean of 3.0 or “Agree” was least that was obtained by the indicator

“SAR team in my unit conducts enhancement trainings for SAR personnel of other

agencies whenever requested/ needed”.

This explains that NDRRMP is efficient in making coordination between SAR

in the country as the Philippine Coast Guard (PCG), PCG Auxiliary (PCGA),
 34

Philippine Navy (PN), Philippine National Police (PNP) and Joint Task Force (JTF)

Boracay conducted a joint search and rescue (SAR) operation on a distressed

unnamed motorbanca at vicinity waters between Boracay Island and Caluya Island

last June 19 (PCG, June 2018). Subsequently, Station Commander of CGSS Boracay

made coordination with the Adviser/ Consultant of Boracay Fire Rescue Ambulance

Volunteer (BFRAV), JTF Boracay for the availability of water assets. Further, CGSS

Boracay together with the PNP Maritime Group and the Navy deployed water assets

and conducted a joint SAR operation. Through the efficient coordination and joint

operation between the PNP, PCG, PCGA, PN, and JTF Boracay to advise all

watercrafts transiting in the said area for possible sighting of the said motorbanca and

immediately inform the nearest Coast Guard unit, it resulted to successful search and

rescue of the reported missing motorbanca with passengers that are safe and in good

physical condition.

Table 6 illustrates the assessment on the capability of the tri-bureaus (PNP,

BFP, and PCG) in responding to flooding in Marikina City, in terms of LGU/NGO

cooperation where it obtained an overall mean of 3.17 or “Agree”.

Table 6

Assessment on the capability of the tri-bureaus (PNP, BFP, and PCG) in responding
to flooding in Marikina City, in terms of LGU/NGO cooperation
VI. LGU/NGO COOPERATION PNP BFP PCG
AW
Indicators Mean VI Mean VI Mean VI VI
M
1. SAR team in my unit implement programs
where, communities, LGU and NGO
3.0 A 3.6 SA 3.0 A 3.17 A
educated and trained on how they can
actively support during emergencies
2. LGU/NGO provides assistance and
services to SAR team in my unit (e.g.
3.13 A 3.7 SA 3.13 A 3.26 SA
manpower, equipment, facilities, etc.)
whenever requested/needed
3. LGU/NGO participates with the SAR
team in my unit during operations in good 3.1 A 3.36 SA 3.1 A 3.12 A
will
4. LGU/NGO participates in formulating
3.0 A 3.36 SA 3.1 A 3.14 A
plans, policies, etc.
 35

5. Gives importance to LGU/NGO

2.9 A 3.6 SA 3.1 A 3.14 A
participation in all SAR relevant activities
AVERAGE 3.02 A 3.52 SA 3.08 A 3.17 A
Legend:
SA – Strongly Agree A – Agree

The three groups of respondents PNP, BFP, and PCG both “Agree” with a

mean of 3.13, 3.7, and 3.13, respectively, for the indicator “LGU/NGO provides

assistance and services to SAR team in my unit (e.g. manpower, equipment, facilities,

etc.) whenever requested/needed”. The least indicator assessed by the group of PNP

was “Gives importance to LGU/NGO participation in all SAR relevant activities”; for BFP,
“LGU/NGO participates with the SAR team in my unit during operations in good will”, and

“LGU/NGO participates in formulating plans, policies, etc”; while the PCG, “SAR team in my unit

implement programs where, communities, LGU and NGO educated and trained on how they can

actively support during emergencies”, with a mean of 2.9 or “Agree”; 3.36 or “Strongly Agree”; and

3.0 or “Agree”, respectively.

As mandated by the Republic Act no 10121, SAR is not only limited to

government entities specifically the armed services. The LGU and NGO takes a

crucial role in the attainment of saving life. In SAR, PDPs approaches to incorporate

DRRM included among others, the increased local government unit (LGU) and

community participation. On the other hand, to streamline activities of DRRM at the

local level, the law supported the modified use and appropriation of the Local

Calamity Fund that established the Local Disaster Reduction Management Fund

which provides funds for the preparedness programs including trainings, purchase of

disaster response and rescue equipment, supplies, for post-disaster activities, and

payment of premiums on calamity insurance.

Further, the LDRRMF covers lump sum allocation for Quick Response Fund

(QRF) and disaster prevention and mitigation, preparedness, response, rehabilitation

and recovery.
 36

2. Assessment on issues and challenges that the three agencies are encountering in the

conduct of SAR during flooding in Marikina City.

Table 7

Assessment on the issues and challenges that the three (3) agencies are encountering
in the conduct of SAR during flooding in Marikina City
I. PROBLEMS ENCOUNTERED PNP BFP PCG
Mea AW
Indicators Mean VI VI Mean VI VI
n M
1. Presence of ego among SAR teams from
2.15 LS 3.8 VS 3.1 S 2.39 LS
different agencies of the government
2. Failure to upgrade SAR equipment in my
2.65 S 3.7 VS 2.7 S 2.63 S
respective unit
3. Equipment in my respective unit is more
2.54 LS 3.5 VS 2.6 S 2.51 S
than 5 years old
4. There is no replacement for unserviceable
2.35 LS 3.5 VS 2.8 S 2.56 S
equipment in my unit
5. Insufficient allotted budget for the needs
of SAR team in my unit (e.g. maintenance, 2.75 S 3.7 VS 2.8 S 2.85 S
replacement, etc.)
AVERAGE 2.67 S 3.64 S 2.8 S 2.59 S
Legend:
LS – Less Serious S – Serious

Table 7 presents the assessment on the issues and challenges encountered in

the SAR during flooding in Marikina City wherein the overall mean was 2.59 or

“Serious”. The three groups assessed the indicator “Insufficient allotted budget for

the needs of SAR team in my unit (e.g. maintenance, replacement, etc.)” with a

highest mean of 2.85 or “Serious”; while the least assessment from the group was the

indicator “Presence of ego among SAR teams from different agencies of the

government” with a mean of 2.39 or “Less Serious”.

The result of table 4 leads to call of Metro Manila Shake Drill Secretariat for

the help of the public to volunteer their dogs for the Metro Manila Development

Authority’s (MMDA) K9 search and rescue (SAR) team. Accordingly, while

traditional responses, such as the use of equipment, is carried out widely, it is

commonly overlooked resource in disaster response are dogs. In addition, the

volunteer K9 SAR team complemented other efforts carried out by the MMDA. It
 37

may not be 100% full proof but it speeds up the work compared to other training of

MMDA. Santiago also shared that 2 trained dogs were present in search and rescue

operations after the Bohol quake and were able to find 3 bodies missed by human

efforts. This manifest the need of dogs in SAR.

Meanwhile, a group of Filipino men has developed a search and rescue drone,

the ‘Project Kwago’ which specializes in operating in the dark. Perfect for

continuing rescue efforts even after the sun sets. It uses a thermal imaging camera to

detect heat signatures in the area. Kwago has a number of features to keep it

functioning and reliable when it takes off the ground. It has a built-in sensor to avoid

collision with other structures, automatic dependent surveillance-broadcast (ADS-B)

system for tracking and communication, pattern recognition, automatic take-off and

landing function, sonars, and more. It's an app-based system and communicates to the

operator via their own application.

Analysis

On particular, this research finds that in spite of government effort for

adaptation in responding to national, regional and municipal levels and knowledge of

Water Search and Rescue (WASAR) among practitioners, Disaster Response Teams

(DRTs) have limited awareness on techniques and procedures, lack of equipment, and

its usage.

Implications to the Organization/Bureau

Tactical/Operational

Strategic/Managerial
 38

CHAPTER IV. THE ACTION PLAN

I. Rationale and Intents

II. Outcome/s or Change/s
III. Strategies and Actions
IV. Timeline
V. Resources
a. Persons In-charge
b. Other Resource Requirements
VI. Monitoring and Evaluation
39
 ACTION PLAN

Goal/s: Capability Enhancement of Disaster Response Team (DRT) Personnel and Equipment
Outcome/s Strategies and Timeline (Expected Responsibility Resource Requirements Monitoring Procedure
(Change/ Actions (What will start and completion (Who will be (What resources are (How will you know that
Improvement to be be done to achieve times) responsible for the required to put the the strategy has worked?
achieved in the short term the objectives action?) strategy in action?) How you will measure
this?)
Personnel Capability Trainings January 2019 – NDRRMC Budget allocation Minimum
and Knowledge in December 2021 Requirement based on
WASAR of Disaster RA 10121
Response Team
Equipment Budget January 2019 – PNP, BFP, PCG, Budget allotment of Minimum
Allocation, December 2021 Marikina LGU, Marikina LGU, BFP, Requirement based on
Procurement Marikina CDRRMO PNP, PCG, and RA 10121
CDRRMO
WASAR Equipment Trainings January to PNP, BFP, PCG, WASAR equipment,
Handling December 2019 Marikina LGU, Personnel with
Marikina CDRRMO technical knowledge
in equipment handling
 CHAPTER V CONCLUSION AND RECOMMENDATION/S

This chapter presents the, conclusions drawn and the recommendations made

for the study.

Conclusion/s

Based on the aforementioned findings, the following conclusions were drawn.

The respondent’s assessment on the capability of PNP, BFP, and PCG appears

that they are capable in WASAR operations. Contrary to the assessment, it was

gathered from an interview that the main concern of personnel from PNP, BFP, and

PCG is lack of training, lack of refresher training, and lack of equipment. On the part

of PNP, as mandated, their task is law and order; however, they were utilized to

conduct search and rescue which they are not trained that makes them vulnerable to

accidents. For the BFP, and PCG who more specialized in WASAR, the main concern

was the lack of training for personnel and rescue equipment.

Almost all rescue units are also encountering the problems in convincing the

residents from affected to evacuate and vacate their residence.

Recommendation/s

Based on the foregoing conclusions drawn, the following recommendations

are made:

1. All disaster response teams (DRT) should undergo trainings necessary for

Water Search and Rescue (WASAR).

2. An annual enhancement and advancement training should be made as there are

variations in every cases of flooding.

3. Provision of individually issued and specialized equipment for all personnel of

DRT.

4. NDRRMC should strictly implement adherence to purchasing of minimum

required equipment for SAR of every bureau and CDRRMO.

5. DRT personnel should undergo equipment handling training.

6. Each Bureaus should provide protective gears (scuba suit, scuba boots, etc.)

for DRT personnel.

7. NDRRMC should allot health care funds for personnel injured during SAR

operations.
References (APA or ASA Format)

 https://www.sar-apac.com/about

 Wernhult, S. Maritime Search and Rescue, WMU Alumni Journal s. 2018. PP.80-86.

 Wang, Chao, "Principles and practices towards SAR [Search and Rescue] services: a

comparative study on states' approaches to improving maritime SAR" (2006). World

Maritime University Dissertations. 252.

Appendices

Interview Result with Marikina City Police - DRT

1. What is your direct involvement in SAR during flooding in Marikina City?

- I was assigned/designated as Team Leader of Searh and Rescue Team
- We are given task by our COP to supervise other personnel
- Tactical Operations Center (TOC) is in-charge to look at the áreas of
concern in terms of deployment. As Team Leader (TL), I inform my team
members on áreas of deployment like in Tumana, etc.
- Sir, I am part of being SAR member.
- I am involve as part of the monitoring team
- I am envolved in Station monitoring and incharge with other collaboration
- I was one of the action PNCOs for station monitoring team that monitors the
number of evacuation center, evacuees and water level of Marikina river.

2. What is your overall experience in SAR during flooding in Marikina City?

Please elaborate.
- In 2014 I have experienced operating during a heavy flooding in Tumana,
Marikina at the same time together with Gen Manalo, sir.
- I have encountered during operations having lack of equipment
- Lack of equipment and we need refresher to our training.
- During Relief operations, most of the time the crowd are the problems
- There is an existing system in Marikina in terms of SAR Operations
- Rendering services to the community during flooding thru monitoring is self
fulfilling.
- Very challenging though we work inside the office and not in the field, we
provide data to higher PNP offices. Challenging but self fulfilling.

3. What would you consider is the weaknesses and strength in your bureau in
relation to WASAR?
- Lack of equipment like the availability of rubber boats
- The same sir, we really lack equipment for SAR operations
- Lack of equipment especially during SAR operations and some also lack the
basic skills in conducting SAR.
- There must be a ready equipment in Marikina
- One of the weaknesses is the Logistical equipmnent for SAR while on
strenth we consider the existing coordination with other agencies.
 - Our weakness is the lack of equipment and the strength is the quick
response of PNP
- - Lack of equipment and training but the response of SAR personnel are
quick in responding during flooding.

4. What is the biggest challenge that SAR team in your bureau had encountered
which has a greatest effect in your efficiency?
- We operate in brgy Tumana and the current was so strong and the drum boat
that time was new. It was my first time to operate that kind of boat .
- One is the lack of equipment and there were times that those being rescued
did not want to be evacuated even their lives were in danger.
- Even if the situation of flooding is in level 3, people do not want to evacuate
and most of the equipment are being damaged because of the Strong water
current.
- Most of the personnel in Marikina Police Station are from Marikina City
that is why even the responding PNP are also victims of flooding. They need
to secure also their Family first before reporting to the station
- We are challege to those not cooperating during evacuation
- Though we lack equipment, people in the Station are resourceful.
- We lack equipment but our personnel are resourceful. Those who have SAR
trainings complement those who do not have the basic SAR trainings.

5. Do you think Disaster Response Core Manual is one of the factors that makes
your bureaus and other bureaus eficient in WASAR?
- It is effective sir since coordination with other bureaus are being fixed or
arranged
- Yes sir, if we have core manual that would serve as our guide.
- Core manual serves as our direction. It is a way that we can perform well our
roles as rescuer.
- Yes sir, because that core manual serves as a standard.
- Yes sir
- Yes sir, the core manual organizes the SAR responses.
- Yes sir

6. What would you consider as the asset of your bureau in relation to WASAR
specifically flooding in Marikina City?
- The asset that we consider in Marikina is the Manpower – its availability.
- Training of personnel inorder to increase their knowledge in terms of SAR.
- Manpower of other agencies are also of big help, without them we cannot
perform well during SAR.
- Basic Trainings of personnel are considered asset
- The readiness of personnel since Marikina is always experiencing flood
- Our asset is the PNP personnel
 - There is an immediate response

7. Which part/aspect of SAR in your bureau would you consider needs to be

improved (if there is any) in order to enhance your capability?
- The SAR Team should be using more and appropriate equipment.
- For me, equipment intended for disaster must be adequate.
- Refresher course, regular trainings, and establishment of exclusive SAR
teams are needed during SAR operations to include equipment.
- What is needed to be improved are the equipment sir
- Logistical equipment needs to be improved. There are also no issued SAR
equipment. only life vest, rope. There are no vehicle and we always resort to
borrowing to LGU or other PNP units.
- Equipment needs to be improved, to include trainings
- We need more trainings and refresher courses

8. What are the difficulties/shortcomings encountered by your bureau during

WASAR specifically during flooding?
- During that time, 2013 and 2014, lack of rubber boats because it was
damaged during the ongoing rescue along alleys in Marikina. We cannot just
operate and what we need to use were the two (2) drum boats.
- Some difficulties are just like the lack of equipment, and even if the lives of
persons tend to be evacuated are endangered, still they do not want to leave
the area
- the Difficulties and shortcomings are inadequate equipment and trainings,
uncooperative constituents to be evacuated
- Constituents are not cooperative during evacuation and this serves as the
difficulty encountered by the PNP during WASAR
- Lack of SAR logistical equipment
- Uncooperative constituents.
- Again, we lack equipment.
- We Lack equipment

9. Given the existing Technologies and tools in your bureau, what do you think is
the área that needs improvement? Please elaborate.
- For me, the regular training and the establishment of specific team whose
task is just to conduct SAR and regularly conducting refresher courses from
time to time.
- The area that needs to improve are the trainings and equipment.
- Areas that need to improve are inadequate equipment and trainings
- The 3 rubberboats of the PNP being used by Marikina Police Station also
needs maintenance
- Still, we lack SAR logistical equipment in Marikina
- Equipment is useless if the personnel assigned to do the job is not well
trained that is why we still need trainings
- Again, we consider equipment as needs improvement
10. Who among the other bureaus (BFP, PNP, PCG) would you consider as
potential collaborators in WASAR? Why?
- Number one sir is the BFP, second is the Red Cross and third, is the Local –
our LGUs
- BFP because of the proximity of the distance
- LGU, BFP, AFP, Maritime & MMDA
- The BFP is what we consider as potential collaborator because of its
proximity ftom the station
- BFP & LGU Marikina
- AFP, Maritme Group, Red Cross, BFP are considered bureaus as potential
collaborators
- AFP, Maritime, Red Crooss, NGOs, LGUs

11. How is the collaboration of your bureau to other bureau in relation to SAR in
flooding? Please explain.
- Bureau to bureau collaboration is well coordinated, Tactical Operations
Center (TOC) manages it then relay it to Duty Officer then relay it to the
Ground commander in the área.
- Relation among PCG, PNP and BFP have no problems.
- There are no problems with other bureaus. The TOC in District coordinates
with AFP and Maritime Group in Crame but if it is not enough then they
coordinate and seek help with SAF and PCG.
- Once we establish Advance Command Post (ACP), bureuas that attends to
SAR could be easily located
- There are good collaboration LGU and PNP
- Collaboration/coordination is well communicated with other bureaus.
- Well coordinated because they are providing augmentation

12. Have you ever experience any difficulties in collaborating with other bureaus
during SAR in flooding?
- I have not experienced any difficulties collaborating with other bureaus sir.
- None, sir.
- None
- None
- None so far, sir.

13. How important is the collaboration with other bureaus during flooding in
your SAR Team?
 - Collaboration is very important for a synchronize movements of SAR teams
- They are of big help. If rescuers are huge in size then the possibility is we
can also rescue alot of victims
- No problem with other bureaus
- Very importante sir, there would be more extensive services if there would
be more rescuers.
- To save lives, collaboration is needed
- Very important
- Very important especially the augmentation of other bureaus.

14. What recommendations can you give to further enhance the capability of SAR
Team in your bureau?
- Regular training for all concerned personnel, one team should be devoted
exclusively for SAR, refresher courses and additional Manpower.
- Refreshment of trainings about SAR and acquire more equipment.
- Specific/exclusive team for SAR, training for SAR Teams, and equipment
are all ready
- Flooding is normal in Marikina and in terms of training, it should be
provided to other government personnel and not only those who have basic
PNP training
- Logistical needs and trainings
- There should be more trainings and additional equipment
- More trainings, seminars, improvement and additional equipment.
 Interview Result with PCG - DRT

1. What is your direct involvement in SAR during flooding in Marikina City?

- As rescuer, WASAR training only, basic only. Augmentation in WASAR

2. What is your overall experience in SAR during flooding in Marikina City? Please
elaborate.
- No experience in SAR in Marikina.
- Sometimes the need of equipment, we do have rubber boat, life jacket is
complete, rope, lent, helmet, flashlight, rope is the most important which is
insufficient
- Unorganized.
- we only Rash guard and short, patrol shirt is the attire used during WASAR.

3. What would you consider is the weaknesses and strength in your bureau in relation
to WASAR?
WEAKNESS
- Lack of training in WASAR
- Lack of training knot tying
- Lack of training in water current assessment
- Lack of Protective gear (gloves)
- Life saving is being given, but no techniques/ approach
STRENGTH
- personnel

4. What is the biggest challenge that SAR team in your bureau had encountered
which has a greatest effect in your efficiency?
- Still the lack of equipment and training

5. Do you think Disaster Response Core Manual is one of the factors that makes your
bureaus and other bureaus eficient in WASAR?
- SAR manual of PCG is for water based rescue, not on land rescue. Training
of WASAR incorporates USAR.
6. What would you consider as the asset of your bureau in relation to WASAR
specifically flooding in Marikina City?
- Alluminum boat however some are not operational
- PCG has no asset because aluminum boat is not prescribed for flooding due
to its weight, while rubber boats are not recommended to be used. Ondoy boat is the
most fit (floating craft).
- Equipment of PCG in rescue depends on the LGU

7. Which part/aspect of SAR in your bureau would you consider needs to be improved
(if there is any) in order to enhance your capability?

- Trainings, seminar, equipment, training on how to operate the equipment

8. What are the difficulties/shortcomings encountered by your bureau during WASAR

specifically during flooding?
- Lack of knowledge/ techniques in knot tying
- Uncooperative community residents to evacuate
9. Given the existing Technologies and tools in your bureau, what do you think is the
área that needs improvement? Please elaborate.
- SOG have complete equipment

10. Who among the other bureaus (BFP, PNP, PCG) would you consider as potential
collaborators in WASAR? Why?
- collaborations with other bureau
- ICS is the sole responsible in collaboration of bureaus, but there is still
kanya-kanya system

11. How is the collaboration of your bureau to other bureau in relation to SAR in
flooding? Please explain.
- Coordination depends on the ground commander of CDRRMC
- It is important as PCG is the leading bureau in WASAR, specifically
collaboration with the local SAR as they are familiar with the area of operation.
- Briefing is being done prior the incident (pre-deploymeny) but sometimes
whenever emergencies, briefing is not done.
13. What recommendations can you give to further enhance the capability of SAR
Team in your bureau?
- Trainings to develop specifically in flooding, information drive to prone for
flooded area.
- Prioritization in evacuation and rescue like pregnant, elderlies, children.