Advance Leadership and Management Manual by CGETDC-LDDC Official

TANGGAPAN NG KOMANDANTE (OFFICE OF THE COMMANDANT) PAMBANSANG PUNONGHIMPILAN TANOD BAYBAYIN NG PILIPINAS (National Headquarters Philippine Coast Guard) 139 25th Street, Port Area 1018 Manila MESSAGE The Philippine Coast Guard is more than just a humanitarian, multi-role response agency. We are also a home of movers, shakers, and leaders who make remarkable contributions to the society. Even as we go along the waves of time, changes, and challenges of this maritime nation, we have constantly produced men and women who excel as leaders and harbingers of development. We have the Coast Education Training and Doctrine Command (CGETDC) to thank for this. The training programs were designed, developed, and implemented based on the learning curves of our trainees, the new trends in outcome-based learning model, the adaptive needs of the Command, and the demands of the future operating environment of our graduates. All these were incorporated by the dedicated staff and officers of CGETDC to the Coast Guard Senior Non-Officers Course and the Advance Leadership as well as the Basic Leadership Courses. These programs cultivate the inherent leadership qualities of our personnel, thereby strengthening the core of their individual and professional growth as Coast Guardians. In line with the leadership thrust of the Command, the creation of the Philippine Coast Guard Advance Leadership and Management Course (ALMC) Manual will serve as reference and guide to streamlined leadership theories and management applications â&#x20AC;&#x201C; proficiencies that are required and expected from our personnel. I wish to extend my warmest felicitations to the men and women behind this initiative. With the leadership of your Commanding Officer, RADM ARTEMIO M ABU PCG, I am certain that this endeavor will sail on, full speed ahead.

GEORGE V URSABIA JR ADM PCG

Office of the Commander COAST GUARD EDUCATION TRAINING AND DOCTRINE COMMAND Muelle dela Industria, Farola Compound Binondo, Manila MESSAGE Generations of competent, proficient, reliable and principled leaders coming down from the long blue line of PCG Senior Non-Officers has taken the Command at the crossroads of hard work and success. Such level of determination and accomplishment amongst our personnel serves as the culmination of the Coast Guard Education Training and Doctrine Command’s (CGETDC) efforts in laying the foundation of a professionally managed organization.

Our mission of cultivating higher learning and advanced training has prepared decades of Coast Guard leaders in the performance of their duties and responsibilities even before the need to step up the ladder of organizational structure comes. The Advance Leadership Manual complements this mission of producing world-class leaders amongst uniformed personnel in the PCG service. It provides a comprehensive guide, in line with my mantra as the CGETDC’s Commanding Officer, that is, for CGETDC to lead in “Transforming Lives and Shaping the Future” of PCG personnel, in this case, our Senior Non-Officers, through the implementation of excellent learning programs. This manual comprises detailed procedures, guidelines, and demonstrations of the duties that comes along with higher administrative positions. It provides vital information to help our Senior Non-Officers excel, be a better leader, and raise the bar of management to the next level. I wish to congratulate the men and women of the Coast Guard Education Training and Doctrine Command in the preparation of the Advance Leadership Manual and for putting together their hearts, minds and efforts to come up with a ready reference and resource manual on ALMC. As the ALMC proved beneficial to those have previously taken the same, I hope that this Manual will likewise serve the same purpose and result to the generations of PCG leaders to follow.

ARTEMIO M ABU RADM PCG 3

ACKNOWLEDGEMENT The principal consideration in developing this PCG Advance Leadership Management Course (ALMC) Manual is to achieve a uniform standard reference for our trainees. This is intended to become an effective learning tool for our PCG Non-Officers who are striving to advance their administrative and professional curves. The completion of this Manual was made possible through the untiring efforts and dedication of the CGETDC staff, as well as the guidance of our commanding officers; thus, my sincerest thanks to them all. Special appreciation and acknowledgement are given to those who have had the greatest impact on the success of this manual – LTJG KAREN NIÑA A ENDONA PCG, ENS WINSYL V SALUSOD PCG, ENS RUTH GLENDA M REVELAR PCG, ENS DARWIN P HERMOSO PCG and ENS RICHELLE VERONICA E PIOLLO PCG as well as the Nonofficers of the Leadership Doctrine Development Center, who have painstakingly and continuously shared their time, knowledge and experience. The same gratitude is extended to those who have constantly assisted this unit in providing quality education and training to our personnel, and whose efforts made all these possible. To CDR MAYETTE M MENDOZA PCG for her perpetual support and expertise in reviewing the draft of this manual, thank you. To our former and the present Deputy Commanders, CGETDC, COMMO CHRISTOPHER T VILLACORTE PCG and COMMO EUSTACIO NIMROD ENRIQUEZ PCG; our Chief of Staff, CGETDC, CAPT PAMELA DC DOLINA PCG and all the CGETDC staff and personnel, for their hard work and dedication that enabled us to accomplish the missions and tasks given by the higher command, thank you. To our Commander, Coast Guard Education Training and Doctrine Command, RADM ARTEMIO M ABU PCG, for the leadership which inspires and support the CGETDC family to achieve and accomplish his objective of “Transforming Lives and Shaping the Future” our personnel through quality education and training. Grateful acknowledgement is also expressed to our esteemed Commandant, Philippine Coast Guard, ADM GEORGE V URSABIA JR PCG; as well as to our beloved Deputy Commandant for Operation, VADM LEOPOLDO V LAROYA PCG and the former C, CGETDC, now Deputy Commandant for Administration, VADM LYNDON F LATORRE PCG; for their support and encouragement that inspired our personnel to take higher levels of diligence and determination. Their proactive and exemplary leadership laid the foundations for the PCG to be recognized as the primary maritime agency of the country. With utmost reverence, I thank the God Almighty for without His blessings, none of these would be possible. MARIFEM UBONGEN- ISAAC CAPT PCG Director, Leadership and Doctrine Development Center 4

TABLE OF CONTENTS PART I. PCG ADMINISTRATION AND WRITTEN COMMUNICATIONS Section A. PCG Administration a. b. c. d.

PCG History …………………………………………………………………………. PCG Organizational Structure ……………………………………………….. PCG Mission, Vision and Functions ………………………………………... The PCG’s Power and Functions pursuant to R.A 9993 …………...

03 05 17 20

SECTION B. Communication Skills a. Introduction ………………………………………………………………………… 36 b. Basic Speech Writing ..................................................................................... 37 c. Public Speaking ............................................................................................... 38 Section C. PCG Written Communications a. b. c. d. e. f. g. h. i. j. k. l. m. n. o. p. q. r. s.

Coast Guard Letter .......................................................................................... 44 Civilian Letter ……………………………………………………………………… 46 Military Letter ……………………………………………………………………... 50 Memorandum ……………………………………………………………………… 52 Special Orders ……………………………………………………………………... 54 General Orders ……………………………………………………………………. 56 Personnel Action Form ………………………………………………………... 58 Disposition Form ………………………………………………………………… 60 Radio Message …………………………………………………………….............. 63 CHIPS report ……………………………………………………………….............. 68 Morning Report …………………………………………………………………… 69 Routing Slip ………………………………………………………………………… 70 Letter of Instructions (LOI) ...………………………………………………... 71 Circulars ……………………………………………………………………………… 72 Standing Operating Procedure (SOP) …………….……………..……….. 73 Daily Bulletin ……………………….……………………………………………… 75 After Meeting Report …………………………………………………………… 77 Implementation Plan (IMPLAN) ……………………………………………. 79 Operations Order (OPORD) ………………………………………………….. 83

Section D. PCG Logistics and Management System a. b. c. d.

Introduction to the Philippine Procurement System ..................... 88 Scope and Application of IRR of R.A No.9184 ………………………… 89 Preparation for Annual Procurement Plan ……………………………. 98 Three Major Budgetary Classification ………………….……………….. 102 d.1 Personal Services (PS) d. 2 Maintenance and Other Operating Expenses (MOOE) d. 3 Capital Outlay (CO) d. 4 Preparation of Reimbursement Papers e. Laws governing Government Procurement …………………………... 109 f. PO/WO/CA/DV (Goods & Services) …………………………………….... 110 PART II. PCG PERSONNEL ADMINISTRATION Section A. Personnel Administration a. b. c. d. e. f. g. h. i.

Pay, Allowances and Collateral Entitlements....................................... 114 Benefits ……………………………………………………………………………….. 117 Privileges …………………………………………………………………................. 119 PCG Officers Career Pattern ………………………………………………….. 124 EP Career Development Pattern and Promotion System ………... 127 Officers Fitness Report (OFR) ………………………………………………. 145 Enlisted Personnel Evaluation Mark (EPEM) …………………………. 148 PCG Uniformed Personnel Rotation Policy …………………………….. 152 Statements of Assets, Liabilities and Net Worth (SALN) …………. 155

Section B. Operations a. b. c. d. e. f.

Operations .......................................................................................................... 166 Identification and Creation of Inspection Team ................................ 167 Identification and Creation of Investigation Team ........................... 178 Case Filing …………………………………………………………………………… 169 Identification and Preparation of Duty Detail ………………………… 174 Management of Units Armory ………………………………………………. 175

Section C. PCG Conduct and Discipline a. Code of Conduct and Discipline for PCG Uniformed Personnel .. 178 b. Standards of PCG Professionalism …………….…….……………………. 191 c. Code of Ethics …………………………….……………………………….………. 198

PART III. INTRODUCTION TO LEADERSHIP a. b. c. d. e. f. g.

Understanding About Leadership .............................................................. 202 Principles of Leadership ............................................................................... 204 Leadership Techniques ................................................................................ 206 Types of Leadership ....................................................................................... 208 Vision Setting ………………………………………………………………………. 211 Developing Leadership Skills ………………………………………………... 213 Challenges and Issues in Leadership ……………………………………... 217

PART IV. INTRODUCTION TO MANAGEMENT a. b. c. d. e. f.

Introduction to Management and Functions ……………………….… 220 Management Functions…………………………………………….…………... 221 Nature of Management ………………………………………………………... 226 Characteristics of Management ……………………………………….…… 227 Significance of Management …………………………….…………………... 228 Human Resource Management .………………………………………….... 245

PART V. CUSTOMS, TRADITIONS AND CEREMONIES Section A. Customs, Traditions and Ceremonies in the Service a. PCG Customs and Traditions....................................................................... 249 b. Ceremonies …………………………………………………………………….…… 253 ANNEX PCG Districts and their Respective Areas of Responsibility (AOR)

PART I. PCG ADMINISTRATION AND COMMUNICATIONS

SECTION A. PCG Administration

The PCG Organization A. PCG History The Philippine Coast Guard (PCG) is the oldest and only humanitarian armed service in the Philippines. Its beginnings could be traced back to the early twentieth century when coast guarding was related to the protection of the customs service of the country and in patrolling the coastlines and harbors. When the Americans came in 1898, one of the first steps undertaken by the military government was the reopening of the port and customs facilities of Manila. On October 17, 1901, the Insular Government, through the Philippine Commission, enacted a law creating the Bureau of Coast Guard and Transportation which was placed under the Department of Commerce and Police. The Captain of the Port was designated as Bureau Director. The lighthouse service was placed under the Bureau. In 1902, the Coast Guard fleet of 15 streamers from China and Japan was established and were assigned for the lighthouse service inspection trips of top government officials, for transport to Culion Island, for patrolling against illegal entry of aliens, and for troop movement of the Philippine Constabulary. The Bureau of Coast Guard and Transportation was abolished on October 26,1905 and its functions were taken over by the Bureau of Navigation. The Bureau of Navigation was authorized to create a commissioned and enlisted service, and to adopt its own manual of courts martial patterned after the US Navy. Subsequently, however, the Bureau of Navigation was also abolished on December 19, 1913, and the organization and its functions were transferred to the Bureau of Customs and the Bureau of Public Works until the Commonwealth period. After gaining independence from the United States, the Philippine government ceded some of the Coast Guard functions, such as the revenue cutter service and the lighthouse service, to the Philippine Naval Patrol which eventually became the Philippine Navy. For the implementation of these functions, a Coast Guard unit was activated in the Philippine Navy. On August 6, 1967, Republic Act 5173 or the Philippine Coast Guard Law was enacted by Congress, making the PCG a major unit of the Philippine Navy under a flag officer. The Philippine Coast Guard was activated on October 10, 1967. The Coast Guard functions were transferred back to the PCG. The civilian nature of the PCG functions led its separation from the Navy on March 30, 1998 by virtue of Executive Order 475, transferring the PCG from the Department of National Defense to the Office of the President then to the Office of the Department of Transportation and Communications on April 15, 1998 by virtue of Executive Order 477. These executive orders provided inter alia that the PCG shall continue to be the agency primarily responsible for the promotion of safety of life and property at sea 10

and protection of the maritime environment as mandated under Republic Act 5173 and Presidential Decrees 600, 601, 602 and 979, as amended. The transformation of the PCG into a non-military organization has a tremendous impact and significance. Its civilian character has allowed the PCG to receive from other government offers of vessels, equipment, technology, services, cooperation and other needed assistance, something which they would not and could not readily offer to a military agency. Presently, the Philippine Coast Guard is recognized as the third uniformed armed service of the country, following the Armed Forces of the Philippines and the Philippine National Police. As a seagoing force, the PCG takes pride of its time-honored tradition of humanitarian service and always ready to answer the call of duty. With the enactment of Republic Act 9993, otherwise known as the Philippine Coast Guard Law of 2009 and its Implementing Rules and Regulations, the Philippine Coast Guard, as an attached agency of the Department of Transportation, has been vested with the necessary authority and responsibility to perform preventive and responsive measures in ensuring the safety of merchant vessels. The new law also strengthened the PCG's authority to meet new challenges and increasing demands for marine resources, technological advancement and climate change. Further, R.A. 9993 defined the Philippine Coast Guard's rightful niche in the bureaucracy as the premier maritime agency and its vital role in nation building.

B. PCG Organizational Structure

Figure 1. Philippine Coast Guard Organizational Structure

1. NATIONAL HEADQUARTERS, PHILIPPINE COAST GUARD (NHQ-PCG) Provides the command, control and policy direction of the PCG.

Figure 2. National Headquarters, PCG Organizational Structure 12

1.a PCG FLAG OFFICE Office of the Commandant, PCG (O/CPCG) Supervises and acts on all operational and administrative matters/concerns of the whole PCG. o Commandant, PCG (CPCG) -

heads the whole PCG;

ensures that all mandated functions of the PCG are properly implemented and carried out;

report to the Secretary of Transportation (SOTr) on any PCG related matters and occurrence of maritime related incidents.

Personal Staff o Flag Secretary â&#x20AC;&#x201C; acts as the Personal Secretary of the CPCG. o Flag Lieutenant - Aide de Camp to CPCG, attends to the needs of the CPCG on matters concerning uniforms, honors, ceremonies and official visitors. o First Master Chief Petty Officer (FMCPO) â&#x20AC;&#x201C; acts as the principal adviser of the CPCG on matters pertaining to the collective concerns of PCG Non-Officers. Office of the Deputy Commandant for Operations, PCG (O/DCOPCG) o Deputy Commandant for Operations, PCG (DCO, PCG) -

advices and assists the CPCG in developing and overseeing the execution of Administrative Planning, Policy and International Engagement at the strategic level relative to PCG's Vision and Mission.

Office of the Deputy Commandant for Administration, PCG (O/DCAPCG) o Deputy Commandant for Administration, PCG (DCA, PCG) -

advices and assists the CPCG in the exercise of responsibilities relative to PCG's personnel, logistics and resource management.

Office of the Chief of Coast Guard Staff (O/CCGS) o Chief of Coast Guard Staff (CCGS) -

acts as the Principal Staff Adviser to CPCG;

assists the CPCG in the administration of the NHQ-PCG Central/ Special/ Technical Staff.

1.b PCG CENTRAL STAFF

CG-1

Deputy Chief of Coast Guard Staff for: Human Resource Management and Records (DCS-HRM)

CG-2

Intelligence (DCS-INTEL)

CG-3

Operations (DCS-OPNS)

CG-4

Logistics (DCS-LOG)

CG-5

International Affairs (DCS-IA)

CG-6

Comptrollership (DCS-COMP)

CG-7

Community Relations Service (DCS-CRS)

CG-8

Maritime Safety Services (DCS-MSS)

CG-9

Marine Environmental Protection (DCS-MEP)

CG-10

CG-12

Ships and Aircraft Engineering (DCS-SAE) Weapons, Communications, Electronics and Information Systems (DCSWCEIS) Education and Training (DCS-ET)

CG-14

Maritime Security Services (DCS-MSS)

CG-15

Strategic Studies and Modernization (DCS-SSM)

CG-11

CG-1 - Human Resource Management and Records (DCS-HRM) -

in charge with the formulation of policies and regulations for the direction, control and supervision of Personnel Matters within the PCG, such as career development, conduct and discipline, handling and disposition of cases, leaves, awards and decorations, morale and welfare, and occupational safety of PCG personnel.

CG-2 - Intelligence (DCS-INTEL) - advices the CPCG on matters pertaining to intelligence, security and counterintelligence matters; - prepares and conducts intelligence and counter intelligence studies and research and coordinates with other concerned agencies. CG-3 - Operations (DCS-OPNS) - advices the CPCG on all matters related to the deployment, employment, strategies, doctrines, and readiness of all units of the Command; - supervises, monitors and evaluates planned operations and other Command activities, maintains records of law enforcement activities and search and rescue (SAR) operations, ensures that SAR operations and activities are properly coordinated and executed. 14

CG-4 - Logistics (DCS-LOG) - assists and advises the CPCG on matters pertaining to planning, procurement, distribution, supply management and facility establishment and maintenance of PCG resources and assets. CG-5 - International Affairs (DCS-IA) - assists the CPCG in the formulation, development, and implementation of Command strategic concepts and policies, long-range/ mid-range and shortrange plans and programs, and international affairs essential for the efficient operation of the PCG. CG-6 - Comptrollership (DCS-COMP) - plans, coordinates and supervises all matters pertaining to the Financial Management of the PCG's resources and advices the CPCG on the cost effective use of PCG funds. CG-7 - Community Relations Service (DCS-CRS) - organizes, participates, equips and provides community affairs services for the civilian populace in support of the PCG mission and the socio-economic development of the country; - plans, directs, coordinates, supervises, and monitors all activities pertaining to Community Relations Service (CRS); - responsible for the development and administration of the Philippine Coast Guard Auxiliary (PCGA). CG-8 - Maritime Safety Services (DCS-MSS) - advices the CPCG in the formulation of policies relevant to the enforcement of regulations for the promotion of safety of life and property at sea, enforcement of safety standards, the establishment, operation and maintenance of aids to navigation, the regulation of salvage operations, and the conduct of marine casualty investigation. CG-9 - Marine Environmental Protection (DCS-MEP) - advices the CPCG in the formulation of policies and regulations for the prevention, control and mitigation of pollution of the sea, rivers and tributaries within the jurisdiction of the Philippines. CG-10 - Ships and Aircraft Engineering (DCS-SAE) - advices the CPCG on matters pertaining to the maintenance, repair and alteration of the PCG's vessels, craft and aircrafts.

CG-11 - Weapons, Communications, Electronics & Information Systems (DCS-WCEIS) - serves as the Maritime Communications, Weapons, Electronics and Information System (MCWEIS) to PCG units in order to support the attainment of their missions. CG-12 - Education and Training (DCS-ET) - provides the PCG with a responsive education and training program to enhance the professional competence of all PCG personnel. CG-14 - Maritime Security Services (DCS-MSS) - advices the CPCG in the formulation of policies relevant to maritime security and law enforcement matters CG-15 - Strategic Studies and Modernization (DCS-SSM) - advices the CPCG in the formulation of policies and programs on matters pertaining to Strategic Studies and Modernization.

1.c PCG SPECIAL STAFF Coast Guard Adjutant Office (CGAO) -

provides administrative services for the PCG in order to attain an efficient and effective personnel administration, records management, publication of orders and PCG policies; processes the retirement and separation of uniformed personnel of the PCG.

Coast Guard Gender and Development (CGGAD) -

plans, monitors, coordinates, assesses and evaluates GAD related activities and programs of the PCG.

Coast Guard Legislative Liaison Affairs (CGLLA) -

ensures that government programs and services are easily accessible for every coastguardsman; attends to the various aspects of the legislative service requirement of the PCG and undertakes liaison work with the Office of the President, the Senate, the House of Representatives and the Department of Budget and Management (DBM).

Coast Guard Public Affairs Office (CGPAO) -

ensures that all received information is properly disseminated to the public through print, electronic (via email or cell phones) and broadcast media; coordinates PCG media relations, provides photo and video coverage for the

CPCG and Command directed activities, harnesses the content of the PCG website (coastguard.gov.ph). Coast Guard Receiving Station (RECSTA) -

accounts PCG uniformed personnel who are on foreign and local schooling, sick in hospital, for reassignment, with pending cases, detailed with VIP's, retired PCG Officers/other PCG unit, detailed with foreign post, resignations/reversion/retirement dependency discharge and detailed outside PCG.

Headquarters Support Group (HSG) -

provides administrative, logistics, mobility and service support to the National Headquarters, Philippine Coast Guard.

Philippine Coast Guard Command Center (PCG COMCEN) -

collects information on significant incidents, current events and activities from all PCG units, other law enforcement agencies, other friendly forces and open source media;

effects immediate dissemination of reports which warrants the attention of the PCG leadership and other authorized recipients;

coordinates and monitors operating units and deployments.

Property Management Office, Philippine Coast Guard (PMO, PCG) -

leads and manages the business process of improvement projects of the PCG, monitors and reports active projects, and reports progress to top management for strategic decisions on what projects to continue or cancel.

2. FUNCTIONAL COMMANDS Functional Commands are responsible in the enforcement of PCG policies in five (5) functional areas: Maritime Safety (MARSAF), Maritime Security (MARSEC) and Maritime Law Enforcement (MARLEN), Marine Environmental Protection (MEP) and Maritime Search and Rescue (MARSAR). They give effect to the provisions of the Implementing Rules and Regulations of RA 9993 through the conduct of operations within their respective area of jurisdictions and propose the promulgation of rules and regulations, memorandum circulars, and standard operating procedures (SOPs) in their field of operations.

2.a. Maritime Safety Services Command (MSSC) The Maritime Safety Services Command (MSSC) assists the CPCG in the formulation of rules and regulations to promote maritime safety. It provides policy doctrines based on the mission direction provided by the Command in relation to such core 17

function. It likewise assumes the administration and operational control of the Maritime Search and Rescue Group which is designated as the Maritime Rescue Command Center (MRCC). 2.b. Maritime Security Command (MARSEC) The Maritime Security Command (MARSEC) assists the CPCG in the implementation of rules and regulations on maritime security and law enforcement. It has administrative control over the following: Coast Guard K9 Force (CGK9) -

provides trained working dogs and handlers to PCG operating units through training, logistical and veterinary support; provides explosives and narcotics detection K9 Teams to support maritime security and law enforcement activities of PCG units nationwide; and conducts training of K9 handlers and Coast Guard Working Dogs (CGWD) in explosive and narcotics detection, patrol, and search and rescue.

Sea Marshal Group -

provides, maintains and deploys sea marshal, and/ or personnel in support of other Coast Guard operating units as well as special operations personnel in the conduct of VIP protection and maritime security operations.

2.c . Marine Environmental Protection Command (MEPCOM) The Marine Environmental Protection Command (MEPCOM) assists the CPCG in the formulation of rules and regulations to promote marine environmental protection. It sets policy doctrines based on the mission direction provided by the Command in relation to such core function. It also provides the necessary training of personnel in its specific functional area and has operational and administrative control of the National Operations Center for Oil Pollution (NOCOP). 3. PCG DISTRICTS PCG Districts are the major operating arm of the PCG. They manage and operate CG Stations, CG vessels, small crafts and special units under their cognizance to accomplish the PCG missions within their area of responsibility. Hereunder are the thirteen (13) Coast Guard Districts all over the Philippines and their respective locations: DISTRICT ADDRESS Coast Guard District Northeastern Luzon Barangay 9, Minanga, Aparri, (CGDNELZN) Cagayan Coast Guard District Northwestern Luzon Poro Point, San Fernando City, La (CGDNWLZN) Union 18

Coast Guard District National Capital RegionCentral Luzon (CGDNCR-CL) Coast Guard District Southern Tagalog (CGDSTL) Coast Guard District Bicol (CGDBCL) Coast Guard District Palawan (CGDPAL) Coast Guard District Central Visayas (CGDCV) Coast Guard District Eastern Visayas (CGDEV) Coast Guard District Western Visayas (CGDWV) Coast Guard District Southern Visayas (CGDSV) Coast Guard District Northern Mindanao (CGDNM) Coast Guard District Southeastern Mindanao (CGDSEM) Coast Guard District Southwestern Mindanao (CGDSWM)

Muelle Dela Industria, Farola Compound, Binondo, Manila Sta. Clara, Batangas City Government Center Site, Rawis, Legaspi City Barangay Liwanag, Port Area, Puerto Princesa City, Palawan Arellano Boulevard, Cebu City Ebony Street, Port Area City, Leyte Zone 2, Bo. Obrero, Iloilo City Port Area, Dumaguete City, Negros Oriental Corrales Extension, Macabalan, Cagayan De Oro City Km 11, Sasa, Davao City Naval Station Romulo Espaldon, Bagong Calarian, Zamboanga City

*The PCG has 75 Coast Guard Stations and 374 Coast Guard Sub-Stations nationwide as of February 2020. (See annexes for the map of PCG Districts Area of Responsibility)

4. ADMINISTRATIVE SUPPORT COMMANDS 4.a. Coast Guard Logistics Systems Command (CGLSC) The CGLSC is primarily responsible in matters pertaining to planning, procurement, distribution, supply management, facility establishment and maintenance of PCG resources and assets. It has administrative control over the following: Coast Guard Procurement Service (CGPS) -

responsible in implementing procedures on the procurement of materials and services needed for the PCG in accordance with R.A. 9184, existing policies and procedures; prepares documents for payment of materials and services procured.

Coast Guard Infrastructure Development Service (CGIDS) -

formulates, develops and implements infrastructure plans and programs in support of the PCG Mission such as the creation of overall infrastructure master plan, guidelines on the preparation of project design, cost estimates, and post evaluation of the project. It also

prepares complete project documents like design and schematic plans, technical specifications and scope of works. Real Estate Management Office (REMO) -

advises and recommends to the CPCG matters pertaining to the administration and management of PCG Real Estate. It formulates policies and plans for the general utilization of PCG bases and reservation as well as the acquisition and utilization of PCG real estate properties.

4.b. Coast Guard Education Training and Doctrine Command (CGETDC) The CGETDC educates, trains and continuously provides coastguardsmen with basic and advance coast guard knowledge and skills necessary to effectively perform PCG core functions and pursue a progressive coast guard career. It handles the basic and advance courses for officers and non-officers and supports the requirements of the different PCG Satellite Training Institutes (STIs) in the conduct of their respective training activities. 4.c. Coast Guard Surface Support Force (CGSSF) The CGSSF organizes, trains, equips, designs and maintains all floating assets under the Coast Guard Functional Commands, Coast Guard Districts and Coast Guard Shipyards for the accomplishment of their missions. It is also responsible in the conduct of periodic maintenance, readiness evaluation, training of personnel for different shipboard ratings and formulation of necessary doctrines for the Coast Guard Surface Support Force operation.

5. OPERATIONAL SUPPORT COMMANDS 5.a . Coast Guard Special Operations Force (CGSOF) The CGSOF provides special operations capability in the conduct of both underwater and surface search and rescue operations and provides special operations personnel to undertake, support and assist in the conduct of maritime security and law enforcement operations. It also undertakes underwater hull survey, inspections and maintenance operations to PCG floating assets and assists in buoy laying operations and provides VIP protection as well. Coast Guard Anti-Terrorist Unit (CGATU) -

renders swift and efficient response in the event of maritime threats (to include acts of terrorism), piracy/sea jacking, hostage taking, counterterrorist operations, VIP protection, and threatened suicide incidents within the jurisdiction of the PCG; performs air assault/fast rope 20

operations, surface assault/freeboard climbing operations, surface swim/climb operations into vessels; maintains and operates antiterrorist weapons and equipment. 5.b. Coast Guard Aviation Force (CGAF) The CGAF prepares and provides air assets for Coast Guard operations by maintaining operational readiness of air assets and support equipment. It also trains and deploys assigned personnel for Coast Guard air operations.

5.c. Coast Guard Weapons, Communications, Electronics and Information Systems Command (CGWCEISC) The CGWCEISC operates, maintains and repairs weapons, communications, electronics, and information systems and equipment of the PCG. It conducts training to personnel as well as ashore and afloat maritime communications inspections and accreditations of GMDSS communication equipment in compliance with existing IMO, MARINA and PPA Regulations. 5.d. Coast Guard Civil Relations Service (CGCRS) The CGCRS organizes, participates and provides community affairs activities for the civilian populace in support of the PCG Mission and the socio-economic development of the country. It is responsible for the formulation of policies on the development and administration of the PCG Auxiliary (PCGA) and establishes linkages with NGAs, LGUs, NGOâ&#x20AC;&#x2122;s and sectoral organizations for the effective implementation of CRS Programs and activities.

6. SPECIAL SERVICE COMMANDS 6.a. Coast Guard Human Resource Management Command (CGHRMC) The CGHRMC advises or assists the CPCG in the attainment of the command and staff activities pertaining to the direction, control and supervision of Human Resource Management or personnel matters within the Philippine Coast Guard (PCG) Uniformed and Non-Uniformed personnel. Coast Guard Special Service Office (CGSSO) -

The CGSSO recommends to the CPCG matters related to sports and fitness management and development. It is responsible for the promotion and enhancement of the physical and mental fitness of the PCG community in

order to ensure a strong, efficient and competent workforce as it aspires to enhance the morale, discipline and sportsmanship of the PCG community vis-Ă -vis with the civilian populace. 6.b. Coast Guard Finance Center (CGFC) The CGFC provides effective and efficient financial services to the PCG through the implementation of policies and procedures governing the custody, disbursement and collection of funds. It administers the Integrated Payroll Management System (IPMS) and ensures the timely payment of pay and allowances to all PCG personnel. 6.c. Coast Guard Internal Audit (CGIA) The CGIA recommends and advices the CPCG on internal auditing functions in order to achieve an efficient and effective fiscal administration and performance of agency affairs and functions. It provides guidance pertaining to unsettled or overdue accountabilities of Special Disbursing Officers, and Supply Accountable Officers and actuates early settlement thereof and undertakes steps to determine civil, administrative or criminal liability/liabilities of personnel involved and/or concerned. 6.d. Coast Guard Inspector General and Internal Affairs Service (CGIG-IAS) The CGIG-IAS conducts proactive inspections and audit on all PCG, units/facilities and properties and evaluates operational readiness/security of PCG Units. It investigates complaints against erring PCG personnel involving all offenses punishable by law or rules and regulations; and manages and maintains records pertaining to the Statement of Assets and Liabilities and Net worth of all PCG Personnel. 6.e . Coast Guard Intelligence Force (CGIF) The CGIF provides intelligence and counterintelligence measures through planning, intelligence fusion and effective management of intelligence resources and conducts security operations for the protection of the integrity of the PCG and deterrence of maritime threats affecting the nation. 7. TECHNICAL SERVICE 7.a Coast Guard Legal Service (CGLS) The CGLS promotes and strengthens the PCG as a multifaceted maritime agency by providing strong and pro-active legal assistance and representation. It assists and serves as the legal adviser of the CPCG, prepares position papers and administrative orders/policies and propose amendments on existing laws bearing upon PCG functions. It also reviews cases and investigation reports in relation to maritime accidents and other offenses.

7.b. Coast Guard Medical Service (CGMED) The CGMED promotes and provides quality health care services to all PCG Officers, Non-officers, Civilian Employees and their dependents, in order to ensure their health and prevent diseases, injuries or disabilities that may directly hamper in the performance of their duties. It aims to be the PCGâ&#x20AC;&#x2122;s effective instrument in providing prompt and efficient medical and surgical services during medical missions and maritime casualties. 7.c. Coast Guard Dental Service (CGDS) The CGDS provides comprehensive dental health care to all PCG personnel and their dependents such as measures to treat and correct oral, dental and maxillo-facial diseases/injuries and developing abnormalities and disabilities. It renders dento-oral assessment as part of the PCG physical examination which are amongst the requirements for enlistment, re-enlistment, commissionship, promotion, and schooling/training of PCG personnel. 7.d. Coast Guard Chaplain Service (Chaplain) The Chaplain spearheads the building up of a God-centered PCG by providing adequate, relevant, dynamic and integrated religious ministry and moral value enhancement activities to PCG personnel and their families in support of the overall mission of the PCG. It pursues an integrated and holistic program through the following: Worship and Religious Service, Pastoral Care and Ministration, and PsychoEmotional Guidance and Counseling Services.

C. PCG Mission, Vision and Functions PCG Mission “The PCG is a uniformed armed service that implements and enforces all national and international maritime safety, security, search and rescue, and marine environmental protection laws in support of the Integrated Maritime Transportation Network objectives, national security and economic development of the Philippines.” PCG Vision “By 2028, PCG is a world class guardian of the sea committed to save lives, ensure safe maritime transport, cleaner seas, and secure maritime jurisdiction.” PCG Core Functions

Maritime Safety (MARSAF)

The Philippine Coast Guard is the country's vanguard against the entry of unsafe foreign vessels into the country through its Port State Control. Pursuant to RA 9993, the Philippine Coast Guard is mandated to enforce regulations in accordance with all relevant national laws, maritime international conventions, treaties or instruments of which the government is a signatory. In addition, Maritime Safety or MARSAF function is designed to help prevent or minimize unnecessary loss of lives and properties at sea.

The seaworthiness of every vessel leaving the port is ensured through the conduct of an intensified Mandatory Pre-departure Inspection (MPDI) which safeguards the compliance of vessels with safety standards and prevents noncompliant vessels from sailing. Random Emergency Readiness Evaluation (ERE) and Operational Readiness Evaluation (ORE), regular vessel safety inspections, publication of Notice to Mariners (NOTAM), and the implementation and enforcement of navigational rules and designation of sea lanes, among others, are likewise conducted to ensure the safety of lives and properties at sea.

Further, the PCG is also responsible in issuing permits and supervises all marine salvage operations. It is mandated to destroy or tow floating hazards to navigation such as, but not limited to illegal fish traps and vessels. Moreover, navigational safety is ensured by operating and/or maintaining and servicing lighthouses and navigational buoys around the country which guide and ensure safe voyage to mariners. 24

Maritime Security (MARSEC)

To maintain maritime security, the PCG regularly conducts maritime patrols and surveillance for the safety of navigation of ships, to safeguard ships from illegal acts and to promote freedom of navigation. The PCG is likewise mandated to secure exploration and resource utilization activities within the country's maritime jurisdiction.

In its Sea Marshal Program, the PCG manages composite security forces composed of AFP, PNP and PCG elements to protect voyages of passenger-laden vessels in domestic routes. The Coast Guard also boasts of a newly established nationwide K-9 unit composed of highly trained sniffing dogs deployed in the major ports throughout the country.

Maritime Law Enforcement (MARLEN)

The PCG is likewise mandated to implement laws on fisheries (and poaching), immigration, tariff and customs, forestry, firearms and explosives, human trafficking, dangerous drugs and controlled chemicals, and to implement the Revised Penal Code and all other applicable laws within the countryâ&#x20AC;&#x2122;s maritime jurisdiction and battle transnational crimes. The PCG is authorized to board and inspect all watercrafts suspected to be involved in or used in illegal trade. PCG personnel are also deemed agents of BFAR, Immigration, Customs, DENR, PDEA, and INTERPOL in the performance of its MARLEN function.

As a maritime organization under RA 9993, it is deputized by 21 government agencies to perform maritime law enforcement functions directed towards the suppression of piracy, smuggling, poaching, illegal fishing, illegal entry, human smuggling, illegal logging, drug trafficking, gun running and terrorist activities.

Marine Environmental Protection (MAREP)

The Philippines is a signatory to IMO Conventions on Marine Pollution of 1973 and 1978 (MARPOL 73/78). The PCG under Republic Act 9993, is the sole agency responsible for the Philippine implementation of the Conventions with regards to oil pollution, prevention, mitigation and control through the conduct of marine pollution monitoring and control, enhancement of PCG capability and oil spill response operations and enforcement of all marine environmental laws and regulations.

Maritime Search and Rescue (MARSAR)

The Philippine Coast Guard, in accordance with the Safety of Life at Sea (SOLAS) Convention, is the national maritime search and rescue service of the country. The Philippine Coast Guard Command Center (PCGCC) at the PCG Headquarters in Manila serves as the coordinating center for all search and rescue operations. The thirteen (13) Coast Guard Districts are designated as Maritime Rescue Coordinating Council (MRCC) within their areas of responsibility while the 75 Coast Guard Stations are designated as Maritime Rescue Sub-Centers (MRSC). The 374 sub-stations under these stations are designated as SAR units.

The PCG's SAR organization maintains constantly-manned watch centers that operate 24 hours a day, continuously monitoring distress frequencies and conducting coastal foot and seaborne patrol within their area of responsibility. There is at least one division or squadron of Coast Guard Auxiliary in each MRSC where watch can be set and assistance can be obtained when required. Likewise, at least one Deployable Response Team composed of Special Operations Group, Medical Team, K-9 and rescue swimmers is organized in every Coast Guard District or MRCC which can be dispatched immediately to any maritime and land based search and rescue operations.

D. The PCG’s Powers and Functions pursuant to Republic Act 9993 With the enactment of Republic Act No. 9993, otherwise known as “The Philippine Coast Guard Law of 2009”, the PCG’s powers and functions as the primary maritime agency of the country were specified and clarified. Being the third armed and uniformed service of the country and as an attached agency of the Department of Transportation (formerly Department of Transportation and Communications), the PCG was deemed a sui generis (of its own kind), for having both civilian and military characters. Notably, even after its transfer from being one of the branch services of the AFP, the PCG continues to practice and possess the system, discipline, administration, organization, as well as the customs and traditions in the military, taking into account that “in times of war, as declared by Congress, the PCG or parts thereof shall be attached to the Department of National Defense (DND)” (Section 2.1 of RA 9993).

Section 3 of RA 9993 provides for the powers and functions of the PCG, which, can be summed up vis-à-vis its core functions, as follows:

MARITIME SAFETY Rule 3 (a). To enforce regulations in accordance with all relevant maritime international conventions, treaties or instruments and national laws for the promotion of safety of life and property at sea within the maritime jurisdiction of the Philippines and conduct port state control implementation

Rule 3 (a) 1. The PCG shall enforce all pertinent rules and regulations on all vessels, ships, watercrafts and off-shore facilities or platforms or oil rigs in accordance with applicable and relevant international maritime conventions, treaties or instruments, and national laws for the promotion of safety of life and property at sea, including but not limited to ship safety and crew competence and welfare, marine environmental protection, maritime communications and distress monitoring systems and maritime security enforcement within the maritime jurisdiction of the Philippines. Rule 3 (a) 2. The PCG, as the sole port state control authority under the AsiaPacific Memorandum of Understanding on Port State Control (Tokyo MOU), shall conduct port state control inspections on all foreign-registered vessels, ships, watercrafts and off-shore facilities or platforms or oil rigs in accordance with relevant international maritime conventions, protocols, treaties, instruments, and agreements. Rule 3 (a) 3. In the furtherance of regional cooperation and partnership for the promotion of safety of life and property at sea, and in order to effectively discharge its functions and promote national interest in international maritime issues and policies in furtherance of national development, the PCG

shall participate in relevant international meetings, gatherings and other regional discussions.

Rule 3 (b). To conduct inspections on all merchant ships and vessels, including but shall not be limited to inspections prior to departure, to ensure and enforce compliance with safety standards, rules and regulations.

Rule 3 (b) 1. Owners, operators, masters, crew and other responsible persons or juridical entities of all Philippine-registered merchant ships, vessels, watercrafts and off-shore structures, platforms or oil rigs required by law to exercise extraordinary diligence in ensuring the safety of life and properties at sea, shall adhere and comply with safety standards, rules and regulations hereinafter specified and shall therefore subject their vessels or facilities including their documents to PCG enforcement inspection and verification at all times. Rule 3 (b) 2. Enforcement Inspections. The PCG may, at anytime, conduct inspections or audits to verify compliance to certain aspects of vessel seaworthiness in accordance with applicable safety standards, rules and regulations including but not limited to the following: • • • • • • • • •

Plans for the safe construction, repair, modification or alteration of vessels; Compliance to standards of materials, equipment and appliances of vessels; Appropriate classification/categorization of vessels; Safe manning level of vessels; Compliance to loadline and stability requirements; Safety management and operation systems; Security plans and measures implemented by vessels; Observance of proper hull and machinery condition and maintenance; and Compliance to proper admeasurements of vessels, watercrafts and similar conveyances.

Rule 3 (b) 3. The PCG shall device checklists specifying therein aspects of vessel seaworthiness subject for compliance verification during different types or schedules of enforcement inspections. Rule 3 (b) 4. In the course of conduct of enforcement inspections, where the PCG finds clear grounds to believe that the ship or vessel or its equipment or crew do not correspond substantially with the requirements of applicable safety standards, as provided for by relevant international maritime conventions, national laws, rules and regulations, and that nonconformity(ies) discovered, singly or together, are serious enough to merit holding or suspension of departure of vessels, the PCG shall issue certificates

of non-compliance specifying therein the nature of such safety standard nonconformity(ies) subject for rectification. Rule 3 (b) 5. All safety standard non-conformities discovered by the PCG shall be recorded in the vessel’s Inspection Record Book stating therein the allotted time or condition to correct said non-conformities. Rule 3 (b) 6. Based on the Master’s obligation and authority to ensure the seaworthiness of his vessel for its intended voyage, the PCG shall continue to require Masters of Vessels to undertake and submit a Master’s Declaration of Safe Departure prior to every voyage. Rule 3 (b) 7. The Master’s Declaration of Safe Departure shall contain a declaration of compliance to safety standards, rules and regulations, which includes the following:

a. Completeness and validity of ship safety certificates and documents; b. Compliance with safe manning requirement and crew certification and qualification document validity; c. Officers and crew are in healthy and sound condition, not under the influence of alcohol or prohibited drugs and fit for the intended voyage; d. Carriage of cargo and passengers are within authorized limits, and properly documented; e. Required communications and navigational equipment are complete and in good operating condition; f. Main and auxiliary engines are in good operating condition; g. Firefighting and life-saving appliances are complete, in good operating condition, available and accessible to passengers; h. Proper ship stability and trim, cargo stowage, securing and lashings are strictly observed; and i. Prevailing weather conditions for intended voyage is safe and latest weather bulletin and advisory are available. Rule 3 (b) 8. Pre-Departure Inspections. Upon submission of the Master’s Declaration of Safe Departure, the PCG shall board the vessel to conduct predeparture inspection and verification of entries or declarations therein in areas or ports where the PCG has established its presence. Rule 3 (b) 9. Ship owners, operators, masters, crew, port authorities and terminal operators shall devise and implement a system for safe and orderly embarkation of passengers and loading of cargoes together with the appropriate security screening systems to ensure that the vessels carry only the authorized passenger and cargo capacity limit and proceed with its voyage safely.

Rule 3 (c). To detain, stop or prevent a ship or vessel which does not comply with safety standards, rules and regulations form sailing or leaving port. Rule 3 (c) 1. The PCG may suspend, hold, stop or prevent the departure of a ship or vessel, or if underway, supervening events happen that would endanger continuous navigation, commence or direct a vessel to immediately proceed to the nearest possible port of refuge, when the condition of said vessel is discovered or ascertained not to correspond substantially with the applicable safety standards, rules and regulations to ensure its safe voyage without presenting danger to the vessel or persons on board or other vessels navigating along its route, or without presenting an unreasonable threat or harm to the marine environment. Rule 3 (c) 2. In determining whether the deficiencies are serious as to necessitate suspension, stoppage of operation or detention, the PCG shall assess the ship and/or crewâ&#x20AC;&#x2122;s ability to perform or comply, throughout its intended voyage, with the following:

a. b. c. d. e. f. g. h. i. j. k. l. m. n. o. p. q.

Navigate safely; Maintain adequate stability and trim condition; Safely handle, carry, secure and monitor the condition of the cargo; Maintain all propulsions and proper steering; Operate the shipâ&#x20AC;&#x2122;s machineries safely; Fight fires and prevent flooding effectively in any part of the ship, if necessary; Prevent pollution of the environment; Maintain adequate watertight integrity; Communicate in distress situations, if necessary; Provide adequate life saving devices corresponding to its maximum authorized passenger and crew capacity; Provide safe and healthy conditions on board; Complete officer and adequate crew complement corresponding to the proper observance of appropriate periods of work and rest from work; Weather condition does not merit the suspension of the voyage; Required operational and emergency readiness standards of crew is met; Documentations and certificates are complete and valid; Sufficient training of the crew based on actual â&#x20AC;&#x153;Operational Readiness Evaluation; and Other analogous circumstances.

Rule 3 (c) 3. Masters of vessels, whose voyages are voluntarily suspended or stopped due to non-conformity with the above requirements/conditions, shall submit a report to the PCG stating therein the reasons for the suspension of its scheduled voyage. Upon rectification of the same, a report thereon shall likewise be submitted to the PCG.

Rule 3 (d). To conduct emergency readiness evaluation on merchant marine vessels. Rule 3 (d) 1. The PCG shall prescribe an appropriate operational and emergency readiness standard, procedures and guidelines for all Philippineregistered merchant marine vessels, watercrafts and all off-shore structures or platform or oil rigs. Rule 3 (d) 2. The PCG shall conduct operational and emergency readiness evaluation on all merchant marine vessels, watercraft and all off-shore structures or platforms or oil rigs within the maritime jurisdiction of the Philippines. The evaluation may be conducted with or without schedule or at the request of the owner or operator. Rule 3 (d) 3. The PCG and owners, operators, Masters or other responsible persons or entities of merchant ships or vessels shall suspend, hold or stop the operation of vessels whose officers and crew do not meet the prescribed standard operational and emergency readiness until such time that said standard of readiness has been satisfactorily met.

Rule 3 (e). Subject to the approval of the Secretary of the DOTC, to issue and enforce rules and regulations for the promotion of safety of life and property at sea on all maritime-related activities. Rule 3 (e) 1. Maritime-related activities shall include, but shall not be limited to, the following: a. Navigational rules of passage of vessels within Philippine maritime jurisdiction and navigable bays, rivers and inland waters to include, but not limited to, rules for lights, signals, speed, steering, sailing, passing, anchorage, movement and towlines of vessels, in accordance with the International Regulations for Preventing Collisions at Sea (COLREGS 1972) and other relevant laws and international conventions; b. Designation of sea lanes, navigable routes, safe havens, Traffic Separation Schemes and Ship Reporting Systems through appropriate maritime communications system; c. Berthing and piloting of vessels in restricted navigable waterways outside any port zone and harbor limits; d. Offshore ship-salvaging, recycling and scrapping activities; e. Aids to Navigation requirements in all government and privately owned and controlled ports and piers or wharves including those in bays and harbors, inland waters, rivers, lakes, floating establishments such as hotels, restaurants, casinos, etc.; f. Construction, establishment, alteration or modification of road bridges and other structures over navigable inland waters, rivers and lakes; g. Marine parades and regattas; h. Operation of pleasure and recreational watercrafts and activities;

i. j.

SCUBA diving and related underwater activities; Offshore research, surveys and explorations to include operation of Mobile Offshore Drilling Units or oil rigs; k. Marine surface and underwater laying activities such as submarine cables, pipelines, power plants and other fixed or temporary structures; l. Safety and security requirements of coastal and beach resorts, and vessels with pool facilities including qualification and requirements for lifeguards; m. Enforcement of safety of navigation in identified marine-protected areas; and n. Safety, security and environmental protection requirements for vessels in lay-up condition. Rule 3 (f). To coordinate, develop, establish, maintain and operate aids to navigation, vessel traffic system, maritime communications and search and rescue facilities within the maritime jurisdiction of the Philippines. Rule 3 (f) 1. The PCG shall be responsible for the development, establishment, maintenance and operation of aids to navigation. As such, the PCG shall have authority over all lighthouses and marine buoyage systems, and other marine aids to navigation. Rule 3 (f) 2. The PCG shall approve the establishment/installation of aids to navigation by private, government or non-government entities/organizations. Rule 3 (f) 3. Private, government or non-government entities/organizations that establish/install Aids to Navigation (ATON) shall register said ATON with the PCG. Such entities shall be responsible for the maintenance, repair and operation of the same. Rule 3 (f) 4. Private owners of ATON shall not be allowed to alter the characteristics of ATON or transfer ownership of the same without approval of the PCG. Rule 3 (f) 5. It shall be unlawful for any individual, group or organizations to destroy, cause damage, or remove ATON. Rule 3 (f) 6. The PCG shall coordinate with port authorities and/or port owners with regards to its program of development, establishment, maintenance and operation of appropriate ATON in all government and private ports and harbors within the maritime jurisdiction of the Philippines in accordance with PCG and IALA standards. Rule 3 (f) 7. The PCG shall be responsible for the establishment and management of vessel traffic system in the maritime jurisdiction of the

Philippines. Rule 3 (f) 8. The PCG may collect light/ATON dues for the efficient maintenance of aids to navigation that are being directly maintained and operated by the PCG. Rule 3 (f) 9. The PCG may allow the adoption of lighthouses by private, government or non-government entities/organizations for purposes of preservation, restoration and promotion of tourism and national heritage, subject to certain conditions imposed by the PCG. Rule 3 (f) 10. The PCG shall continue to develop its capability in maritime communications and shall ensure compatibility and interoperability of merchant marine communications systems by prescribing, in accordance with international standards, the appropriate minimum equipage and specifications to be used in the operation of vessels for the promotion of maritime safety, security and environmental protection. Rule 3 (f) 11. The PCG shall establish, operate and maintain maritime communications system nationwide, in coordination with relevant agencies, if applicable, in compliance with the regulations of Global Maritime Distress and Safety System (GMDSS), Automatic Identification System (AIS), Long Range Identification and Tracking System (LRITS) and Ship Security and Alert System (SSAS) as provided for under the SOLAS Convention, as amended, and International Ship and Port Facility Security Code (ISPS Code) and other maritime communications system that may later be prescribed by the IMO or other relevant organizations. Rule 3 (f) 12. The PCG shall continue to operate and maintain the Manila Central Coast Stations for the DSC and radio telephone distress monitoring and NAVTEX broadcast for the maritime safety information and dissemination of Notice to Mariners and for long range communications on MF and HF frequency and other communications system for nationwide coverage that may be established in the future. Rule 3 (f) 13. The PCG shall establish, operate, regulate and maintain all vessel traffic and monitoring system (VTMS) nationwide both in-land waters or at open sea within the jurisdiction of the Philippines.

Rule 3 (f) 14. The PCG shall develop, establish, maintain, and operate maritime search and rescue coordination centers and sub-centers, and other search and rescue facilities and equipment for the purpose of monitoring and rendering aid to persons and vessels in distress within the maritime

jurisdiction of the Philippines, including the high seas in accordance with applicable international conventions. Rule 3 (g). To remove, destroy or tow to port, sunken or floating hazards to navigation, including illegal fish traps and vessels, at or close to sea lanes which may cause hazard to the marine environment. Rule 3 (g) 1. To ensure safe navigation, the PCG shall render all navigable waterways subject to the jurisdiction of the Philippines free from obstruction. Rule 3 (g) 2. With respect to properties deemed hazardous to safe navigation, the PCG shall require immediate removal thereof by its owner. The owner shall shoulder the cost of removing such hazard. Rule 3 (g) 3. The PCG shall exercise the rights and assume the obligations of the Philippines on wreck removal in accordance with applicable international conventions. Rule 3 (g) 4. Construction of bridges and other structures over navigable waters shall have prior clearance from the PCG.

Rule 3 (h). To issue permits for the salvage of vessels and to supervise all marine salvage operations, as well as prescribe and enforce rules and regulations governing the same. Rule 3 (h) 1. The PCG shall regulate, supervise and monitor the conduct of all maritime salvage operations, offshore ship breaking, or vessel scrapping within the waters subject to the jurisdiction of the Philippines. Rule 3 (h) 2. The PCG shall issue the necessary permits or clearances for the proper conduct of marine salvage operations, offshore ship breaking or scrapping. Rule 3 (h) 3. All marine research or surveys to be conducted within the waters subject to the jurisdiction of the Philippines shall be undertaken in coordination with the PCG.

Rule 3 (j). To investigate and inquire into the causes of all maritime accidents involving death, casualties and damage to properties. Rule 3 (j) 1. The PCG, through the Board of Marine Inquiry (BMI) and other offices with associated functions that may hereinafter be created by the PCG, shall be the countryâ&#x20AC;&#x2122;s maritime casualty investigating authority responsible

for conducting investigations on maritime incidents involving death, casualties, and damage to properties occurring within waters subject to the jurisdiction of the Philippines and those involving vessels of Philippine registry. In the performance of this function, the PCG shall promulgate the necessary rules and regulations, subject to the approval of the Secretary of Transportation. Rule 3 (j) 2. The conduct of maritime casualty investigation shall conform to international standards as recommended by the “Code of the International Standards and Recommended Practices for Safety Investigations into a Marine Casualty or Marine Incident” of the International Maritime Organization (IMO). Rule 3 (j) 3. To enhance cooperation with other international and national maritime safety agencies, the results of the investigation conducted shall be published in the proper forum and shall be submitted to the IMO or any substantially interested state. Rule 3 (j) 4. The conduct of maritime casualty investigation by the PCG is separate and distinct from any other form of investigation involving civil, criminal and administrative proceedings. The primary purpose of such investigation shall be to: (i) identify the circumstances surrounding the marine incident, (ii) determine the causes and contributing factors; and (iii) make appropriate recommendations and/or adopt measures to prevent the occurrence of similar incidents. Rule 3 (j) 5. All maritime casualty investigation records in the possession of the PCG may be disclosed in criminal, civil, disciplinary proceedings upon orders of competent courts or upon written request duly approved by competent authority in accordance with existing rules and regulations. Rule 3 (j) 6. The PCG shall conduct an investigation for every maritime casualty incident involving, but not limited to the following:

• • • • • • •

The death of, or serious injury to, a person; The loss of a person from a ship; The loss, presumed loss or abandonment of a ship; Material damage to a ship; The stranding or disabling of a ship, or involvement of a ship in a collision; Material damage to marine infrastructure external to a ship that could seriously endanger the safety of a ship, another ship or an individual; or Severe damage to or the potential for severe damage to the environment.

Rule 3 (j) 7. The submission of marine protest shall be mandatory from any person/entity responsible for the vessel, watercrafts and other water conveyances, within twenty four (24) hours upon the occurrence of any maritime accidents, grounding, founding criminalities on board, and other unusual incidents or accidents involving risk on the safety and security of life and property at sea.

Rule 3 (j) 8. In the performance of the abovementioned function, PCG investigators are authorized to board a ship, interview the Master and crew and any other person involved, and if necessary, hold or suspend departure of the vessel to acquire evidentiary materials for use in the maritime casualty investigation. Rule 3 (j) 9. In cases of hazardous incidents or when an accident nearly occurs in connection with the operation of a vessel (â&#x20AC;&#x153;near missâ&#x20AC;? incidents), the PCG shall formulate the necessary guidelines for the disposition of such cases. Rule 3 (j) 10. The PCG shall, within ninety (90) days upon the approval of this IRR, promulgate and publish the appropriate guidelines and procedures covering maritime casualty investigation.

Rule 3 (m). To board and inspect all types of merchant ships and watercrafts in the performance of its functions. Rule 3 (m) 1. The PCG, in the performance of its enforcement functions, shall board, visit, and inspect all types of merchant ships, vessels, watercrafts, and off-shore structures or platforms or oil rigs, while underway, anchored, or moored within the maritime jurisdiction of the Philippines, or while in drydock.

MARITIME SECURITY Rule 3 (k). To assist in the enforcement and maintenance of maritime security, prevention or suppression of terrorism at sea, and performance of law enforcement functions in accordance with pertinent laws, rules and regulations Rule 3 (k) 1. The PCG shall conduct surveillance and inspection on all suspected persons, vessels and watercrafts navigating within the waters subject to the jurisdiction of the Philippines, including offshore platforms or oil rigs, and enforce all applicable national and international maritime security laws and regulations including but not limited to port state control implementation. The PCG shall organize, train, equip and maintain adequate personnel to effectively discharge this function.

Rule 3 (k) 2. The PCG shall control and monitor the flow of traffic of vessels within waters subject to the jurisdiction of the Philippines as part of its maritime security function. As such, it shall establish and operate vessel traffic monitoring systems in selected areas throughout the country and shall provide rules, regulation and guidelines for the effective control of the movement of vessels. For this purpose, the PCG shall apprehend, tow, detain and/or penalize vessels for violation of said traffic regulations.

Rule 3 (k) 3. The PCG, in coordination with MARINA, shall develop a unified numbering system for all Philippine-registered vessels, watercrafts and water conveyances that are not covered by the IMO numbering system for monitoring and accounting purposes and to prevent them from being used in any nefarious activities, act of terrorism, malfeasance, and other related illegal activities at sea. All vessels, watercrafts and water conveyances, prior to operation or renewal of their franchise or licenses, shall acquire a safety and security number system from the PCG which can be electronically linked in any other offices of the PCG nationwide. Rule 3 (k) 4. The PCG, in the performance of its maritime security functions, shall arrest, subject to the provisions of Revised Rules of Court, investigate, and file corresponding charges on persons and juridical entities violating any applicable maritime laws, rules and regulations, provisions of Revised Penal Code, and other special laws, when such infraction of laws has been committed within maritime jurisdiction of the Philippines. Rule 3 (k) 5. In coordination with the Bureau of Customs (BOC), the PCG shall seize, hold or prevent entry and transport of cargoes within waters subject to the jurisdiction of the Philippines that are illegal and/or deemed threat to the safety and security of life and property. Dangerous cargoes, as declared, may be allowed transport by the PCG as long as it complies with the requirements mandated by existing international and local regulations for the transport of dangerous goods, including, but not limited to, the International Maritime Dangerous Goods (IMDG) Code. Rule 3 (k) 6. The PCG, in the performance of its maritime security functions, may coordinate, cooperate and enter into agreements with international and local agencies and organizations for the enhancement of its maritime security capabilities. Rule 3 (k) 7. In compliance with the safety and security requirements of the International Convention for the Safety of Life at Sea or the SOLAS Convention, in particular, Chapter XI-2 or the ISPS Code, the PCG shall ensure that all security personnel in ports, harbors, vessels, watercrafts, and off-shore facilities or platforms operating within the countryâ&#x20AC;&#x2122;s maritime jurisdiction

comply with the standards of the Code, all applicable national laws and transport security regulations as may be set by the designated authority. Likewise, the PCG shall ensure that all Recognized Security Organizations (RSO) duly accredited by the designated authority, comply with the provisions of the said Code.

MARITIME LAW ENFORCEMENT Rule 3 (l). To assist in the enforcement of laws on fisheries, immigration, tariff and customs, forestry, firearms and explosives, human trafficking, dangerous drugs and controlled chemicals, transnational crimes and other applicable laws within the maritime jurisdiction of the Philippines. Rule 3 (I) 1. The PCG shall assist in the prevention and suppression of illegal fishing or violation of fishery laws, illegal gathering of corals and other marine products, illegal entry, smuggling, other customs frauds, illegal transport of forest products, illegal transport of firearms and explosives, human trafficking, illegal transport of dangerous drugs and controlled chemicals, transnational crimes and violations of other applicable maritime laws that may be committed within the maritime jurisdiction of the Philippines. In the exercise of these functions, personnel of the Philippine Coast Guard shall be deemed enforcers of the law, provided, that any other law enforcement agencies may also be called upon by the Philippine Coast Guard to render assistance in the discharge of its functions. Rule 3 (I) 2. The PCG, in the performance of its law enforcement function, shall apprehend, tow, hold or suspend departure and/or take custody of vessels and/or seize its cargoes that will be found in violation of the preceding provisions in accordance with existing laws, rules and regulations. Rule 3 (I) 3. The PCG may enter into agreement and cooperation with other government agencies and receive grants, assistance and donation from local and international organization for this purpose.

Rule 3 (n). To enforce laws and promulgate and administer rules and regulations for the protection of marine environment and resources from offshore sources of pollution within the maritime jurisdiction of the Philippines Rule 3 (n) 1. The PCG shall enforce applicable international and national marine environmental laws including PCG-promulgated rules and regulations pertaining to marine pollution. The PCG shall organize, train, equip and maintain adequate personnel to effectively discharge this function. Rule 3 (n) 2. The PCG shall prepare, formulate and promulgate rules and regulations in the prevention, abatement, control and mitigation of pollution within the maritime jurisdiction of the Philippines from offshore sources including, but not limited to, vessels, hydrofoil boats, air-cushion

vehicles, submersibles, floating craft, fixed or floating platforms, or oil rigs. Rule 3 (n) 3. The PCG shall issue Marine Environmental Protection (MEP)related certification and documentation for vessels including, but not limited to, Oil Pollution Prevention Certificate, Sewage Pollution Prevention Certificates, Certificate of Compliance for Oily Waste Separator and Oily Waste Collector, Shipboard Oil Prevention Emergency Plan, Garbage Management Plan and Record Book, Oil Record Books and others that may be later required by relevant international conventions and national laws. Provided, that certificates or documents issued by classification societies which are recognized by the Philippine Government, through the PCG or other government agencies mandated by law, shall be deemed to have complied with this Section. The PCG shall likewise conduct type-approval of MARPOL prevention equipment and accreditation of companies engaged in MEP-related activities including but not limited to manufacturer or distributor of chemicals, oil waste collectors, oil tank cleaning contractors, MARPOL surveyors and Oil Spill Response Organizations. Rule 3 (n) 4. The PCG may board and inspect vessels of any type whatsoever operating in the marine environment such as but not limited to hydrofoil boats, air-cushion vehicles, submersibles, floating craft, fixed or floating platforms or oil rigs to ensure compliance with applicable international and national marine environment laws. Rule 3 (n) 5. The PCG shall investigate all oil and other hazardous noxious substances spill incidents and submit recommendations to the DOTC Secretary. Rule 3 (n) 6. The PCG shall prescribe procedures for the proper disposal/dumping of wastes and other substances into the waters subject to the jurisdiction of the Philippines in accordance with relevant international conventions, treaties and national laws. The PCG shall by no means allow the dumping at sea of contaminated wastes and substances as defined in existing national laws. Rule 3 (p). To grant, within its capabilities and consistent with its mandate, requests for assistance of other government agencies in the performance of their functions. Rule 3 (p) 1. In the exercise of this function, personnel of the Philippine Coast Guard shall be deemed to be acting as agents of the particular department, bureau, office agency or instrumentality charged with the implementation and enforcement of the law.

MARINE ENVIRONMENTAL PROTECTION Rule 3 (o). To develop oil spill response, containment and recovery capabilities against ship-based pollution.

Rule 3 (o) 1. The PCG shall conduct response operations in the abatement, containment, recovery and shoreline clean-up of oil spills, noxious substances or hazardous materials and other marine pollutants. Rule 3 (o) 2. The PCG shall develop a national contingency plan on spillages of oil and other hazardous and noxious substances (HNS). It shall likewise ensure that a similar plan is available in vessels, oil refineries, terminals, depots, harbors, shipyards, platforms, oil rigs and other offshore facilities, and manufacturing industries using persistent oil and HNS. Said Plan shall be subjected to regular evaluation by the PCG. The PCG shall likewise ensure that the abovementioned establishments has the necessary capability to respond to oil spill incidents.

Rule 3 (o) 3. The PCG shall organize, train, equip and maintain adequate personnel for the effective and efficient marine pollution monitoring and response operations. It shall likewise strategically establish and adequately equip Marine Pollution Response Centers with dedicated MARPOL vessels and laboratories. Rule 3 (o) 4. The PCG may call upon any department, bureau, office, agency or instrumentality of the government for assistance in the response operations as may be necessary in the form of personnel, equipment and expertise. Rule 3 (o) 5. The PCG, through the National Operations Center for Oil Pollution (NOCOP), may negotiate directly with local companies that have oil containment and recovery facilities for use of such equipment in combating oil pollution. The NOCOP shall likewise serve as the point of contact of similar Operations Center of other countries. Rule 3 (o) 6. The PCG shall organize, train, equip and maintain specialized teams composed of experts in various aspects of oil and chemical pollution response and other marine environmental concerns. These specialized teams shall provide technical advisory assistance and trainings/lectures to PCG units, other government and non-government organizations, the academe and private companies/institutions. Rule 3 (o) 7. The PCG shall establish and maintain a marine environmental database system composed of environmental baseline information and marine pollution related incidents. These data and information shall be analyzed and used in developing pollution response methodologies and other marine environmental protection policies.

Rule 3 (o) 8. The PCG shall conduct research, studies and scientific and special projects related to marine environmental protection and preservation with the aim of improving its oil and chemical pollution abatement, containment and response strategies.

MARITIME SEARCH AND RESCUE Rule 3 (i). To render aid to persons and vessels in distress and conduct search and rescue in marine accidents within the maritime jurisdiction of the Philippines, including the high seas, in accordance with applicable international conventions. In the performance of this function, the PCG may enlist the services of other government agencies and the merchant marine fleet. Rule 3 (i) 1. The PCG shall render aid to distressed persons or vessels on the high seas and on waters subject to the jurisdiction of the Philippines, and shall perform all acts necessary to effect the same. Rule 3 (i) 2. The PCG shall be the principal coordinator of maritime search and rescue operations and shall be the point of contact for foreign maritime rescue agencies. It shall promulgate a National Contingency Plan for Maritime Search and Rescue. Rule 3 (i) 3. In the performance of its search and rescue functions, the PCG may enlist the services of other government agencies and the merchant marine fleet. All government and merchant vessels passing through or in the vicinity or in port nearest to vessel in distress or calling for assistance shall render necessary assistance to the distressed vessel. Rule 3 (i) 4. All maritime incidents including, but not limited to engine derangements, steering casualty, man overboard, fire on board, collision, allision, grounding, capsizing, sinking, loss of stability, and other distress situations encountered by vessels at sea shall be reported without delay to PCG by any available means of communications. Masters and ship owners shall immediately report to the PCG any incident involving their vessels such as, but not limited to, engine derangement, loss of stability or listing, man overboard, grounding, collision, allision, steering casualty, fire, flooding and other incidents or accidents on board. Rule 3 (i) 5. Failure to render assistance to distressed vessels, and /or failure or delay in reporting maritime incidents shall be subject to sanctions as may be prescribed by appropriate agencies.

SECTION B Communication Skills

A. Introduction Communication plays an important role in the heart of every organization. Everything you do in the workplace results from communication. It is a key element to achieve change and a healthy, productive climate in any organization. A large part of our time is devoted to communications as we share our thoughts and feelings with individuals and group of people. Communication helps to develop an organized society with defined roles for each individual. Communication is a skill used to share information, ideas, and feelings. It is a two-way process between the Sender and the Receiver. It is best to practice the art of communication to be proficient in it and develop capabilities of the craft. It is essential to have the ability to communicate effectively in speech and writing in the workplace. 1 Good communications skills are essential to allow others and yourself to understand information more accurately and quickly.

Figure 3. Communication Process

Importance of Communication The desire to socialize and get formed into an organized group necessitates the need for communication. Thus, we can say that “effective communication is a building block of successful organization.” In other words, communication act as an organizational block. If the communication system is well organized, it would be easier for subordinates to understand and act upon the message.2 The following points highlight the importance of communication: 1. Basis for planning - planning is one of the basic functions of management. If plans are well designed and communicated for their implementation, it leads to organizational success. Planning requires extensive environmental scanning and information about internal and external organization’s elements. An effective system of communication helps in obtaining this information.

1 2

Dr. Jennifer Agard, Communications Skills Dr. Gupit,Jr. (1986). Elements of Public Speaking Fourth Edition

2. Motivation to work - employees are motivated to work if their needs are satisfied. Communication helps managers to know the needs of their employees so that they can adopt suitable motivators and inspire them to develop positive attitude towards the work environment. 3. Commitment to organizational objectives - managers who follow an effective system of communication understand employeesâ&#x20AC;&#x2122; needs, adopt suitable motivators to satisfy them, appraise their performance and provide them regular feedback. 4. Coordination - is the key to organizational success and communication is an active contributor to coordination. 5. Facilitates control - effective leaders interact with followers, guide and inspire them to perform the individual and organizational goals. Effective communication process facilitates leaders to carry out the leadership.3 Good communication involves speech writing and oral communication. Thus, it would be logical to discuss the preparation of basic speech writing, and public speaking.4

B. Basic Speech Writing Speeches are organized into three (3) main parts; introduction, body and conclusion Introduction â&#x20AC;&#x201C; The opener and introduction of the speech starts with comments to get the attention of the audience, get their interest in the subject of the speech, segue into the body of the speech. The introduction of the speech establishes the first, crucial contact between the speaker and audience. Body - The body of your speech consists of the content and information you are trying to present to the audience. Conclusion - summarizes the points made in the body of the speech and then make some closing remark. If the purpose of the speech was to actuate the audience you can make a call to action. If the purpose of the speech was to entertain, you can close my statement to an amusing remark. Effective Writing Result While writing to a friend, colleague, client, or a business partner, the content must be clear, concise, persuasive, accurate, and confident. Read on to know some tips for making the letter/memo/presentation worthwhile.

Tanuja A, Notes on Communication: Meaning Nature and Importance (2018)

Dr. Gupit,Jr. (1986). Elements of Public Speaking Fourth Edition

1. Avoid being verbose: Choose shorter words and sentences. For e.g. “I wanted to bring to your notice that the meeting has been cancelled”. This sentence could be rephrased as “Please note the meeting has been cancelled”. 2. Use objective subject lines: The subject of the memo/letter/e-mail should be objective and should reflect the content of the message. For e.g. “Tips on Effective Writing for Business” conveys to the reader that the message content will be related to information on effective writing. 3. Decide your audience: It is advisable to write to one set of audience as writing to different professionals would require choosing correct verbiage which is understood by different professionals in the same way. Also, do not use words which are very technical and can be understood only by a specific audience. 4. Request for action: Never leave the reader guessing “what’s next?” He or she should know what is expected out of him/her. Close your mail/letter with the action you are expecting the reader to take. 5. Share company wide messages with a strategy: Do not overload employees with a lot of text heavy mails. Divide the message. For e.g. If a company has set up a videoconference room, the Corporate communication Team should send out the first message announcing the launch, the second message on how to use the equipment, and the third message on how to block the conference room for client meetings and calls. 6. Logically format a document: Ensure that the content in the message is linked to the subject and to the content below and above it. There should be a logical connection in various paragraphs included in the document. 7. Be Persuasive: Address one reader rather than many as it increases the focus and also creates accountability of the reader. Typically, the body consists of three major parts, including sub points, examples, arguments, and stories. They should follow the requirements for achieving the purpose of your speech.

C. Public Speaking Public Speaking is the process of communicating information to an audience. It is the most personalized means through which a person reaches a large number of people at the same time. For this reason, public speaking has been, indeed, the cornerstone of communication for generations.5

Purpose of Public Speaking •

To inform A speaker aims to enlighten his listeners on the topic he is talking about. It explains reports, describes, clarifies, defines and demonstrates. Such speeches can move an audience to action or belief. Their primary purpose is to present facts, details, and examples.

•

To Persuade A speaker aims to sway his audience to agree to his point of view. This is designed to convince and the goal is to influence the audience’s beliefs or attitudes. This can be accomplished by using your own credibility to strengthen your argument.

•

To Entertain A good public speaker aims to have his audience captivated. He/she humors to influence an audience. Once the audience is warmed up, one main idea is presented, still on a light note. This is the most difficult of all presentations because it requires great ease and elegance and depends to a large degree on the charisma of the speaker.

It should be emphasized that a speech must have only one general purpose. The parameters to determine the purpose of a speech, is to decide what the speaker wants to convey ultimately with the audience. Four Types of Speech Delivery There are four types of speeches according to the manner of delivery: (1) the extemporaneous speech; (2) the impromptu speech; (3) the manuscript speech; and (4) the memorized speech. •

Extemporaneous These are speeches that are carefully prepared and practiced by the speaker before the actual speaking time. A speaker will utilize notes or an outline as a guide while they are delivering the speech. The notes or outline will usually include any quotes and sources the speaker wants to cite in the presentation, as well as the order the information in the speech should be delivered.

•

Impromptu Are speeches that are delivered without notes or a plan, and without any formal preparation, they are very spontaneously delivered. This is one of the most nervewracking situations for most students to find themselves in because there isn’t a plan or agenda to follow. They just have to get up and speak without any “thinking” time.

•

Manuscript It is delivered with a script of the exact words to be used. While this is very reassuring for a speaker and they feel like they won’t “forget” anything if they have every word in front of them, manuscript speaking is one of the worst traps to fall into for a speaker. The speaker who utilizes a complete manuscript will often spend more time looking at the script than at the audience. By doing this, the speaker is unable to react to the audience or respond to the audience member’s questions. Therefore, the manuscript becomes a trap for the speaker.

•

Memorized The speaker completely memorizes the text of a speech and then delivers the speech from memory without reliance on notes or an outline. This is a very fearful speaking situation for most people because they fear they will forget what they had planned on saying when they get in front of the group and, they might make a fool of themselves in front of the audience if they forget what to say.

Vocal Aspects of Speech Delivery There are six aspects of vocal delivery a speaker utilizes that influence an audience’s interpretation of the speaker’s message. •

Pitch

•

Is the highness or lowness of a speaker’s voice. It is the natural upward and downward movement that happens when we speak the melody. Rate Is how fast or slow you speak when delivering a speech. A common problem of nervous public speakers is speaking too quickly or feeling like you are rushing through a speech which can lead to a cotton mouth feeling.

•

Pauses Are intended silences during a speech. In a conversation, we naturally pause at the end of sentences and at the end of a thought. We should keep up the same pausing pattern in our public speaking that we use in our natural conversation

•

Volume Is the relative loudness of your voice as you deliver a presentation. It shouldn’t come as much of a surprise that you need to match your volume to the size of the room you are speaking in. They may even make verbal comments like “What did she say?” or “Can you hear him?” When you see or hear this happening in your audience, speak louder.

•

Enunciation Is the pronunciation and articulation of words in your speech. As you give a presentation, concentrate on speaking very clearly and using your entire mouth to form each word.

•

Fluency Is the smoothness of your vocal delivery. Fluency is the flow of your words in the delivery of your speech. You should strive for a smooth delivery in your presentation but if your tongue gets tripped up, don’t panic. Just maintain your professional tone and keep going. The biggest way to prevent stumbling over your words is to practice your presentation so your words are as natural sounding to you as possible.

Bodily Aspects of Speech Delivery There are four aspects of a speaker’s body which impact an audience’s interpretation of the speaker’s message. 1.) Gestures are movements of the speaker’s head, arms, and hands. When you watch a great public speaker, you will notice that their entire body is into the presentation. They use their entire body to deliver the message their arms gesture, their fingers point or accent important words, and their head even nods when they are talking about something important. 2.) Facial expressions are movements of the eyes, mouth, chin, etc. The best piece of advice about facial expressions is to make them match your subject. If you’re speaking about a serious subject, use a serious facial expression but if you are speaking about something funny, go ahead and smile or even laugh. You can ruin a serious presentation by laughing at it and you can ruin a light hearted speech by never cracking a smile. 3.) Eye contact is sustained, meaningful contact with the eyes of audience members. This is the top reason why most people hate public speaking the thought of people looking at you and all the eyes on you is probably the most difficult part of public speaking. There are a whole lot of ways that people will tell you to get around the eye contact issue. 4.) Movement is where the speaker’s entire body moves. If you can avoid it, don’t let yourself be trapped behind a podium or in one area. When you watch a really great speaker, you’ll see that they are almost never trapped behind something. They move around the room as they talk and that may mean they are down the aisle or all across the front of the room.67

SPC 101: Fundamentals of Oral Communication – Learning Unit 3: Handout

Personal Traits of a Good Speaker •

Common Sense – ability of the speaker to size up situations, to meet emergencies and to act accordingly; a demonstration of good judgment to choose and discuss topics accordingly to the needs of the occasion and the demand of the audience.

•

Tact – closely associated with common sense; empathy at work by putting oneself in the shoes of his fellow being realizing how he would feel if some unkind remark will be said against him.

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Good Taste – dictates many choices like in selecting or choosing appropriate kind of clothes to wear, subject suited to the needs of the audience and the demands of the occasion and language adapted to the educational level of the audience.

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Wide Interest – revealed in the speaker’s profound knowledge of people, things, or situations.

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Self-criticism – ability to accept criticism gracefully; indicative of mature personality; be your own judge by comparing self with other effective speakers; review past speaking performances.

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Integrity and Virtue – qualities that will endear speaker to audience and will make him influential to them.

First Aid for Speakers • Know your subject • Avoid irrelevancy • Be sincere, earnest & enthusiastic • Wait for attention • Don’t force gestures • Don’t walk about while speaking • Pauses are of great oratorical value • Read aloud and regularly • Be prepared and don’t rely on inspiration • Believe and feel what you see • Don’t hurry into your subject • Begin in a conversational tone but loud enough to be heard • Cultivate the straight forward open eye • Let your grammar and pronunciation be the best • Good diction is a passport recognized by everyone • Write much and often • The best way to learn to speak is to speak 7

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SECTION C PCG Written Communications

Coast Guard Letter

The Coast Guard Letter is used by all PCG units as a formal means of communication within the PCG and for other uniformed agencies (local and foreign). Style â&#x20AC;&#x201C; the Coast Guard Letter is prepared in a semi-block style that is without indention. It has three elements: heading, body and closing. Letterheadâ&#x20AC;&#x201C; a printed letterhead stationary is normally used for the first page. However, if printed letterhead stationary is not available, a typed letterhead may be substituted.8

Figure 4. Coast Guard Letter Format 8

PCG Correspondence Manual (s-2008)

Figure 5. Sample Coast Guard Letter

Civilian Letter

A Civilian Letter, commonly known as business letter or formal letter, is used by military or uniformed agencies as means of communications (a) with civilians; (b) with other government agencies; and (c) as a personal correspondence.

Characteristics of a Civilian Letter • • • • • •

Simplicity - use of simple and plain words. Clarity- ideas are clear. Conciseness - ideas are expressed in the fewest words. Coherence - treat first things first. Place ideas in an orderly sequence. Emphasis – careful and thoughtful arrangement of words. Completeness – self-explanatory as possible.

Styles of a Civilian Letter • • •

General or Indented Style – all the first lines of the paragraphs are indented. Block Style – no indention on the paragraphs. Semi Block Style – except letterhead, all parts of the letter are aligned at the left margin of the paper.9

PCG Correspondence Manual (s-2008)

Figure 6. Sample Civilian Letter (General or Indented Style)

Figure 7. Sample Civilian Letter (Semi Block Style)

Fully Block Style

Figure 8. Sample Civilian Letter (Fully Block Style)

Military Letter

A Military Letter is used for communication within the different branches of the military and for communications by major branches of the AFP to their General Headquarters. It is also used for communication between activities of major services and other units of the Philippine Coast Guard. The Military Letter has the same three elements found in civilian letters: heading, body, closing. However, none of these elements is put on paper in the same manner as in a civilian letter. Each element of Military Letter varies in its details depending on the office for which it is written. A letter shall be phrased in a courteous way and the feelings of the person to whom the letter is addressed will be considered at all times.

STYLE •

Letterhead Printed letterhead stationary is normally used for the first page. If letterhead stationary is not available, use a typed letterhead.

•

Placement Beginning of the heading, body and complimentary closed and paging will be placed in their appropriate locations. Margins will be measured in inches or number of spaces.

•

Top Margin For stationeries without printed letterhead, it shall be typed in the center measuring 1 ½ inches (7 spaces) down from the top edge of the paper. Subsequently pages will be spaced 1- ¾ inches (9 spaces) down from the bottom edge of the paper.

•

Bottom Margin The last line of the body or complimentary close will be placed not lower than 1 ¼ inches (9 spaces from the bottom edge of the paper. Page number will be placed ½ inch or 3 spaces from the edge.1011

Figure 9. Military Letter Format

Memorandum

A Memorandum is the prescribed publication pertaining to matters that are directive, advisory or informative in nature, the term of which may either be temporary or permanent in duration. Memoranda are used in lieu of bulletin and circulars. A memorandum is effective for a maximum period of 2 years and with a minimum period of 1 year. Memorandum Basic Parts • •

•

11Id

Heading - In the “TO” and “FROM” sections, the designation or business title is often included. Subject - Uses the same rules as those used in letters or disposition forms. It is a brief statement indicating what the memorandum is about, to help the reader prepare himself for the contents. Body - States the reasons for the Memorandum. Subsequent paragraph prescribed in detail the action desired. Indicates whether the publication is informative, advisory, or a directive.11

Figure 10. Memorandum Format

Figure 11. Sample Memorandum Sample

Special Orders

Special Orders are routine directives that pertain to personnel administration which may either be temporary or permanent in effect. USE OF SPECIAL ORDERS • ▪ ▪ ▪ ▪ ▪ ▪

Personnel administration Enlistment ▪ Re-enlistment ▪ CAD ▪ Reversion ▪ Leaves ▪ Furloughs ▪

Promotion Demotion Designation Assumption Relinquishment Transfer

COMPONENTS OF SPECIAL ORDERS •

Heading o Date - An order is dated on the date it is issued. o Numbering - Special orders are numbered in series for the fiscal years.

•

Body o Paragraphing - each paragraph is numbered and not sub-divided

•

Authority for Order o Authentication - is part of the order which makes it a directive made up at command and official sections.1213

Figure 12. Sample Special Order

General Orders

General Orders apply to all or a large part of a command. It has a permanent duration and such nature as to be readily susceptible to incorporation into established regulations. This is a prescribed form/ publication for the promulgation of any of the following activity and shall be used: • • • • • • •

To announce assumption of command To activate a unit or organization To inactivate or dissolve a unit or organization To announce the appointment of a Chief of Staff or Assistant Chief of Staff or head of a special or technical staff of the headquarters To announce the closing of headquarters and/or opening of a new headquarters To announce the awards and decorations being given. To cite individual or unit for outstanding performance in combat

STYLE • • • •

It is written clearly and concisely Clarity is not scarified for brevity and telegraphic style is not used Abbreviation are not used normally Punctuations is used whenever necessary

BODY Section- The body of a general order may be subdivided into sections •

All paragraphs pertaining to a particular type of announcement are placed in the same section. Each section is given a title and sections are numbered consecutively using Roman Numerals

•

Paragraph (a) A numbered paragraph is used for subject in the body of the order (b) Paragraph is numbered consecutively within each section. Sub-paragraph is indicated and indented in the same manner as in correspondence.1314

Figure 13. Sample General Order

Personnel Action Form (PAF)

Personnel Action Form is used to request, recommend, direct, or report any personnel action for which no other standard form is required. It may be used between sections of a headquarters as well as between all parts of a command through regular correspondence channels. TRANSMITTAL OF PAF-There will be a brief endorsement (comment) on the form itself. Additional covering letter or other transmittal will not be used. THE USE OF PERSONNEL ACTION FORM (PAF) will be used in accordance with para 1a to make an application (request) or recommendation for any of the following actions: 1) Form No. 110 will be used in accordance with para 1a to make an application (request) or recommendation for any of the following actions: a) Claims for RA no. 610 (Death gratuity of P3, 000.00) Sec 699 RAC (Gratuity equivalent to three months salary); RA No. 30 (Death gratuity equivalent to one year salary but in no case less than P10, 000.00); and Executive Order s41 Reimbursement or burial expenses. b) Claims for RA no. 610 (Disability Pension) c) Claims for RA No. 340 (AFP Retirement Law) d) RA No. 340 (posthumous Retirement) e) Discharge of enlisted personnel f) Promotion of enlisted personnel g) Reduction of enlisted personnel h) Resignation of officer i) Retirement of officer j) Retirement of Enlisted person k) Transfer of enlisted person l) Transfer, assignment and reassignments of officers. 2) Form No. 110 will also be used to make an application (request) or recommendation for any of the following actions controlled by local directives: a) b) c) d) e) f) g)

Advance Pay Assignment to post schools Board Action Entries or correction in personnel records Change of MOS Disciplinary action Delinquency report

h) Efficiency report i) Examination of my type j) Immunization k) Separate rations l) Orders or amendments to orders m) Transportation n) Weapons qualification 3) Form No. 110 may be used to order any personnel action when no other type of order is specially required. For example: To release an unsentenced prisoner from confinement, to transfer a person between units of the same parent organization when no travel is involved, to make a duty assignment, etc. 4) Elimination of Local Forms â&#x20AC;&#x201C; As many local forms and letters as possible will be eliminated through maximum use of form no. 110.14

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Figure 14. Sample Personnel Action Form

Disposition Form (DF)

A Disposition Form may be employed in informal correspondence: 1) Among staff sections of a Headquarters. 2) By staff section of a Headquarters with corresponding counterpart sections of subordinate units, only when: a) Gathering data for studies and reports. b) Exercising staff supervision, such as: interpreting plans and policies; furnishing assistance in implementing command directives; or supervising the execution of command directives. Uses 1) 2) 3) 4) 5)

To give instructions. To transmit orders, policies, advises or information. To request actions, instructions, policies, opinions, etc. To trace action or check or follow-up implementation of order. To record comments, coordination, and recommendations, including brief summary when the action recommended is prepared.

Security Classification The security classification is marked or stamped (not typed) in the space provided at the top and at the bottom of the form as well as at the top and bottom of each succeeding page.

File Number The file reference is written in the space provided. Determination of file reference is the same as for a military letter.

Subject The subject is entered in the space provided. It is stated in as few words as possible.

Addressee The addressee is entered after “To”. A DF is never addressed to headquarters or office. It is addressed to the commanding officer or head of an office or unit by his title.

Originator The title of the originator is entered after “from”. Authorized abbreviations are used.

Date The date is written in the space provided. A DF prepared for signature of CS, PCG will not be dated until after they are signed. In this case, SCGS will stamp the date before dispatching. Identification of Writer The grade or title and last name of the writer, the initials of the typist, and the telephone number of the writer and typist must be indicated below the printed word “Comment”. Body The substance of the comment begins on the second line below the last line of the heading. Paragraphs are numbered and indicated like those of a military letter; margins are governed by the printed lines on the form. Signature Only the last name of the originator is typed printed or stamped, five (5) spaces to the right of the center on the fifth line below the last line. The originator signs above his typed-last name. If another person signs for the originator, the former will legibly sign his own family name, and write the word “For” in front of the typed name. Enclosure Enclosures are shown at the left margin aligned with the first line of the typed last name of the originator and are listed as in the military letter. Duplicate Copies Ordinary two duplicate copies are prepared, one copy accompanies the original, the other kept for file, or suspense control. Exceptions: (1) When the DF is sent from an office not authorized to keep records the copies for file will be eliminated. (2) In “multiple-address” DF, so many copies as the number of addresses plus one copy for file (if the originating office is authorized to keep records) will be made.1516

Figure 15. Sample Disposition Form 69

Radio Message

A Radio Message is considered as the most effective means of disseminating information to widely spread units and stations: ashore, in-flight and afloat. TYPES OF RADIO MESSAGE 1. Outgoing Dispatch – shall be used to facilitate transmission of information/directives to units whose locations are distant from the originator. It fills up the blank spaces with the following information opposite the different items: • From • To • Info • Approved By • Drafted By • Released By • Security Classification • Precedence 2. Courier Dispatch – shall be used to facilitate transmission of information/directives to units whose locations are not distant from the originator and must only use when requiring immediate action. Uses: • • • •

Readiness condition Changes in details Reminder to suspend/pending requirements Unexpected activities

PROCEDURE (Outgoing Dispatch) FROM – The official designation of the originator. However, if the message is addressed to an individual or Agency outside PCG, the full title of the originator must be used. TO – The official designation of the action addressee. Messages should be addressed to Unit Commanders and not to staff section. INFO – The official designation of information addressee(s). Info addressee is not required to take action to the messages. APPROVED BY – The typewritten name and written signature or initial of the approving officer (head of the unit/ section drafting the message).

DRAFTED BY – The type written name and written signature or initial of the person who actually prepared the message. RELEASED BY – The type written name and written signature or initial of the duly designated officer to release messages for the unit/office/section other than the approving officer. SECURITY CLASSIFICATION – The degree of security afforded (Top Secret, Secret, Confidential, or Restricted). Those bearing no classification should be marked unclassified. PRECEDENCE – The relative order in which the message should be handled with respect to time. REFERENCE DATA - For identifying the originating office, quick reference and easy accounting of message, radiogram sent in the name of the commander shall bear a reference data placed at the beginning of the text immediately after the first long break BT. Reference data will consist of the word CITE, office control symbol, and two groups of numbers separated by a dash sign to indicate the current month and number of the message prepared within the month. Designating officer is responsible for assigning and maintaining consecutive numbers of radiograms emanating from that office. Example: 28th radiogram originated DCS-O on the month of August 2007 drafted by Operations Section addressed to C O, AE-891 should read: From: Commandant, PCG To: AE-891 BT…. CITE DCS-O-0807-28X PRCD IMTLY AREA JULIET X REPT KING MIDAS … BT DRAFTING THE TEXT Clarity – must be written in easily understood words to convey what the drafter wants. It must be interpreted as having only one meaning to avoid misunderstanding. Brevity – must be brief, consistent and with clarity. Eliminate all unnecessary words, commonly used conjunction, preposition and articles such as AND, FOR, BUT, IN, ON and THE, unless essential to the meaning of the message. Authorized abbreviations in appropriate service publications should be used ensuring that no uncertainty will result.

Punctuation – It shall not be employed unless necessary to the sense of the message. When it is considered essential, the abbreviations as listed below shall be used: PERIODS – X

PARENTHESIS - PAREN

COMMA - CMA

QUESTION MARK - QUERY

COLON - CLN

DECIMAL POINT - PT

SEMI-COLON - SMCLN

PARAGRAPH –PARA

Numbers – Arabic numerals appearing in the message shall be transmitted and recorded in Arabic characters. Spelled out numerals shall be transmitted and recorded in plain words (spelled out). In general, numerals in the text whether Arabic character or spelled in nature will be transmitted and recorded as they original appear in the text of the message. Phonetic Alphabet – when it is necessary to include isolated letters other than authorized abbreviations in message, phonetic alphabet should be employed. A – ALPHA; I – AYE; - DASH Repetition – Words may be repeated to prevent errors. It shall not however, be reported solely for the purpose of emphasis. PRECEDENCE CLASSIFICATION Responsibility – The assignment of precedence to a message is the responsibility of the originator and is determined by the subject. It does not indicate the action to be taken by the addressee or the precedence designation to be assigned to the reply. Such instruction if necessary should be included in the text or in other special orders. Assignment – It is important that a message should not be assigned a precedence designation higher than what is required to ensure that it will reach all addressee(s) on time. Appropriate use of various precedence designations is determined by careful considerations of the following: •

Flash (Z) – (10 minutes or less) this precedence is reserved for initial enemy contact reports or special emergency operational combat traffic. This traffic must be short reports for special emergency situation of vital importance.

•

Emergency (Y) – Reserved for message required in current implementation or tactical actions, and situation, which gravely affect the national security or concerning distress, which demands immediate delivery to the addressee. 72

•

Operational Immediate (O) – 30 minutes to 1 hour, Reserved for important tactical message pertaining to the operations in progress or for important administrative message having an immediate bearing on tactical operations and when necessary, these messages concern the immediate movement of ships, aircraft and ground forces.

•

Priority (P) – 3 to 6 hours, Reserved for important messages, which must have precedence over routine traffic. This is the highest administrative precedence in nature.

•

Routine (R) – 6 hours to next working day, to be employed for all types of message which justify transmission by rapid means, but which will admit delay necessary for transmission of messages of higher precedence.

CLASSIFICATIONS OF RADIO MESSAGE • • • • •

Top secret Secret Confidential Restricted Unclassified OUTGOING DISPATCH LEADERSHIP AND DOCTRINES DEVELOPMENT CENTER MSG NR-011 –P- 11 MAR 2020 FM: DIR, LDDC

DRAFTED BY: ENS RGM REVELAR PCG

TO: C, CGETDC (ATTN: T3/CGNOS)

APPROVED BY: CAPT MU ISAAC PCG

INFO: C,CG-K9/C,CGWCEISC/ C,CGMED

RELEASED BY: ENS RGM REVELAR PCG

BT…UNCLAS X CITE LDDC3-0320-011 X 1. THE BASIC LEADERSHIP AND MNGT CRSE OPEN PAREN BLMC CLOSE PAREN CL 54 DASH 2019 WITH FORTY FIVE OPEN PAREN 45 CLOSE PAREN STUDENTS WILL CONDUCT FAMILIARIZATION FIRING ON 180800H TO 191700H MARCH 2020 AT COAST GUARD K9 FIRING RANGE CMA COAST GUARD BASE TAGUIG X 2. ITCON CMA RQST REPRESENTATION TO HIGHER HEADQUARTERS FOR THE AVAIL OF THE FOLG REQUIREMENTS CLN UNIT/OFFICE COAST GUARD K-9 HCGWCEISC CGMED CGNOS

REQUEST A. FIRING RANGE B. TWO (2) RANGE OFFICERS FIFTEEN (15) PCS M16 RIFLE ONE CGMED TEAM HYUNDAI H100 VEHICLE

3. IF APPROVED CMA THE COURSE DIRECTOR CMA ENS JOHN JERSAM B ALAS PCG WITH CONTACT NUMBER 09168899775 WILL COORDINATE FOR THE DETAILS RELATIVE TO THIS REQUEST X 4. FOR FAVORABLE CONSIDERATION X …BT

Figure 16. Sample Radio Message

Radio Message by Courier Dispatch It shall be used only to subordinate units inherent to the command and shall contain information, which shall directive in nature and requiring immediate action. Readiness Condition e.g., Typhoon Alert, Blue Alert and White Alert. Changes in details (Daily Bulletin) Reminder to suspended/ pending requirements e, g, submission of reports and requiring reports. Unexpected activities e, g, VIP visits, conferences and meetings, etc.

• • • •

INSTRUCTION IN ACCOMPLISHING A COURIER DISPATCH DTG – A group consisting of the date, time and year the message has been drafted. FROM – Abbreviated designation of the originator. TO– Addressee(s) of the message normally in abbreviated form. INFO – Information addressee(s) is abbreviated form. CLASSIFICATION – Appropriate security classification of the message. BT – Long Break. To indicate the beginning and the ending of the text of the message. SCTY CLASS – As appropriate, the type of security classification shall follow after BT. CITE – A group of letter symbols and numbers signifying the file/control number of messaged that has been transmitted within the month of the current year. 1617

Figure 17. Sample Radio Message by Courier Dispatch

J. • •

CHIPS Report source document in reporting changes in personnel status. shall be rendered by radiograms, courier dispatch or through fastest available means. information on changes of personnel status of the previous day shall be sent starting 0800H in case of backlogs. no report needed for units having no changes in personnel status for the day.

• •

Radio Message Format a) Item A - CHIPS Number – sequential number starting from 001 for the first report of the year, 002 for the second report, etc. – will be reinitialized to 001 after last report of the calendar year. b) Item B - date when change in personnel status occurs. c) Item C- brief description of the change in personnel status. 1. RANK (Officer) / RATE or RATING (Non-Officers) 2. NAME (Family Name, First Name, Middle Initial) 3. PCGSN (Serial Number) / EMPLOYEE NR (CE Number payroll system) 4. UNIT (Assignment) 5. BILLET/POSITION (Primary) 6. EFF (Effectivity Date) 7. AUTHORITY: Source-OP, GHQ, HPCG, MAJ/SPCL Unit Orders Type-GO, SO, LO, UO, Rad Msg Para -Paragraph Number Date-Date Order was Issued1718

Morning Report (MR)

Morning Reports are legal documents used in the accounting of PCG personnel who are on active PCG service. PCG personnel who are on active duty status are accounted for in the report daily and any changes affecting their PCG status are also entered and described thereto. Purpose: For the Daily Accounting of Personnel. Morning Report Preparing Units (MRPU) To accounts personnel on active status and continue to render official morning report to higher headquarters; will render their morning reports daily on the whereabouts, strength, and status of personnel; must render CHIPS report directly to CPCG (Attn: HRMS) or in their respective mother units for consolidation prior submission to CPCG. Guidelines in Composing Morning Report a) Accounting of Personnel – updated number of personnel carried in a unit. b) Gains and Losses – number of personnel reported or departed / relieved if there is any. c) Rate and Rating Profile – specialization taken of a personnel d) Roster of Troops – serves as a Muster List 1819

Figure 18. Morning Report Format 18

Routing Slip

a. Purpose and Use 1) The principal purpose of a routing slip is to transmit papers from office to office within the headquarters or from section to section within an office. It is never to forward papers to an agency outside of the headquarters. The routing slip is used to speed up transmittal or correspondence direct to action section, without using a DF or a formal endorsement. However, when it is faster to stamp a comment on the DF or basic paper and the comment is intended to form a part of the record, the routing slip will not be used. This is usually applicable in transmitting to CGAO signed papers for dispatch or records for file. Routing slip is accomplished in handwriting. 2) Routing slip is used for interoffice routing for the purposes indicated by the remarks printed on the form. It may contain informal comments which are not intended to be forwarded beyond the addressee on the slip. Since the routing slip is ordinarily not filed, it will never be used for approvals, disapprovals, concurrences, nonoccurrence, or other important actions or documents, even though brief. This type of action is placed either on the basic paper itself or on a DF. b. Procedure (1) Fill up longhand. Use abbreviations to the maximum. (2) The second person using the same slip will fill up the “To, From, Date, and Sender’s last name” on line 2, cancel the first check and then re-check the new appropriate remark of comment, as required. (3) Priority Cases – Ordinarily, plain white routing slip will be used. But a pink routing slip will be used in transmitting communications demanding immediate action. A pink routing slip will thus indicate that the paper to which it is attached must be given priority. (4) Time stamps will not be placed on the routing slip but on the papers to which it is attached.1920

Figure 19. Sample Routing Slip Id

Letter of Instructions (LOI)

Letter of Instructions are prescribed publications which provide guidance for operations involving large command and control thereof over a long period of time. It may be distributed to other interested commands for information.

Purpose and Use To convey general policy-guidance in the execution of an operational nature which may not be suited for promulgation for formal OPLAN and OPORD. Normally, it states the concept, mission, command relationships, and are or operations, gives special instructions such as communication requirements, assigns forces, sets forth planning responsibilities, and specific reports which are required. Letter of Instructions generally follow the paragraphing for an operation order, omitting those paragraphs not used, and using broad rather than specific terms.2021

Figure 20. Sample Letter of Instructions

Circulars

•

is the prescribed publication for directive which is general in nature. It is the medium for the expeditious dissemination of important matters or amplification of established forms of regulations.

•

It has a maximum period of effectivity of 5 years with a minimum of 2 years.

1) Form and Style – It should be prepared in logical sequence and written in a clear and direct style in order to be more easily read and understood by the average person, couched in plain language. 2) In the event that any of the standard paragraphs are omitted, all paragraphs are, nevertheless numbered in numerical sequence. 3) Directives over 700 words are avoided. Longer orders dealing with separate subjects are written as separate orders. Where a long order is necessary, it is broken into paragraphs and sub-paragraphs, each with a proper description heading.2122

Figure 21. Sample Circular 21

Standing Operating Procedures (SOP)

A set of instructions in giving the procedures to be followed as a matter of routine, like the preparation and submission of reports, in the maintenance of motor vehicles, armaments, etc., and for the performance of those features of operations both tactical and administrative which the commander desires to make routine. They set down the regular procedures to be followed in the absence of instructions to the contrary. Procedures (1) Heading â&#x20AC;&#x201C; The usual heading for the routine is used, appropriately modified to show the type of publication. (2) Numbering â&#x20AC;&#x201C; SOPs are numbered serially during a calendar year. (3) Form and Style a) Like circulars, SOPs should be prepared in logical sequence and written in a clear and direct style to be easily understood by the average person. b) Paragraphs are numbered in numerical sequence and sub-paragraphs are arranged in alphabetical sequence for easy identification.2223

Figure 22. Standing Operating Procedure Format 22

Figure 23. Sample Standing Operating Procedure

Daily Bulletin

•

An information sheet which usually contains official directives as well as official and unofficial information. Daily Bulletins are published at any post, camp, stations, and installations and also by headquarters up to and including a division or similar unit.

•

Published at a specific hour so it can be distributed just before noon. A deadline is established to the hour of publication, after which no notices will be received for inclusion in the day’s bulletin.

1) Heading – The usual heading for routine orders is used appropriately modified to show the type of order and number. Special decorative heading are used in some places. 2) Numbering – Daily Bulletin are numbered chronologically for each calendar year. In some cases they are issued on alternate days or even in less frequency. 3) Style – It is written clearly in simple language as that the average reader will have no difficulty in understanding the meaning. Only the most common abbreviations are used. 4) Body – The body of the daily bulletin comprises the OFFICIAL and UNOFFICIAL sections: (a) Official Section – The matter place in this section may be advisory or directive in nature. Directives are usually of temporary duration. The word “OFFICIAL” may be placed in the head of this section but in usual practice, this is not done. (b) Unofficial Section – This section is always marked by placing the words “UNOFFICIAL” or “INFORMATION” in capital, centered in the spaces at the top of the section. Items of timely information such as motion picture programs, athletic events, notice of lost or found articles and church services may be placed in this section. Paragraph numbers are not assigned to item in this section. The unofficial section is not authenticated. (5) Paragraph – Each item is placed in separate paragraph. Sub-paragraph such as “A” and “B” are avoided. Each paragraph of the official section is numbered. (6) Authentication – Authentication follows the official section in the same manner as in other type of routine orders. (7) Compilation – a. Experiment has shown that the vast majority of items published in daily bulletin are temporarily in nature. At the end of each month or quarter subject matter of daily bulletin should be reviewed and those items of official in nature

which are still effect should be republished in a memorandum or circular. The amount of such matters will normally be less than two sides or a single sheet. The daily bulletins are then rescinded. b. At the end of the fiscal year, those monthly compilations are again reviewed. Items still in existence are republished in post regulations or other more permanent media. The obsolete memoranda are rescinded. c. All rules of daily bulletins, except those for the headquarters record files are destroyed monthly. Current files will then consist of general orders, memoranda for the current year and daily bulletin for the current month.2324

Figure 24. Daily Bulletin Format

After Meeting Report

After Meeting Report is the official written record during the meeting or conference. They typically describe the whole events of the meeting and may include a list of attendees, a statement of the issues considered by the participants and the related responses or decisions for the issues and concerns. Importance: ➢ Minutes of meeting are tangible record of the meetings for its participants and source of information for members who were unable to attend. Capture the essential of a meeting. ➢ Decisions made ➢ Next steps planned ➢ Identification and tracking of action items ➢ Purpose – to record all what is done at the meeting Important Information ➢ date, place and time ➢ purpose ➢ chair’s name and participants ➢ assigned action ➢ decisions made ➢ time of adjournment Process • Review notes and outline - if necessary, add additional notes or clarify points raised. Check to ensure all decisions, actions and motions are clearly noted. Try to make the After Meeting Report as soon as possible after the meeting ends while everything is fresh in your mind. •

Number the pages - as you go so you aren’t confused later. Remember though that the minute taker is responsible for providing good flow. Don’t force yourself to write the minutes in the actual chronological order of the discussion it may not work.

•

Focus on action items - Items not discussion. The purpose of a meeting is to define decisions made and to record what actions are to be taken by whom and when.

•

Check for sufficient detail – Detail includes a short statement of each action taken by the board and a brief explanation of the rationale for the decision. Where there is extensive deliberation before passing a motion summarize the major comments.

•

Be objective - Write in the same tense throughout. Avoid using people’s name except for motions or seconds. This is a business document not about who said what.

•

Edit to ensure brevity and clarity- Clarity so the minutes are easy to read. Avoid inflammatory or personal observations

Filing • •

For future reference Online – gmail, yahoo, google drive and dropbox.

Content • •

Heading – official heading of the unit or office. Attendance - The names of participants attended and participants who did not attend. Call to Order – having established that there is a quorum. Also included is the date, place and time. Order of Business - The topic/s to be discuss during the meeting deliberation. Decision Adjournment - contains the hour when the meeting adjourn. Signature – signature of the chair’s name or presiding officer. Attach appendix (if necessary) - If necessary If you need to refer to other documents, attach them in an appendix or indicate where they may be found. Don’t rewrite their intent or try to summarize them.2425

• • • • •

Figure 25. After Meeting Report Format 24

Implementation Plan

Implementation Plan (IMPLAN) is designed to illustrate in detail, the critical steps in developing and starting a project. It is a guide or map that helps program staff to be proactive rather than reactive in developing their program and identifying any challenges along the way. Purpose To reduce overall demand for operational energy and improve its efficiency in order to enhance operation effectiveness and reduce risks and cost for Coast Guard operations. To integrate operational energy considerations and transformations into existing programs, processes, and institutions. Levels • • •

National Level- development of strategy and the assignment of strategic tasks Theater Level- development of campaign plans Lower Level- implementation planning or the execution of assigned tasks or logistic missions

Format 1. Situation a. Enemy forces. Express this information in terms of two enemy echelons below yours (for instance, corps address brigades; battalions address platoons). ➢ Describe the enemy's most likely and most dangerous course of action.; ➢ When possible, provide a sketch of the enemy course of action in lieu of verbiage; ➢ Include an assessment of terrorist activities. b. Friendly forces. Include the mission, the commander's intent, and concept of operations for headquarters one and two levels up. c. Attachments and detachments. Do not repeat information already listed under Task Organization. ➢ When not in the Task Organization, list units that are attached or detached to the headquarters that issues the order. ➢ State when attachment or detachment is to be effective if different from when the OPORD or OPLAN is effective ➢ Use the term “remains attached” when units will be or have been attached for some time. d. Assumptions (OPLAN only). List all assumptions. 86

2. Mission State the mission derived during the planning process. There are no subparagraphs in a mission statement. The mission statement will cover on-order missions. 3. Execution Intent: State the Commander's intent derived during the planning process. a. Concept of operations. The concept of operations may be a single paragraph, may be divided into two or more subparagraphs or, if unusually lengthy, may be prepared as a separate annex. ➢ Based on the COA statement from the decision-making process ➢ Will address close, deep, rear, security, and reserve operations as well as describe the type or form of operations and designate the main effort. Concept of operations. The concept describes: ➢ The employment of major maneuver elements in a scheme of maneuver. ➢ A plan of fire support or “scheme of fires” supporting the maneuver with fires. ➢ The integration of other major elements or systems within the operation. ▪ Include reconnaissance and security elements, intelligence assets, engineer assets, and air defense. ➢ Any other aspects of the operation the commander considers appropriate to clarify the concept and to ensure unity of effort. ▪

If the integration and coordination are too lengthy for this paragraph, that integration and coordination are addressed in the appropriate annexes.

➢ Any be-prepared missions. 4. COMMAND AND SIGNAL a. Command. State the map coordinates for the CP locations and at least one future location for each command post. Identify the chain of command if not addressed in unit SOPs. b. Signal. List signal instructions not specified in unit SOPs; identify the specific signal operating instructions (SOI) addition in effect, required reports and formats, and times the reports are submitted.

NAME (Commander's last name) RANK (Commander's rank) The Commander or authorized representative signs the original copy. If the representative signs the original, add the phrase “For the Commander.” The signed copy is the historical copy and remains in headquarters files. OFFICIAL: (Authentication) Use only when applicable. If the commander signs the original, no further authentication is required. If the commander didn't sign, authentication is required by the signature of the preparing staff officer and only the last name and rank of the commander appear in the signature block. ANNEXES: List annexes by letter and title in sequence. If a particular annex is not used, place a “not used” beside that annex letter. DISTRIBUTION: Furnish distribution copies either for action or for information. • List in detail those who are to receive the plan or order. • When referring to a standard distribution list, also show distribution to reinforcing, supporting, and adjacent units, since that list does not normally include these.2526

Figure 26. Implementation Plan Format

Operations Order (OPORD)

OPORD is a plan meant to assist subordinate units with the conduct of military operations. Always specify an execution time and date. It is a directive a commander issues to subordinate commanders to coordinate the execution of an operation. An OPORD describes the situation the unit faces, the mission of the unit and what supporting activities the unit will conduct in order to achieve their commander’s desired and state. Characteristics ➢ Address critical facts and assumptions ➢ Authoritative in expression ➢ Positive expression ➢ Avoiding of unqualified directives ➢ Balance in centralization and decentralization ➢ Must be simple, clear and concise ➢ Must have completeness ➢ Provide coordination ➢ Provide flexibility ➢ Centralized planning ➢ Observe timeliness Tabs expand appendixes and enclosures expand tabs. Techniques General Information ➢ Show all paragraph headings on written orders. ➢ Bold font and changes in the font appearing are solely for emphasis ➢ It does not follow in actual plans or orders Abbreviations ➢ Use it to save time and space if they will not cause confusion ➢ Do not sacrifice clarity for brevity ➢ Maintain consistency in abbreviations Place Designations – describe locations or points in the ground by: ➢ Referring to military grid reference system coordinates ➢ Referring to longitude and latitude ➢ Referring from a simple reference point Direction Designations – it could be done in three ways: ➢ By using two locations or places ➢ Point of the compass ➢ Magnetic, grid, or true bearing, stating the unit of measure

Annotating Unnamed Dates and Times ➢ C-day – day when deployment operation begins ➢ D-day – day when operation begins ➢ E-day – day when NATO exercise begins ➢ K-day – day when a convoy system on a particular convoy begins ➢ M-day – day when full mobilization begins ➢ S-day – day when the first mobilization manpower action occurs Annotating Time ➢ Include the time zone suffix in the heading data and in the mission statement ➢ Express dates in the sequence day, month and year ➢ Express time in the 24-hour clock system ➢ Express the date and time as a 6 digit date/time group Identification of Succeeding Pages ➢ Use a short title identification heading on pages following the first page ➢ Include the number, designation and headquarters Page Numbering ➢ Number pages consecutively beginning on the first page ➢ Number second and succeeding pages with Arabic numbers ➢ Use letters and Roman numerals alternately to further identify annexes, appendixes, tabs, enclosures and additions ➢ Use dashes to separate groupings Annexes and Appendixes Provide details not readily incorporated into the basic order and help keep the order’s basic text short while appendixes contain info necessary to expand an annex Format (Classification) Place the classification at the top and bottom of every page of the OPLAN or OPORD. (Change from oral orders, if any). This statement is applicable only if an oral order is issued by the commander. The phrases “No change from oral orders” or “No change from oral orders except paragraph” are necessary. Copy __ of __ copies Issuing headquarters Place of issue (coordinates) Date-time group of signature. Show the place of issue (location of issuing headquarters) on each copy. Show the name of the town or place in capital letters, coordinates in parentheses, and the country in capital letters. You may encode both. Copy __ of __ copies Issuing headquarters Place of issue (coordinates)

Date-time group of signature. In operation and service support plans and orders, list the time zone applicable to the operation in the heading of the order following the references. When an order or plan does not specify the actual date and hour for beginning an operation, apply the proper reference designations. Message reference number. Message reference numbers are internal control numbers that the unit signal officer issues and assigns to all plans and orders. The unit's SOP normally describes the number's allocation and use. Using the number allows an addressee to acknowledge receiving the message in the clear. OPERATION PLAN _______ (code name) (number) Plans and orders normally contain a code name and are numbered consecutively within a calendar year. References. The heading of the plan or order includes a list of maps, charts, datum, or other related documents the unit will need to understand the plan or order. â&#x17E;˘ does not need to reference the SOP, but may refer to it in the body of the plan or order. â&#x17E;˘ references a map using the map series number (and country or geographic area, if required), sheet number and name, edition, and scale, if required. Time Zone Used Throughout the Plan (Order). The time zone used throughout the order (including annexes and appendixes) is the time zone applicable to the operation. Task Organization. Describe the allocation of forces to support the commander's concept. â&#x17E;˘ may be shown in one of two places: preceding paragraph one, or in an annex.2627

Figure 27. Operations Order Format

SECTION D PCG Logistics and Management System

Introduction to the Philippine Procurement System

Reference: Revised Implementing Rules and Regulations of Republic Act No. 9184 otherwise known as the Government Procurement Reform Act Purpose Prescribe the necessary rules and regulations for the modernization, standardization and regulation of the procurement activities of the Government. Declaration of Policy The provisions of this IRR are in line with the commitment of the Government of the Philippines (GOP) to promote good governance and its effort to adhere to the principle of transparency, accountability, equity, efficiency, and economy in its procurement process. It is the policy of the GOP that procurement of infrastructure projects, goods and consulting services shall be competitive and transparent, and therefore shall go through public bidding, except as otherwise provided in this IRR. Governing Principles on Government Procurement The procurement of the GOP shall be governed by these principles: •

Transparency in the procurement process and in the implementation of procurement contracts through wide dissemination of bid opportunities of pertinent non-government organizations.

•

Competitiveness by extending equal opportunity to enable private contracting parties who are eligible and qualified to participate in public bidding.

•

Streamlined procurement process that will uniformly apply to all government procurement. The procurement process shall be simple and made adaptable to advances in modern technology in order to ensure an effective and efficient method.

•

System of accountability where both public officials directly or indirectly involved in the procurement process as well as in the implementation of procurement contracts and the private parties that deal with GOP are, when warranted by circumstances, investigated and held liable for their actions relative thereto.

•

Public monitoring of the procurement process and the implementation of awarded contracts with the end in view of guaranteeing that these contracts are awarded pursuant to the provisions of the Act and this IRR, and that all these contracts are performed strictly according to specifications.

Scope and Application of the IRR

This IRR shall apply to all procurement of any branch, agency, department, bureau, office, or instrumentality of the GOP, including government-owned and/or controlled corporations (GOCCs), government financial institutions (GFIs), state universities and colleges (SUCs), and local government units (LGUs). Any Treaty or International or Executive Agreement to which the GOP is a signatory affecting the subject matter of the Act and this IRR shall be observed. In case of conflict between the terms of the Treaty or International or Executive Agreement and this IRR, the former shall prevail. Unless the Treaty or International or Executive Agreement expressly provides use of foreign government/foreign or international financing institution procurement procedures and guidelines, this IRR shall apply to Foreign-Funded Procurement for goods, infrastructure projects, and consulting services by the GOP. This IRR shall not apply to the following activities: •

Procurement for goods, infrastructure projects, and consulting services funded from Foreign Grants covered by R.A. No. 8182, as amended by R.A. No. 8555, entitled “An Act Excluding Official Development Assistance (ODA) from the Foreign Debt Limit in order to Facilitate the Absorption and Optimize the Utilization of ODA Resources, Amending for the Purpose Paragraph 1, Section 2 of R.A. No. 4860, As Amended”, unless the GOP and the foreign grantor/foreign or international financing institution agree otherwise;

•

Acquisition of real property which shall be governed by R.A. No. 8974, entitled “An Act to Facilitate the Acquisition of Right-of-Way Site or Location for National Government Infrastructure Projects and for Other Purposes,” and other applicable laws; and

•

Public-Private sector infrastructure or development projects and other procurement covered by R.A. No. 6957, as amended by R.A. No. 7718, entitled “An Act Authorizing the Financing, Construction, Operation and Maintenance of Infrastructure Projects by the Private Sector, and for Other Purposes,” as amended. Provided, however, that for the portions financed by the GOP, regardless of source of funds, whether local or foreign, the provisions of this IRR shall apply.2728

Bids and Awards Committee (BAC) BAC Structure Each procuring entity shall establish in its head office a single BAC to undertake the functions of the BAC in order to facilitate professionalization and harmonization of procedures and standards. Rule 1- General Provisions. Revised Implementing Rules and Regulations of Republic Act No. 9184, Otherwise known as the Government Procurement Act 27

In line with the standardization of procurement procedures and the thrust towards strengthening the procurement function to increase operational efficiency and effectiveness, Heads of Procuring Entities shall aim to consolidate or unify all procurement activities of the organization, whether locally-funded or foreign assisted, and whether pertaining to goods, infrastructure projects, or consulting services BAC Composition The Head of the Procuring Entity shall designate at least five (5) but not more than seven (7) members to the BAC of unquestionable integrity and procurement proficiency. The BAC for NGAs, departments, bureaus, offices, or instrumentalities of the GOP, including the judicial and legislative branches, constitutional commissions, SUCs, GOCCs, and GFIs shall be composed of the following: Regular Members ➢ Chairman, who is at least a third ranking permanent official of the procuring entity; ➢ An Officer, who is at least a fifth ranking permanent official, with knowledge, experience and/or expertise in procurement who, to the extent possible, represents the legal or administrative area of the procuring entity, provided that in the case of bureaus, regional offices and sub-regional/district offices, BAC members shall be at least a third ranking permanent personnel; ➢ An Officer, who is at least a fifth ranking permanent official, with knowledge, experience and/or expertise in procurement who, to the extent possible, represents the finance area of the procuring entity, provided that in the case of bureaus, regional offices and sub-regional/district offices, BAC members shall be at least a third ranking permanent personnel; Provisional Members ➢ An Officer who has technical expertise relevant to the procurement at hand, and, to the extent possible, has knowledge, experience and/or expertise in procurement; and ➢ A representative from the end user unit who has knowledge of procurement laws and procedures. The Chairman and the Vice-Chairman shall also be designated by the Head of the procuring entity.

Functions of the BAC The BAC shall have the following functions: • advertise and/or post the invitation to bid/request for expressions of interest; • conduct pre-procurement and pre-bid conferences; • determine the eligibility of prospective bidders; • receive bids; • conduct the evaluation of bids; • undertake post-qualification proceedings; • resolve motions for reconsideration; • recommend award of contracts to the Head of the Procuring Entity or his duly authorized representative; • recommend the imposition of sanctions; • recommend to the Head of the Procuring Entity the use of Alternative Methods of Procurement; • perform such other related functions as may be necessary, including the creation of a Technical Working Group (TWG) from a pool of technical, financial, and/or legal experts to assist in the procurement process, particularly in the eligibility screening, evaluation of bids, and postqualification. Quorum A majority of the total BAC composition as designated by the Head of the Procuring Entity shall constitute a quorum for the transaction of business, provided that the presence of the Chairman or Vice-Chairman shall be required. Meetings The Chairman or, in his absence, the Vice-Chairman, shall preside at all meetings of the BAC. The decision of at least a majority of those present at a meeting at which there is quorum shall be valid and binding as an act of the BAC. Provided, however, That the Chairman or, in his absence, the Vice-Chairman, shall vote only in case of a tie. BAC Secretariat The Head of the Procuring Entity shall create a Secretariat which will serve as the main support unit of the BAC. An existing organic office within the procuring entity may also be designated to serve as Secretariat. However, to strengthen and promote the professionalization of the organization’s procuring unit, the Head of the Procuring Entity may create procurement units that may serve concurrently as BAC Secretariat in accordance with the guidelines issued by DBM. The head of the Secretariat in central offices shall be at least a fifth ranking permanent employee or, if not available, a permanent official of the next lower rank; or shall be at least a third ranking permanent employee in bureaus, regional offices and sub-

regional/district offices, or if not available, a permanent employee of the next lower rank.2829 Alternatives Methods of Procurement •

Limited Source Bidding Otherwise known as selective bidding, is a method of procurement of goods and consulting services that involves direct invitation to bid by the procuring entity from the list of pre-selected suppliers or consultants with known experience and proven capability on the requirements.

•

Direct Contracting Direct Contracting or single source procurement is a method of procurement of goods that does not require elaborate Bidding Documents. The supplier is simply asked to submit a price quotation or a pro-forma invoice together with the conditions of sale.

•

Repeat Order When provided for in the APP, is a method of procurement of goods from the previous winning bidder, whenever there is a need to replenish goods procured under a contract previously awarded through Competitive Bidding.

•

Negotiated Procurement Is a method of procurement of goods, infrastructure projects and consulting services, whereby the procuring entity directly negotiates a contract with a technically, legally and financially capable supplier, contractor or consultant in any of the following cases: ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢

Two Failed Biddings Emergency Cases Take-over of contracts Adjacent or Contiguous Agency-to-Agency Procurement Agent High Technical Consultants Defense Cooperation Agreement Small Value Procurement Lease of Real Property NGO Participation Community Participation United Nation Agencies2930

Rule V – Bids and Awards Committee. Revised Implementing Rules and Regulations of Republic Act No. 9184, Otherwise known as the Government Procurement Act 29 Rule XVI – Alternative Methods of Procurement. Revised Implementing Rules and Regulations of Republic Act No. 9184, Otherwise known as the Government Procurement Act 28

Contract Prices For the given scope of work in the contract as awarded, considered as fixed prices, and therefore not subject to escalation during contract implementation, except circumstances and upon prior approval of the GPPB58, International or Executive Agreement expressly allows it.

all bid prices shall be price adjustment and under extraordinary or when a Treaty or

Warranty For the procurement of goods, in order to assure that manufacturing defects shall be corrected by the supplier, a warranty security shall be required from the contract awarded for a minimum period of three (3) months, in the case of Expendable Supplies, or a minimum period of one (1) year, in the case of Non-expendable Supplies, after acceptance by the procuring entity of the delivered supplies. The obligation for the warranty shall be covered by either retention money in an amount equivalent to at least ten percent (10%) of every progress payment, or a special bank guarantee equivalent to at least ten percent (10%) of the total contract price. The said amounts shall only be released after the lapse of the warranty period or, in the case of Expendable Supplies, after consumption thereof. Provided, however, That the supplies delivered are free from patent and latent defects and all the conditions imposed under the contract have been fully met.3031 Civil Liability in Case of Conviction Without prejudice to administrative sanctions that may be imposed in proper cases, a conviction under the Act and this IRR or R.A. 3019 shall carry with it civil liability, which may either consist of restitution for the damage done or the forfeiture in favor of the government of any unwarranted benefit derived from the act or acts in question, or both, at the discretion of the courts. Liquidated Damages All contracts executed in accordance with the Act and this IRR shall contain a provision on liquidated damages which shall be payable by the contractor in case of breach thereof. For the procurement of goods, infrastructure projects and consulting services, the amount of the liquidated damages shall be at least equal to one-tenth of one percent (0.001)60 of the cost of the unperformed portion for every day of delay. Once the cumulative amount of liquidated damages reaches ten percent (10%) of the amount of the contract, the procuring entity shall rescind the contract, without prejudice to other courses of action and remedies open to it. 3132

Rule XIX â&#x20AC;&#x201C; Contract Prices and Warranties. Revised Implementing Rules and Regulations of Republic Act No. 9184, Otherwise known as the Government Procurement Act 31 Rule XXII â&#x20AC;&#x201C; Civil Liability. Revised Implementing Rules and Regulations of Republic Act No. 9184, Otherwise known as the Government Procurement Act 30

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Administrative Sanctions Imposition of Administrative Penalties The Head of the Procuring Entity, subject to the authority delegated to the BAC, if any, shall impose on bidders or prospective bidders, the administrative penalty of suspension for one (1) year for the first offense, and suspension of two (2) years for the second offense from participating in the public bidding process, as well as disqualification from further participating in the public bidding being undertaken by the procuring entity concerned, where applicable, for the following violations: a) Submission of eligibility requirements containing false information or falsified documents. b) Submission of Bids that contain false information or falsified documents, or the concealment of such information in the Bids in order to influence the outcome of eligibility screening, or any other stage of the public bidding. c) Allowing the use of oneâ&#x20AC;&#x2122;s name, or using the name of another for purposes of public bidding. d) Withdrawal of a bid, or refusal to accept an award, or enter into contract with the Government without justifiable cause, after he had been adjudged as having submitted the Lowest Calculated Responsive Bid or Highest Rated Responsive Bid. e) Refusal or failure to post the required performance security within the prescribed time. f) Termination of the contract due to the default of the bidder. g) Refusal to clarify or validate in writing its bid during post-qualification within a period of seven (7) calendar days from receipt of the request for clarification. h) Any documented attempt by a bidder to unduly influence the outcome of the bidding in his favor. i) All other acts that tend to defeat the purpose of the competitive bidding, such as habitually withdrawing from bidding, submitting late Bids or patently insufficient bid, for at least three (3) times within a year, except for valid reasons.3233

Rule XXIII â&#x20AC;&#x201C; Administrative Sanctions. Revised Implementing Rules and Regulations of Republic Act No. 9184, Otherwise known as the Government Procurement Act 32

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Standardized Bidding Procedures for the Procurement of Goods

Figure 28. Standardized Bidding Procedures for the Procurement of Goods

Pre-Procurement Conference ✓ For ABC above 2M ✓ Readiness of Agency ✓ Invite BAC, BAC Sec, Consultants

TWG,

• Bidders are not included • No need to advertise

Advertisement of the Invitation to Apply for Eligibility and to Bid ✓ Advertise within 14 calendar days • Do not forget to include the ✓ Interval of six (6) calendar days in Reservation Clause between publications • Do not forget to advertise the ABC & ✓ Advertise in newspapers of gen. Form of Bid Security nationwide circulation if ABC is • No need to advertise in newspapers above 2M for GOODS & above 5M for of gen. nationwide circulation if ABC Civil Works is 2M and below for GOODS & 5M and ✓ Four (4) Posting Requirements below for Civil Works ✓ Bidding Documents should be ready • Advertisement in a newspaper of general nationwide circulation may be dispensed with if the procurement was done through any of the Alternative Methods Pre-Bid Conference ✓ Conduct the Pre-Bid twelve (12) calendar days before bid opening ✓ BAC should answer queries, issues and concerns of prospective bidders ✓ Answers must be in writing- thru Supplemental/Bid Bulletin

• Do not disqualify bidders • Do not conduct pre-qualification or eligibility checking • Do not conduct Pre-Bid if the Agency is not yet ready to procure

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✓ Invite Observers ✓ Prepare Minutes Eligibility Checking ✓ Use of Pass/Fail Criteria ✓ Presence or absence of the requirements ✓ Use of Class “A” & “B” docs ✓ Conducted on the bid opening day ✓ Complying bidder should be declared eligible

• Conducted at least once for Contracts with an ABC of more than Php 1M • Substantial compliance concept should no longer be used • Do not open technical & financial bid proposals of ineligible bidders • Bids may be modified or withdrawn prior to bid opening

Bid Opening st ✓ Open the technical envelope 1 followed by the financial envelope ✓ Use Pass/Fail Criteria ✓ Conduct preliminary examination of bids ✓ Return the financial bid proposal of disqualified bidders unopened ✓ Prepare Minutes ✓ Prepare Abstract of Bids as read

Bid Evaluation ✓ Determine completeness of the Bid ✓ Correction of minor arithmetical errors ✓ Conduct bid ranking to determine Lowest Calculated Bid (LCB) ✓ BAC may ask clarificatory questions from bidders ✓ Conducted within fifteen (15) calendar days ✓ Prepare Abstract of Bid as evaluated Post-Qualification ✓ Conducted within seven (7) calendar days from determination of LCB ✓ Verify, ascertain and Validate representations made and documents submitted by the bidder ✓ Should the LCB fail to post-qualify, the next lowest calculated bid shall undergo post-qualification ✓ Determine the Lowest Calculated and Responsive Bidder (LCRB)

• Do not proceed if there is no quorum, representatives not counted for purposes of quorum • Do not proceed if the BAC Chair or Vice Chair is not present • Bidders should not communicate with BAC members after bid opening • No merit or point system • Do not proceed with the reading/opening of the bidder’s docs if there are “patently insufficient submissions” • After the determination of the LCB, BAC is not allowed to bargain with the bidder • Need not consume the entire fifteen (15) day duration for Bid Evaluation • Do not reject a single bid, or declare a failure in case only one (1) bidder submitted his bid

• BAC cannot recommend more than one (1) bidder for the award of the Contract, the Project should be awarded only to the LCRB • Award of Contract should not be prolonged • BAC should not hesitate to declare a Failure of Bidding if no bidder qualified during the postqualification stage. 103

Award of Conduct ✓ Award should be made within fifteen (15) calendar days from determination of LCRB ✓ Notice of Award (NOA) must be given to the LCRB ✓ The LCRB shall enter into contract within ten (10) calendar from receipt of the NOA ✓ Winning bidder shall post Performance Security to guarantee the faithful performance of his Contract ✓ In case of further approval of contract, the approving authority has twenty (20) calendar days within which to approve or disapprove the contract. ✓ The BAC shall issue a Notice to Proceed (NTP) within seven (7) calendar days from the date of the approval of the contract

• Award cannot be made beyond the bid validity period • Procurement process from opening of bids up to the award of contract shall not exceed three (3) months In case of further approval, forward the necessary documents immediately • Do not hesitate to file administrative and/or criminal charges against a bidder who refuses to post the performance security or enter into a contract with the Procuring Entity. • In case of further approval, forward the necessary documents immediately to the approving authority • Approving authority should not WAIT for the prescriptive period of thirty (30) days to lapse3334

R.A. No. 9184 Philippine Procurement Law

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C. Preparation of Annual Procurement Plan All procurement shall be within the approved budget of the procuring entity and should be meticulously and judiciously planned by the procuring entity. Consistent with government fiscal discipline measures, only those considered crucial to the efficient discharge of governmental functions shall be included in the Annual Procurement Plan (APP). For purposes of this IRR, a procurement project shall be considered crucial to the efficient discharge of governmental functions if it is required for the day-to-day operations or is in pursuit of the principal mandate of the procuring entity concerned. The APP shall include provisions for foreseeable Revised Implementing Rules and Regulations 33 emergencies based on historical records. In the case of infrastructure projects, the APP shall consider the appropriate timing/phasing of related project activities, such as, engineering design and acquisition of right of way, to reduce/lower project costs. No procurement shall be undertaken unless it is in accordance with the approved APP of the procuring entity. The APP shall bear the approval of the Head of the Procuring Entity or second-ranking official designated by the Head of the Procuring Entity to act on his behalf, and must be consistent with its duly approved yearly budget. Shall be formulated and revised only in accordance with the following guidelines: â&#x20AC;˘

At the start of every budget period, the procuring entity shall prepare its proposed budget for the succeeding calendar year, taking into consideration the budget framework for that year in order to reflect its priorities and objectives for the budget period.

â&#x20AC;˘

The end-user units of the procuring entity shall prepare their respective Project Procurement Management Plan (PPMP) for their different Programs, Activities, and Projects (PAPs). The PPMP shall include: a.) information on whether PAPs will be contracted out, implemented by administration in accordance with the guidelines issued by the GPPB, or consigned; b.) the type and objective of contract to be employed; c.) the extent/size of contract scopes/packages; d.) the procurement methods to be adopted, and indicating if the procurement tasks are to be outsourced as provided in Section 53.6 of this IRR;

105

e.) the time schedule for each procurement activity and for the contract implementation; and f.) the estimated budget for the general components of the contract. •

The PPMP shall then be submitted to the procuring entity’s Budget Office. The procuring entity’s Budget Office shall evaluate each end-user’s submitted PPMP and, if warranted, include it in the procuring entity’s budget proposal for approval by the Head of the Procuring Entity.

•

After the budget proposal has been approved by the Head of the Procuring Entity and/or other oversight bodies, the procuring entity’s budget office shall furnish a copy of the procuring entity’s budget proposal as well as the corresponding PPMPs to the BAC Secretariat for its review and consolidation into the proposed APP. Revised Implementing Rules and Regulations 34 The proposed APP shall be consistent with the procuring entity’s budget proposal.

•

As soon as the GAA, corporate budget, or appropriation ordinance, as the case may be, becomes final, the end-user units shall revise and adjust the PPMP to reflect the budgetary allocation for their respective PAPs. The revised PPMPs shall be submitted to the BAC, through its Secretariat, for the finalization of the modes of procurement under the proposed APP. The APP shall then be approved in accordance with Section 7.2 of this IRR.

Updating of the individual PPMPs and the consolidated APP for each procuring entity shall be undertaken every six (6) months or as often as may be required by the Head of the Procuring Entity. The updating of the PPMPs shall be the responsibility of the respective end-user units of the Procuring Entities, while the consolidation of these PPMPs into an APP shall be lodged with the BAC Secretariat, subject to approval of the Head of the Procuring Entity.3435 Procurement Short of Award ➢ To facilitate the immediate implementation of procurement even pending approval of the GAA, corporate budget or appropriates ordinance, as the case may be, the PE may undertake the procurement activities short of award. ➢ For a contract with a period not exceeding 1 yr., the ABC shall be based on the amount in the approved indicative APP as included in the proposed national budget (NEP) submitted by the President to Congress; on budget levels as proposed to the governing board for GOCCs. ➢ No award of contract shall be made until the GAA or corporate budget has been approved

Rule II – Procurement Planning. Revised Implementing Rules and Regulations of Republic Act No. 9184, Otherwise known as the Government Procurement Act 34

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Figure 29. Revisions on Annual Procurement Plan

Format Name of the Procurement Project Project Management Office or end-user unit Method of Procurement Schedule of identified procurement activities as reflected in the APP form approved by the GPPB ➢ Source of funds ➢ Indicative APP; and ➢ Other relevant descriptions of the project, if applicable 3536 ➢ ➢ ➢ ➢

PPMP Consolidation

Figure 30. Project Procurement Management Plan Consolidation

Volume 1 Guidelines on the Establishment of Procurement Systems and Organizations

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Sample Format

Figure 31. Annual Procurement Plan Format

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Three Major Budgetary Classification under the General Appropriations Act

D.1 Personnel Services Refer to an expenditure category/expense class for the payment of salaries, wages and other compensation (merit, salary increase, cost of living allowances, honoraria and commutable allowances, etc.) of permanent, temporary, contractual, and casual employees of the government. Types of Personnel Services ➢ ➢ ➢ ➢ ➢

Salary Step increments All kinds of allowances Incentives Life insurances, compensations, contributions

Types of Compensation ➢ ➢ ➢ ➢

Personnel Economic Relief Allowance (PERA) Uniform/Clothing Allowance (U/CA) Subsistence, Laundry and Quarters Allowance (SLQA) Allowances for personnel assigned abroad

Types of Benefits ➢ ➢ ➢ ➢

Retirement gratuity benefits Terminal leave benefits Productivity Incentive Benefits (PIB) Pension benefits

Types of Fixed Personnel Expenditures ➢ GSIS RLIP ➢ PAG-IBIG contributions ➢ PHILHEALTH contributions The appropriation of this act shall be used for the payment of personnel benefits authorized by law given to National Government employees, computed and base on the human resource information provided in the Government Manpower Information System.

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D.2 Maintenance and Other Operating Expenses (MOOE) Refer to an expenditure category/expense class for support to the operations of government agencies such as expenses for supplies and materials; transportation and travel; utilities (water, power, etc.) and the repairs, etc. Types of Maintenance Operating Expenses ➢ Travelling expenses ➢ Training and scholarship expenses ➢ Supplies and materials expenses ➢ Utility expenses ➢ Communication expenses ➢ Awards and Prizes ➢ Survey, research and development expenses ➢ Demolition and dredging expenses ➢ Power supply system expenses ➢ Confidential, intelligence expenses ➢ Professional services a. Legal Services b. Auditing Services c. Consultancy Services d. Other Professional Services ➢ Repairs and maintenance a. Buildings and Structures b. Furniture and Fixtures c. Heritage Assets d. Infrastructure Assets e. Investment Property f. Land Improvements g. Leased Assets h. Machinery and Equipment i. Reforestation Projects j. Transportation Equipment k. Other Property, Plant and Equipment ➢ Labor and wages Other Maintenance and Operating Expenses ➢ Advertising expenses ➢ Printing and publication expenses ➢ Representation expenses ➢ Transportation expenses ➢ Donations ➢ Rent/lease expenses ➢ Membership dues and contributions to organizations

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➢ Subscription expenses ➢ Litigation/acquired assets expenses Maintenance and other operating expenses is the expenditures to support the operations of government agencies. D.3 Capital Outlay The capital outlay of the national government are appropriations spent for the purchase of goods and services, the benefits of which extend beyond the fiscal year and which add to the assets of government, including investments in the capital stock of government-owned or controlled corporations and their subsidiaries. Types of Capital Outlay ➢ Investment in subsidiaries ➢ Land and land improvements ➢ Buildings and structures office equipment, furniture and fixtures ➢ Machineries and equipment ➢ Transportation equipment ➢ Public infrastructures ➢ Reforestation projects ➢ Loans outlays ➢ Livestock and crops outlay ➢ Work animal outlay Government funds shall be utilized in accordance with the appropriations authorized for the purpose. Reimbursement Is a payment made to someone/something for out-of-pocket expenses. It is the act of repaying a person or organization for expenses it incurred that rightly belonged to another party. Reimbursement is common between employees and employers. For example, if personnel pay for his/her own hotel room while on an official business, the organization will likely reimburse him given the required requirements to be attached. Requirements of Reimbursement ➢ Disbursement voucher ➢ Obligation request ➢ Certificate of emergency purchase ➢ Summary expenses ➢ Certification ➢ Purchase request ➢ Receipts

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Figure 32. Disbursement Voucher

112

Figure 33. Obligation Request

113

Figure 34. Sample Certificate of Emergency Purchase

Figure 35. Sample Summary of Expenses

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Figure 36. Sample Purchase Request

Figure 37. Flow Chart of Reimbursement

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Laws Governing Government Procurement

Purpose Prescribe the necessary rules and regulations for the modernization, standardization and regulation of the procurement activities of the government. Declaration of Policy Government’s commitment to good governance and its effort to adhere to the principle of transparency, accountability, equity efficiency and economy in its procurement process. Procurement Planning ➢ Procurement planning and budgeting linkage ➢ Procurement by electronic means ➢ Security, integrity and confidentially Bids and Awards Committee ➢ Section 11. The BAC and its Composition ➢ Section 12. Functions of the BAC ➢ Section 13. Observers ➢ Section 14. BAC Secretariat ➢ Section 15. Honoraria of BAC and TWG Members Invitation Bid ➢ Section 20 – Pre- procurement Conference ➢ Section 21 – Advertising and Contents of the Invitation to Bid ➢ Section 22 – Pre- bid Conference Alternative Methods of Procurement ➢ Alternative methods ➢ Limited source bidding ➢ Direct contracting ➢ Repeat orders ➢ Shopping ➢ Negotiated procurement Standardization of Procurement Process and Forms Systemize the procurement process, avoid confusion and ensure transparency Generic standard bidding documents and forms and standard evaluation documents shall be mandatory upon all procuring entities Promote the ideals of good governance in all its branches, departments, agencies, subdivisions and instrumentalities, including government owned or controlled corporations, and local government units.3637

Revised Implementing Rules and Regulations of Republic Act No. 9184

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PO/WO/CA/DV (GOODS & SERVICES)

Purchase Order A commercial document and first official offer issued by a buyer to a seller, indicating types, quantities, and agreed prices for products or services. Purchase Order ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢

Disbursement voucher Obligation request Inspection and acceptance Report Certification Notice to proceed Purchase order Certification Certificate of emergency purchase Notice of award Abstract PHILGEPS posting PHILGEPS awarding Canvass Memo BAC BAC TWG

Cash Advances Advances granted to officers and employees which may be classified into: •

Regular cash advances Those granted to cashiers, disbursing officers, paymasters and/or property/supply officers for salaries and wages, commutable allowances, honoraria and other similar payments and petty cash operating expenses.

•

Special cash advances Those granted on the explicit authority of the agency heads to duly designated disbursing officers or employees for other legally authorized purposes.

Cash Advances ➢ DV ➢ SDO orders from CGAO ➢ Cash bond from Bureau of Treasury3738 Disbursement Voucher A form used to have a check made to pay an individual or an organization for merchandise sold or services rendered

Republic Act No. 9184 Philippine Procurement Law

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Types of Disbursement Voucher ➢ ➢ ➢ ➢

Voucher issued as a payment Voucher issued as a partial payment Voucher issued as a reimbursement Voucher issued as an advance

Goods & Services Refers to all items, supplies, materials and general support services, except consulting services and infrastructure projects, which may be needed in the translation of public businesses or in the pursuit of any government undertaking project or activity. Supporting Documents for Various Personnel Transactions Attachment for Payroll ➢ Special order ➢ Disbursement voucher ➢ Obligation request ➢ Payslip (authenticated) Attachment for Overseas Allowance ➢ Special order (authenticated) ➢ Disbursement voucher ➢ Obligation request ➢ Copy of rates per annum (authenticated) ➢ Summary of expenses ➢ Copy of BSP Peso Dollar rate Attachment for Pay Differential ➢ Special order (authenticated) ➢ Certification Request ➢ Payslip (authenticated)

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PART II PCG PERSONNEL ADMINISTRATION

119

SECTION A. Personnel Administration

120

Pay, Allowances and Collateral Entitlements

Pay • A wage or salary earned for work • Compensation or recompense for work done or services rendered Salary • A fixed regular payment, typically paid on a monthly or biweekly basis but often expressed as an annual sum, made by an employer to an employee Allowances • A supplementary fund to provide to the PCG personnel who performed additional duties RA 9993 SECTION 14. Salaries and Other Benefits. •

Rule 14.1. The salaries and other benefits of PCG uniformed and non-uniformed personnel as provided by applicable laws shall constitute the following: ▪ Base pay ▪ Longevity pay ▪ Hazard pay ▪ Other benefits and allowances

•

Rule 14.2. Regular Pay and Allowances. The PCG uniformed personnel shall be entitled to salaries and other allowances corresponding to the salary grades and ranks in the Armed Forces of the Philippines (AFP). The PCG non-uniformed personnel shall be entitled to salaries and other allowances in accordance with the Civil Service laws, rules and regulations.

1st LP = Base Pay X .10

0.60 0.50 0.50

0.46

2nd LP = Base Pay X .21 3rd LP = Base Pay X .331 4th LP = Base Pay X .4641

0.40 0.33

5th LP = Base Pay X .50

0.30

0.21 0.20

1 LP = 5 years of service 0.10

0.10

1st LP

2nd LP

3rd LP

4th LP

5th LP

Figure 38. Longevity Pay of PCG Personnel

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Allowances Subsistence Allowance Quarters Allowance Clothing Allowance Hazard Pay Laundry Allowance Personnel Emergency Relief Allowance (PERA)

P150.00 daily P600.00 P200.00 P540.00 P60.00 P2,000.00

Collateral Entitlements Rule 14.3. Collateral Entitlements. The PCG uniformed personnel shall receive collateral entitlements as those granted to military personnel in the AFP. Collateral Entitlements are emoluments or monetary benefits given apart from the regular pay and allowances. a. Sea Duty Pay For PCG personnel who are assigned aboardship (25% of Base Pay) b. Hazardous Duty Pay For PCG personnel who are actually performing hazardous duties/activities. (50% of Base Pay) c. Flying Pay For PCG personnel who hold an aeronautical rating and are placed on flying duty status (50% of Base Pay) d. Instructor Duty Pay Incentive granted to CG personnel on instructor duty status or who have actually rendered instructor duties in any accredited PCG schools and training unit. e. Combat Duty Pay/ High Risk Duty Pay For PCG personnel who are engaged or have participated in any combat duties/activities f. Magna Carta Benefits For PCG health personnel, PCG medical administrative personnel, PCG uniformed health officers and civilian health workers exposed to High Risk and Low Risk Hazard P/ENS / SG 19 BELOW - 25% of current rate of Monthly Base Pay O-1 (ENS) / SG 20 â&#x20AC;&#x201C; Fixed amount of PHP 4,989.75 g. Lawyerâ&#x20AC;&#x2122;s Incentive Pay For PCG Lawyers who render professional legal service and/or appear as counsel before civilian courts, military courts or administrative boards. (P5,000.00)

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h. Special Clothing & Maintenance Allowance For PCG personnel detailed or assigned as aides, escorts, band members, military police, and those on flying status. i. Cold Weather and Clothing Allowance j. For PCG personnel who are assigned, or on detached service, or undergoing training at any of the station/units/sites in the Philippines that are considered cold places.38 ▪ ▪ 39

Implementing Rules and Regulations of Republic Act No. 9993, Otherwise known as the “Philippine Coast Guard Law of 2009” 38

123

Benefits

Benefits - are various non-wage compensations provided to PCG Personnel in addition to their normal wages or salaries. Rule 14.4. Benefits and Privileges ▪ ▪

Active PCG personnel shall be entitled to commutation of leave, educational benefits, disability benefits, and other benefits and privileges as provided by law. Retired PCG personnel shall be entitled to disability benefits, commutation of leave, refund of contributions, educational benefits and old-age pension as provided by law.

Rule 14.4. Benefits and Privileges. ▪ ▪

Separated PCG uniformed personnel shall be entitled to separation and reversion gratuities as provided by law. Survivors, heirs of posthumously retired personnel shall be entitled to posthumous benefits, commutation of leave, educational benefits, cash assistance, old-age pension for surviving spouse, special financing assistance, burial allowance and others as may be provided by law, rules and regulations.

Benefits PCG Personnel are entitled to: a) b) c) d)

Dispensary or Outpatient services; Hospitalization (professional services, medicine and medical supplies); Ambulance Service; Dental benefits are also given to PCG personnel and their dependents. Active PCG personnel and their beneficiaries are entitled to free dental treatment or services which may range from tooth extraction to dentures.

RETIREMENT BENEFITS PROVISION Rule 17.1 Retirement ▪

The compulsory retirement age of PCG uniformed Officers and Non-officers shall be fifty six (56) years of age. Upon attaining twenty years (20) years of active service, however, PCG Officers and Non-Officers may optionally retire, provided, however, that such officers or non-officers who shall have attained fifty six (56) years of age with at least twenty (20) years of active service shall be allowed to complete thirty (30) years of service but not beyond his sixtieth (60th) birthday, provided further, that such CG personnel compulsorily retiring by age shall have at least twenty (20) years of active service.

Rule 17.2. ▪

The retirement of non-uniformed personnel shall be governed by Civil Service laws, rules and regulations.

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Rule 18. Retirement Benefits ▪

Monthly retirement pay of Officers and Non-officers shall be fifty percent (50%) of base pay and longevity pay of the next higher grade last held in case of twenty (20) years of service rendered beyond twenty (20) years to a maximum of ninety percent (90%) for thirty-six (36) years of active service and over. The retirement benefits of non-uniformed personnel shall be governed by Civil Service Law/Government Security and Insurance System Law.39

Implementing Rules and Regulations of Republic Act No. 9993, Otherwise known as the “Philippine Coast Guard Law of 2009” 39

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Privileges

Privileges - are peculiar benefits, advantage or favor enjoyed by PCG personnel. Types of Leave a) Ordinary Leave ▪ Authorized absence of an Officer or an Enlisted Personnel from Coast Guard duty ▪ Granted on the basis of 15 days per year of satisfactory service subject to the exigencies of the service ▪ Trainees/draftees must have served the mandatory period of training for six months. b) Sick Leave ▪ Leave granted to a PCG individual to promote convalescence from disease or injury by affording him to rest on a better climate or a change of environment. ▪ It may also be granted on account of sickness of any member of his family. This is granted on the basis of 15 days per year of continuous service for certain cases, where the chief factors is recovery, a leave may properly be given when progress and convalescence has reached a point where further hospital treatment is deemed unnecessary, but the person is still under full coastguard duty. c) Maternity Leave ▪ Granted to any female PCG personnel on account of pregnancy and childbirth. ▪ Is not chargeable against committed vacation or sick leave. d) Paternity Leave ▪ refers to the privilege given to a married male of PCG personnel allowing him not to work for a period not to exceed two weeks while continuing to earn compensation. ▪ granted to a married male PCG person to support the needs of his pregnant wife due for delivery for a period not to exceed two weeks. e) Convalescent Leave ▪ Authorized absence of PCG Personnel recovering from sickness or disability, considered as part of hospital treatment and not chargeable against leave of PCG personnel as provided by law. f) Compassionate Leave ▪ Granted to PCG Personnel who are patients in any hospitals in order to allow them to spend the rest of their days with their families at home after they have been declared beyond recoveryby hospital authorities concerned. g) Academic Leave ▪ Granted to PCG Personnel on formal schooling in an institution of learning. ▪ Shall not be charged against vacation and/or sick leave they have earned

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h) Study Leave ▪ A time-off from work not exceeding six (6) months with pay for PCG Officers and Non-officers to help them prepare for their bar or board examinations or complete their master’s degree. i) Informal Leave ▪ Commanding Officers may grant oral permission for absence on Sundays, holidays and during any period not exceeding 24 hours. ▪ COs may grant written permission for leave longer than 24 hours but not to exceed 72 hours. j) Terminal Leave ▪ Applied only by an officer or non-officer who intends to sever his/her connection with the PCG service. This requires a condition precedent like resignation, retirement or separation from service. k) Mandatory Leave ▪ Means that it is a compulsory leave; ▪ All officers and non-officers shall be required to avail five (5) days vacation/ordinary leave annually, chargeable against their leave credits. l) Passes ▪ Passes may be granted by the Commanding Officer/Officer-In-Charge of subordinate units. The authority may be delegated by the CO to any Officer of his command. m) Rest and Recreation ▪ Is a non-material benefit, privilege in nature, granted to PCG Uniformed personnel in order to provide opportunities to go home and bond with their immediate families once every three months for Officers and once every six months for Non-Officers for a maximum period of fifteen days plus authorized travel time. n) Leave to be spent abroad ▪ A PCG personnel may enjoy leave to be spent abroad upon approval by the Secretary of DOTr provided that he/she will certify that he/she will not apply for separation/ diversion while abroad. Authorization of Leave • •

Leaves shall be covered by special order, a copy of which is furnished the personnel concerned who shall keep it while on leave The special order shall contain the following information: ▪ Type of Leave ▪ Grade, full name, serial number and branch of service ▪ Unit or organization ▪ Number of days authorized including travel time allowance ▪ Address while on leave

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Approving Authority of Leave APPLICANTS Commandant, PCG

APPROVING AUTHORITY DOTr

District/Major/Support/unit Commanders/Central/Technical/Special Staff O-6 (Captain) a. Not holding Unit Commander position

CPCG

b. Holding Unit Commander position O-4 (LCDR) and below: a. Up to 15 days b. 16 days and beyond Non-Officers: Up to 30 days 31 days and beyond

District/Major Unit Commander Commandant, PCG Unit Commanders/ Commanding Officers Commandant, PCG District/Major Unit Commander Commandant, PCG

Approving Authority of Leave TYPE OF LEAVE Maternity

APPROVING AUTHORITY CPCG upon the recommendation C,CGMED CG District Med Officer

Paternity

District Commander/Major/Unit Commander Commanding Officer

Informal

Study Graduation Academic

Compassionate Convalescent

Terminal

NO OF DAYS 105 days (w/ option to extend 30 days w/o pay) 14 days 24 hours (oral permission) 72 hours (written permission) 6 months maximum

CPCG, upon recommendation of District/Unit Commander Commander, CGETC 15 days DCA upon recommendation of DCS 7 days (2 months for Education and Training below) 15 days (2 months up) 30 days (1 year up) CPCG, upon recommendation of 2 months C,CGMED District/Major/Unit Commander 15 days and depends upon recommendation of upon recommendation C,CGMED, CG District Medical of C,CGMED officer CPCG 10 months maximum

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CHECKLIST/ATTACHMENTS: MATERNITY LEAVE ▪ Endorsed PAF ▪ Marriage Contract ▪ Medical Certificate

PATERNITY LEAVE ▪ Endorsed PAF ▪ Marriage Contract ▪ Medical Certificate of Wife/ Certificate of Live birth

LEAVE TO BE SPENT ABROAD ▪ Endorsed PAF ▪ Leave Furlough Record ▪ Certificate of No Pending Case (CGIG-IAS) ▪ Certificate of No Money Accountability (Accounting) ▪ Certificate of No Pending Task (CGAO, Admin Officer) ▪ Certificate of No Intention to Retire

PROCEDURES

Contents of Application: Leave – any application for leave must state the duration, reason, address while on leave, date of initial service with the AFP or with the PCG which inclusive dates of latest leave enjoyed. Application for pass will contain the following information: • • • • • • •

State name of issuing headquarters Signature of authorized headquarters Name, grade, serial number, organization and signature of applicant Specific address while on pass Inclusive dates and hours of the pass Whether or not authorized to carry firearms Authorized uniform

Extension of Leave: ▪ ▪ ▪ ▪

Leave may be extended by granting authority upon application; Extension may be made by telegram or letter; In no case shall informal leave be used for extension of leave; Extension of leave abroad shall be applied for prior departure to the Philippines.

Sickness or Injury ▪ ▪

An application for leave of absence without pay on account of sickness or injury shall be treated in the same manner as that of the paragraph 2-33 d of this circular. Leave of absence without pay due to sickness or injury incurred not in line of 129

duty shall not affect entitlement to allowance as authorized under section 13, R.A. No. 138 as amended. Channels of Application – All applications for leave shall be coursed through channels. AWOL After leave: ▪

Unexcused extension of leave shall cause the forfeiture of all pay and allowances for the period of the over stay.

▪

In computing the duration of overstay, the date due to the return from leave shall be counted as the first day of AWOL. The date before the days of return shall be counted as the date as the last day of AWOL.

Individual Leave Record – all leaves shall be recorded.40 Submission of Documents to CG-1 (Morale and Welfare Branch)

CG-1 will review documents and make a DF for approval (CS>DCA>DCO>CPCG)

If approved, CG-1 will make a request to CGAO for issuance of order. CGAO will then publish the order. Figure 39. Procedures on Leave Filling

40 DCS-HRM Circular No. 04-12 dated 10 April 2012, Leave

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Philippine Coast Guard Officers Career Pattern

Figure 40. Career Pattern for Coast Guard Officers

The career pattern presented is only a guide for Officers to base their career decisions as they go along their chosen fields. The career pattern was designed in such a way that an Officer will have to be careful in planning his career taking into account his personal interests, education and training background, abilities, as well as the needs of the service. Education and Training

Assignment

Promotion

Figure 41. Promotion Cycle for Officers

This means that Officers should first satisfy the education and training requirements before they will aspire for a higher assignment and therefore be eligible for promotion to a higher rank.

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Education and Training Another important concept in planning one’s career is “matching” the particular officer’s educational and training background, desires, talents and abilities with that of the organization’s needs. This goes both way as the organization cannot also except to reasonably maximize the effectiveness of its Officers if it will not take into account the Officer’s educational and training background. The command will ensure that the Officer’s Field of Specialization (FOS) will always be considered in meeting those functional needs. Career Courses 1. An Officer who is taking up or attending a career course required for his promotion to the next higher rank grade at the time he is due for consideration for promotion to the next higher grade and in fact is considered having not satisfied the required career course for promotion to that grade. 2. An Officer who failed to qualify for promotion due to lack of career course, and again fail to qualify for promotion to the same grade for lack of the same career course on account of his own fault or negligence, shall be sufficient ground for recommendation for deferment. 3. An Officer who fails to qualify for promotion due to lack of a career course, and such lack of a career course was due to his inability to successfully complete such course or his failure to satisfactorily comply to the requirements and standards of such course, or otherwise returned to his unit while taking the course for breach of discipline or serious violation of school regulations, shall be sufficient ground for recommendation for deferment.4141 All Officers should choose their specialties early on their career with the Coast Guard. The following are the PCG Functional Commands and Specialties: Functional Commands • • •

Maritime Safety Services Command Marine Environmental Protection Command Maritime Security Command

Admin Support Commands • • •

CG Logistics System Service CG Education Training and Doctrine Command CG Surface Support Force

Operational Support Commands • 41

CG Special Operations Force

Department Circular, Promotion System for Commissioned Officers of the Philippine Coast Guard dated 19 May 1998

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• • •

CG Aviation Force CG Weapons, Comms, Electronics and Info System Command CG Civil Relations Service

Operating Commands •

13 Coast Guard Districts

Special Service Commands • • • •

CG Human Resource Management Service CG Finance Center CG Internal Audit CG Internal Affairs Services

Technical Service Commands • • • •

CG Legal Service CG Medical Service CG Dental Service CG Chaplain Service

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EP Career Development Pattern and Promotion System

Reference: Cir 03-05 CG-1/CGA dated 04 April 2005 Career Course Is a formal course of instructions of not less than twelve (12) weeks in duration designed to develop the desirable character traits, values and attitudes of PCG EP. The curriculum of a career course contains programs of instructions appropriate to every level of responsibility in the EP hierarchy. The following are considered EP career courses: a. Coast Guardsman Course (CGMC) – pre-entry training requirement for new recruits’ prior enlistment into the Regular Force of the PCG b. Occupational/Technical Specialization Course – training designed to train and to provide EP specialized program of instructions for their assigned rating in the service. c. Functional Specialization Course – peculiar training designed to provide and to develop knowledge, skill and competence of EP in any of the inherent functions of the PCG – Maritime Safety Administration, Marine Environmental Protection and Maritime Security. The following are considered functional specialization courses; 1) Maritime Safety Administration (MARSAD) Course 2) Marine Environmental Protection (MAREP) Course 3) Maritime Security (MARSEC) Course d. Basic Leadership and Management Course (BLMC) – training designed to provide and to equip EP the fundamentals of leadership and management preparatory to assumption of supervisory level of responsibilities. e. Advance Leadership and Management Course (ALMC) – training designed to provide and to equip EP higher category of knowledge as tools in the application of leadership and management preparatory to assumption of managerial level of responsibilities. f. Senior Chief Petty Officer Course (SCPOC) – training designed to provide and to equip senior enlisted personnel of the PCG performing managerial level of responsibility more advanced and comprehensive program of instructions necessary to further enhance performance of their present and projected assignment of major responsibility.

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Concept of Career Development 1. Enlisted Personnel form the bulk of the uniformed workforce of the PCG. They are basically the followers who are put to task by the leaders â&#x20AC;&#x201C; the Officers, to produce outputs in the accomplishment of the PCG mission and functions. They carry the burden of implementing the orders of their immediate superiors in the hierarchy of the Command. In accordance with this organization relationship, the career of EP must be managed in such a manner to enable them to advance in their own hierarchy should they choose to devote in part or in full their career in the PCG service. For this purpose, EP should be guided to plan a career path taking into account their personal interest, education and training background, abilities and the needs of the service. The following concept in the development of an Officerâ&#x20AC;&#x2122;s career should find relevance for EP. 2. Just like Officers, EP should first satisfy the career course requirements before they can aspire for a higher assignment and therefore become eligible for promotion to a higher rank. Likewise, this concept put premium to education and training, which augurs well for the professional advancement of EP and, in turn, promotes the delivery of more credible service by the PCG.

Figure 42. Concept of Career Development for Enlisted Personnel

PCG Enlisted Personnel Career Pattern 1. In accordance with the concept of career development outlined in the preceding section, the promotion of EP within each level of responsibility shall be based mainly on time-in-grade in a certain rank, duty assignment (shipboard/shore) and career course. The exception is the promotion in the transition from one responsibility level to the next i.e. highest Support Level (E-3) to lowest Supervisory Level (E-4) and highest Supervisory Level (E-6) to lowest Managerial Level (E-7). In this case, an EP qualified for promotion needs to undertake and pass a promotional examination (PROMEX). This is deemed necessary to ensure that only the best qualified get promoted and assigned with higher levels of responsibility. 2. The PCG EP Career Pattern takes the form of a modified pyramid. The numbered blocks at the center of the pyramid represent the grades of EP as they progress through their service in the PCG. To the right of these numbered blocks are the various

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courses that EP needs to undertake before they can be assigned to any of the positions listed on the left side of the pyramid under the two (2) service paths categorized as General Line and Technical.

Figure 43. Pyramid of Career Pattern for Enlisted Personnel

3. EP in grades E-1 to E-3 is assigned Support Levels of responsibility in the organization. From grade E-1, personnel in this level get promoted until grade E-3 by merely satisfying the time-in-grade in each rank plus the mandatory career and functional courses. Upon completion of the courses, they get assigned either ashore or aboard ship as unit strikers. Personnel in this level shall render 4 years sea duty and a minimum 2 years. At the third year of their service, EP in grade E-2 (with or without sea duty especially those hired for their technical expertise â&#x20AC;&#x201C; e.g., dental and medical technicians, musicians, etc.) may already opt to follow the technical service

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path and need not be required for shipboard assignment. However, at grade E-3 and in order to get to the next level of responsibility, which is Supervisory, EP on promotional status need to undertake and pass a promotional examination. 4. Personnel in grades E-4 to E-6 are assigned Supervisory Levels responsibility. Upon entry to this level, EP must further decide to follow either the GeneralLine or Technical service path. General Line personnel go all the way to the top of the EP hierarchy by satisfying the requirements for promotion as they progress, most especially the required years of shipboard duty in each level of responsibility. General Line personnel in this level shall render an additional maximum 4 years sea duty to qualify them for promotion higher than E-7. At this level, Technical personnel shall be allowed to cross service paths should they volunteer for sea duty to comply the requirements of General Line service path. Nevertheless, everybody in this level needs to undertake and pass a promotional examination in addition to the other requirements for promotion to E-7. 5. EP in grades E-7 to E-9 is assigned Managerial Levels of responsibility. Personnel in this level shall render at least one (1) year HPCG Central/Special Staff duty and Instructorâ&#x20AC;&#x2122;s duty at any PCG recognized training unit, respectively, before they can be reassigned to so-called Table of Organization (TO) positions and obtain the corresponding grades (E-8 to E-9) and shall pass through the deliberation and recommendation of an EP Promotion Board. 6. In all levels of responsibility, assignment and reassignment of EP from one unit to another or from position/designation to another shall be commensurate or within the level of the present rank they hold. Should the same be a promotion in billet, the assignment shall only be assumed in acting capacity until such time that he/she shall have been promoted to the next higher grade for which such assignment calls for. Relief thereof may only be effected unless the same is done under compelling circumstances and to the best interest of the unit concerned. 8. Selection of Major Unit Master Chief Petty Officers (MCPO) may be vested upon the unit commanders. The same shall be only be final and executory unless he/she shall have satisfied the provisions prescribed in paragraph 5 above and concurred by an appropriate Board created for the purpose. His/her promotion to the next higher grade may only be considered unless recommended by the EP Promotion Board and upheld by the highest promoting authority of the PCG. Promotion Authority 1. The Commandant, PCG is designated as a promotion authority and as such, he is mandated to promote EP up to pay grade E-10 (PCG Command MCPO). 2. Major Unit Commanders/COs are granted authority to promote up to the permanent grade of E-2, provided, the recommendee(s) has/have TIG of at least one year in grade E-1 and shall issue special orders as specifically indicated, "subject to confirmation of the Commandant, PCG".

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3. Major Unit Commanders shall recommend promotion under these categories to the Commandants meritorious, temporary and posthumous shall only be within the authority of the Commandant, PCG for approval. Requirements for Promotion In addition to the current PCG regulations and policies on promotion of enlisted personnel, the following PCG education and training requirements for promotion to the next higher grade in the active service are hereby prescribed:

RANK ASN-SN2 (E-1 to E-2)

TIME-INGRADE One (1) Year

SN2-SN1 (ETwo (2) Years 2 to E-3)

SN1 – PO3 (E-3 to E-4)

PO3-PO2 (E-4 to E-5)

PO2 –PO1 (E-5 to E-6

CAREER COURSE -

Specialization Course (Deck, Three (3) Operations & Years Engineering Course or its Equivalence) Three (3) Functional Years Specialization Courses (MAREP, MARSAD, MARSEC or its equivalence) Four (4) Years Basic Leadership and Management Course (BLMC)

PO1-CPO (E-6 to E-7)

Five (5) Years

CPO-SCPO (E7 to E-8)

Positional (TO Rank)

Advance Leadership and Management Course (ALMC) Senior Chief Petty Officers Course(SCPOC)

OTHER REQUIREMENTS • No pending case • Endorsed by Unit Commanders • Assignment • Favorable EPEM • Must pass the EP Board of Promotion Deliberation Board • Assignment • Endorsed by Unit Commanders • Must pass the PROMEX

• • • •

Assignment Favorable EPEM Endorsed by Unit Commander Must pass the EP Board of Promotion

• Assignment • Favorable EPEM • Endorsed by Unit Commander • Must pass the EP Board of Promotion • Assignment • Favorable EPEM • Endorsed by Unit Commander • Must pass the PROMEX • Endorsed by Unit Commanders • Must pass the EP Board of Promotion Deliberation

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SCPO-MCPO (E-8 to E-9)

Positional (TO SCPOC Rank)

FMCPO (E-10)

• Endorsed by Unit Commanders • Must pass the EP Board of Promotion • Selected from among the MCPO

Special Promotions

Meritorious Promotion

Special Promotion

Promotion of Outstanding Students

Promotion of PCG Major Units EP of the Year Automatic Promotion One-Year prior to Compulsory Retirement

Quota (per year) SN1 (E-3)- 10 PO3 (E-4) – 8 PO2 (E-5) – 5 PO1 (E-6) – 4 CPO (E-7) -2

Criteria • GWA of 95% with no grade lower than 85% • At least 25 students • At least 3 months duration • Passed the PRC licensure examination on his first attempt • At least 4 years duration of the course • Graduate of Masters or Doctors Degree EP was adjudged as Major Unit of the Year

Time-in-Service (TIS) No TIS 3 years 4.5 years 7.5 years 9 years

Time-in-Grade

Career Course

At least one-half of Functional the required Time- Course/Specialization in-Grade Course/SCPOC/ALMC /BLMC

EP grades E-2 to E-6 who is not disqualified for promotion4242

CG-1/CGA Circular Number 03-05, Career Development Pattern of Enlisted Personnel in the Philippine Coast Guard dated 04 April 2005 42

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DISCIPLINE AND ETHICAL STANDARDS Norms and Conducts of Public Officials and Employees •

Commitment to Public Interest Public officials shall hold public interest over and above personal interest. All government resources must be used efficiently, effectively, honestly, economically and avoid wastage of public fund and revenues.

•

Professionalism Public officials and employees shall perform and discharge their duties with the highest degree of excellence, professionalism, intelligence and skill.

•

Justness and Sincerity Public officials must remain true to the people at all times. They must act with justness and sincerity and shall not discriminate against anyone, especially the poor and underprivileged.

•

Political Neutrality Must serve the public without discrimination and regardless of party affiliation or preference. No member of the Coast Guard in uniform service shall engage directly or indirectly in any partisan political activity, except to vote.

•

Responsiveness to the Public Must extend prompt and courteous service to the public.

•

Nationalism and Patriotism Must be loyal to the Republic and the Filipino people. Endeavor to maintain and defend Philippine sovereignty against foreign intrusion.

•

Commitment to Democracy Public officials and employees shall commit themselves to the democratic way of life and values, maintain the principle of public accountability, and manifest by deeds the supremacy of civilian authority over the military. They shall at all times uphold the Constitution and put loyalty to country above loyalty to persons or anyone.

•

Simple Living Public officials and employees and their families shall lead modest lives appropriate to their positions and income. They shall not indulge in extravagant or ostentatious display of wealth in any form.

Roles and Duties ➢ act promptly on letter request ➢ submit annual performance report ➢ process documents and paper expeditiously ➢ act immediately on the public personal transactions ➢ make documents accessible to the public Prohibited Acts and Transactions (Section 7) 140

Financial and material interest - Public officials and employees shall not, directly or indirectly, have any financial or material interest in any transaction requiring the approval of their office. Outside Employment and Other Activities related thereto – Public Official or employees shall not: ➢ Own, control, manage or accept employment as officer, employee consultant, counsel, broker, agent, trustee or nominee in any private enterprise regulated, supervised or license by their office unless expressly allowed by law; ➢ Engage in the private practice of their profession unless authorized by the Constitution or law, provided that such practice will not conflict or tend to conflict with their official functions; or ➢ Recommend any person to any position in a private enterprise which has a regular or pending official transaction with their office. Disclosure and/or misuse of confidential information – Public official and employees shall not use or divulge, confidential or classified information officially known to them by reason of their office and not made available to the public, either: ➢ To further their private interests, or give undue advantage to anyone; or ➢ To prejudice the public interest. Solicitation or acceptance of gifts - Public official or employees shall not accept, directly or indirectly, any gift, gratuity, favor, entertainment, loan or anything of monetary value from any person in the course of their official duties or in connection with any operation being regulated by or any transaction which may be affected by the function of their office. Statement and Disclosure (Section 8) Public officials and employees have an obligation to accomplish and submit declarations under oath of, and the public has the right to know, their assets, liabilities, net worth and financial and business interest including those of their spouses and of unmarried children under 18 years of age living in their household.4343 Three Basic Causes of Graft • • •

Attraction – refers to the feeling that money is available and can be taken regardless of morality involved. Opportunity – refers to the feeling that wrongful taking of money and resources is not wrong if one is not caught. Rationalization – refers to the feeling that one wrongfully taking money and resources cannot really be bad because everybody else seems doing it.

R.A. No. 3019: The Anti-Graft and Corrupt Practices Act Enacted to deter public official and employees from committing acts of dishonesty and improve the tone of morality in public service. Aimed in curtailing and minimizing the opportunities for official corruption. 43

Republic Act No. 6713, Code of Conduct and Ethical Standards for Public Officials and Employees

141

Acts punishable under R.A. No. 3019 Persuading, inducing or influencing another to perform an act constituting a violation of rules and regulations duly promulgated by competent authorities or an offense in connection with the official duties of the latter, or allowing himself to be persuaded, induced or influence to commit such violation of offense. (Section 3(a)) Directly or indirectly requesting or receiving any gift, present, share, percentage, or benefit, for himself or for any other person, in connection with any contract or transaction between the government and any other party, wherein the public officer in his/her official capacity has to intervene under the law. (Section 3(b)) Directly or indirectly requesting or receiving any gift, present or other pecuniary or material benefit, for himself or for another, from any person for whom the public officer, in any manner or capacity, has secured or obtained, or will secure or obtain, any Government permit or license, in consideration for the help given or to be given, without prejudice to Section thirteen of this Act. (Section 3(c)) Accepting or having any member of his family accept employment in a private enterprise which has pending official business with him during the pendency thereof or within one year after its termination. (Section 3(d)) Causing any undue injury to any party, including the Government, or giving any private party any unwarranted benefits, advantage or preference in the discharge of his official administrative or judicial functions through manifest partiality, evident bad faith or gross inexcusable negligence. This provision shall apply to officers and employees of offices or government corporations charged with the grant of licenses or permits or other concessions. (Section 3(e)) Neglecting or refusing, after due demand or request, without sufficient justification, to act within a reasonable time on any matter pending before him for the purpose of obtaining, directly or indirectly, from any person interested in the matter some pecuniary or material benefit or advantage, or for the purpose of favoring his own interest or giving undue advantage in favor of or discriminating against any other interested party. (Section 3(f)) Entering, on behalf of the Government, into any contract or transaction manifestly and grossly disadvantageous to the same, whether or not the public officer profited or will profit thereby. (Section 3(g)) Director or indirectly having financing or pecuniary interest in any business, contract or transaction in connection with which he intervenes or takes part in his official capacity, or in which he is prohibited by the Constitution or by any law from having any interest. (Section 3(h)) Directly or indirectly becoming interested, for personal gain, or having a material interest in any transaction or act requiring the approval of a board, panel or group of which he is a member, and which exercises discretion in such approval, even if he votes against the same or does not participate in the action of the board, committee, panel or group. (Section 3(i)) 142

Knowingly approving or granting any license, permit, privilege or benefit in favor of any person not qualified for or not legally entitled to such license, permit, privilege or advantage, or of a mere representative or dummy of one who is not so qualified or entitled. (Section 3(j)) Divulging valuable information of a confidential character, acquired by his office or by him on account of his official position to unauthorized persons, or releasing such information in advance of its authorized release date. (Section 3(k))4445 Ill-Gotten Wealth Ill-Gotten wealth means any asset, property, business enterprise or material possession of any person within the purview of Section Two (2) hereof, acquired by him directly or indirectly through dummies, nominees, agents, subordinates and/or business associates by any combination or series of the following means or similar schemes: 1. Through misappropriation, conversion, misuse, or malversation of public funds or raids on the public treasury; 2. By receiving, directly or indirectly, any commission, gift, share, percentage, kickbacks or any other form of pecuniary benefit from any person and/or entity in connection with any government contract or project or by reason of the office or position of the public officer concerned; 3. By the illegal or fraudulent conveyance or disposition of assets belonging to the National Government or any of its subdivisions, agencies or instrumentalities or government-owned or controlled corporations and their subsidiaries; 4. By obtaining, receiving or accepting directly or indirectly any shares of stock, equity or any other form of interest or participation including promise of future employment in any business enterprise or undertaking; 5. By establishing agricultural, industrial or commercial monopolies or other combinations and/or implementation of decrees and orders intended to benefit particular persons or special interests; or 6. By taking undue advantage of official position, authority, relationship, connection or influence to unjustly enrich himself or themselves at the expense and to the damage and prejudice of the Filipino people and the Republic of the Philippines.4546 Definition of the Crime of Plunder and Penalties Any public officer who, by himself or in connivance with members of his family, relatives by affinity or consanguinity, business associates, subordinates or other persons, amasses, accumulates or acquires ill-gotten wealth through a combination 44 45

Republic Act No. 3019, Anti-Graft and Corrupt Practices Act Section 1 (d) of Republic Act No. 7080, An Act Defining and Penalizing the Crime Plunder

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or series of overt or criminal acts as described in Section 1(d) hereof in the aggregate amount or total value of at least P50,000,000.00 shall be guilty of the crime plunder and shall be punished by Reclusion Perpetua to death.4647 Punishable under the Revised Penal Code ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢

Article 210 -- Direct Bribery Article 211 – Indirect Bribery Article 211-A – Qualified Bribery Article 215 – Prohibited Transactions Article 216 – Possession of Prohibited by a Public Officer Article 217- Malversation of Public Funds or Property Article 220 – Illegal use of Public Funds of Property Article 226 – Removal, Concealment or destruction of documents Article 229 – Revelation of Secrets by an Officer Article 230 – Public Officer Revealing Secrets of Private Individual Article 231 – Officer Breaking Seal Article 232 -- Opening Closed Documents

GENDER AWARENESS MAINSTREAMING Gender awareness raising aims at increasing general sensitivity, understanding and knowledge about gender (in) equality. Awareness raising is a process which helps to facilitate the exchange of ideas, improve mutual understanding and develop competencies and skills necessary for societal change. Gender awareness raising means providing reliable and accessible information to build a better understanding of gender equality as a core value of democratic societies.4748 Gender Mainstreaming is a globally accepted strategy for promoting gender equality. Mainstreaming is not an end in itself but a strategy, an approach, a means to achieve the goal of gender equality. This involves ensuring that gender perspectives and attention to the goal of gender equality are central to all activities - policy development, research, advocacy/ dialogue, legislation, resource allocation, and planning, implementation and monitoring of programs and projects. The Five Principles of Gender Mainstreaming a. Gender-sensitive language ➢ Texts referring to or addressing both women and men must make women and men equally visible. This applies to, amongst others, forms, documents, telephone directories, texts on the intranet and the internet, advertising for events, folders, posters and films. ➢ Attention must also be paid to a gender-sensitive choice of images when preparing public relations material. Section 2 of Republic Act No. 7080, An Act Defining and Penalizing the Crime Plunder Gender Mainstreaming: Gender Awareness Raising, 13 December 2018 https://eige.europa.eu/publication/gendermainstreaming-gender-awareness-raising 46 47

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b. Gender-specific data collection and analysis ➢ Data must be collected, analyzed and presented by gender. Social dimensions, such as age, ethnicity, income and level of education should also be reflected where possible. ➢ Gender-specific analysis of the initial situation must provide the basis for all decisions. c. Equal access to and utilization of services ➢ Services and products must be assessed as to their different effects on women and men. ➢ It is important to identify: ➢ Who uses the services (women or men or both)? ➢ Who are the clients (women or men or both)? ➢ Who are the target groups? ➢ Do women and men have different needs? ➢ Are the different circumstances of women and men taken into account when planning and designing services? ➢ Have all target groups access to the same sources of information? ➢ Who benefits most? ➢ Which group would suffer most if they could not use the services offered? ➢ Are the offices providing the service structurally gendered and barrier free, (i.e. the waiting areas, lighting, access without steps, signage)? d. Women and men are equally involved in decision making ➢ There are binding targets for a balanced gender ratio at all levels of decision making. ➢ Measures and strategies geared towards a balanced gender ratio must be taken at all levels of decision making. ➢ This is also important when appointing working groups, project teams, commissions and advisory boards, as well as when organizing events, e.g. when selecting speakers. ➢ Workplaces must be structurally gendered and barrier free where possible (e.g. gendered signage, sufficient lighting, avoiding potentially frightening situations as in poorly accessible basement archives, access without steps, social rooms for different occupations). 145

e. Equal treatment is integrated into seeing process Steering instruments include quality management and gender budgeting, amongst others. It is important to note that: ➢ Paying attention to the different circumstances of women and men enhances • the success rate, • effectiveness and • maximum utilization of staff and funds. ➢ All targets related to people are defined in terms of full equality and the targets attained are therefore presented by gender. ➢ Controlling routine as a matter of course includes gender-specific evaluation of results and a systematic steering of the gender ratio, in other words, the development and implementation of (new and adapted) targets, strategies and measures.4849 Sex refers to the biological differences between males and females, such as the genital and genetic differences. Gender is more difficult to define, but it can refer to the role of a male or female in society, known as a gender role, or an individual's concept of them, or gender identity. Sex Role is a function or role which a male or female assumes because of the basic physiological or anatomical differences between the sexes. It is a biologically determined role which can be performed by only one of the sexes. Gender Role refers to society’s evaluation of behavior as masculine or feminine. Gender Divisions of Labor

Gender Divisions of Labor or the Productive-Reproductive Divide ➢ social allocation of activities on the basis of sex. ➢ learned, not a derivative of sex or the biological traits of women and men forms the basis of gender relations in society. Productive Work – work that produces goods and services for exchange in the market place for income, historically predominated by men.

The Five Principles of Gender Mainstreaming, https://www.wien.gv.at/english/administration/gendermainstreaming/principles/five-principles.html 48

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Reproductive Work – work associated with childbearing, nurture, food preparation, care for the sick, socialization of the young, regarded to be women’s sole responsibility. Gender Relations • • •

consequence of gender roles refer to how women and men relate to each other in society power relations, meaning the status of women and men and the values attached to their respective roles are not equal level

Gender Bias •

Economic Marginalization Women’s work, especially their reproductive functions are not considered contributions to economic development.

•

Violence Against Women Women become victims of all sorts of violence, like battering, rape and sexual harassment, simply because they are women and occupy a subordinate status in society.

Obstacles to Personal Development Arise from the gender bias and have direct negative impact on women’s sense of selfworth and personhood. These gender issues, left unattended, will keep most women out of the development process and will result in a development that does not respond to the needs and concerns of half of a nation’s population. Gender issues in development have generated “Gender Needs” that must be addressed to equalize the status of women and men in society. Practical Needs – based on women’s socially accepted roles, do not change the gender division of labor nor women’s subordinate status in the society. Strategic Needs - arise from women’s subordinate and marginalized status in society, to meet these needs the objective should be to redress gender bias in society. Addressing strategic gender need leads to a transformed society where equality exists. Political Subordination Positions of power and leadership generally occupied by men, women holding elective positions from the national down to the local levels are in the minority. Gender Stereotyping Social institutions reinforce a biased perception of women as the weaker sex and their roles, functions and abilities are primarily tied to the home.

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Multiple Burden Even as a woman work outside the home, spending the same work hours as men, participating in community and church activities, housework, child and family care are still considered primary women’s concerns. Gender Equality Women and men enjoy the same status and conditions and have equal opportunity to contribute to the political, social and cultural development. Gender Equity Giving on the basis of needs and taking steps to compensate for historical and social disadvantages that prevent women and men from operating on a level playing field. International Mandates United Nations Convention on the elimination of all forms of discrimination against women. The Beijing Declaration and Platform for Action called gender mainstreaming in all critical areas of concern: ➢ poverty ➢ education ➢ health ➢ political decision-making ➢ economy ➢ human rights ➢ violence against women ➢ armed conflict ➢ institutional mechanisms ➢ environment ➢ media ➢ girl child National Mandates Section 14, Article II of 1987 Philippine Constitution “The State recognizes the role of women in nation building and shall ensure the fundamental equality before the law of women and men”. R.A. No. 7192 Women in Development and Nation Building Act which promotes the integration of women as full and equal partners of men in development and nation building. General Appropriations Act Annually includes a section directing all government entities to set aside a minimum of 5% of their total agency budget to fund the implementation of gender mainstreaming in their agency. 148

E.O. No. 273 Directing all government agencies and local levels to “institutionalize (GAD) efforts in government by incorporating GAD concerns in their planning, programming and budgeting process”. R.A. No. 9710 Magna Carta of Women The State affirms the role of women in nation building and ensures the substantive equality of women and men. ➢ It promotes empowerment of women and equal opportunities for women and men and ensure equal access to resources and to development. ➢ State shall endeavor to develop plans, policies, programs, measures and mechanisms to address discrimination and inequality in the economic, political, social, and culture life of women and men.4950 Section 4, R.A. No. 9993 – Gender Sensitivity Program PCG mandated to address gender concerns and incorporating therein gender sensitivity perspective in the following: ➢ in all planning activities ➢ setting of priorities ➢ allocating of resources and identifying actions and activities Gender Sensitivity shall also be employed in all its internal policies, strategies, budget, projects, structures and mechanisms, including but not limited to hiring promotions, assignment, training opportunities, pay and benefits. A gender perspective should likewise be integrated in all its training programs, especially for maritime search and rescue. Gender Mainstreaming is an approach that situates gender equality issues at the center of broad policy decisions, institutional structures and resource allocation, and includes women’s views and priorities in making decisions about development goals and processes.5051 Human Resource Management 4.1 Enlistment Status of Unit Non-Officer Personnel Administration Enlistment It is the period of time for which one is committed to military service. A contract between the Philippine Coast Guard and the enlistee a process of taking an oath for the service and becoming a PCG Enlisted Personnel. Term of Enlistment Enlistment in the Regular Force shall be for a term of three (3) years. In accordance with the concept of career development outlined in the preceding section, the promotion of Enlisted Personnel within each level of responsibility shall be based mainly on time-in-grade in a certain rank, duty assignment (shipboard/shore) and 49 50

Building Capacities for Gender Mainstreaming presentation by Ms Miriam M Buergo Implementing Rules and Regulations of Republic Act No.9993, otherwise known as the “Philippine Coast Guard Law of 2009”

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career course. The exception is the promotion in the transition from one responsibility level to the next (i.e. E-3 to E-4 and E-6 to E-7. In this case, and EP qualified for promotion needs to undertake and pass a Promotional Examination (PROMEX). This is deemed necessary to ensure that only the best qualified get promoted and assigned with higher levels of responsibility. Enlistment Authority The enlistment authority may designate CG-1 the power to approve or disapprove applications for and in behalf of the enlistment authority CG-1 shall ensure that enlistment/re-enlistment procedures are complied with. Re-enlistment Re-enlistment being a renewal of the contract of enlistment, shall be by application and subject for approval of the Commandant, PCG in accordance with the prescribed policies. General Policies and Guidelines ➢ Effectivity ➢ Not a matter of right ➢ Grade upon re-enlistment ➢ when and how to file ➢ Administrative impediments ➢ Extension of ETE ➢ Claims for re-enlistment pay ➢ Re-enlistment board Procedures The application for the request for reenlistment (through Personnel Action Form) shall be forwarded to CPCG (Attention: DCS for HRM, CG-1) with following: ➢ ➢ ➢ ➢ ➢ ➢ ➢

Medical Certificate (including Dental/Drug Test Results, etc.) Certificate of Recommendation from Unit CO Certificate of non-pending case Unit punishment book EPEM PFT PHS

Upon receipt of the request. O/CG-1 will prepare Clearance Forms of the re-enlistee attaching the aforementioned documents which shall be forwarded to the following offices: ➢ ➢ ➢ ➢

CGLS CGIG-IAS DCS-ISLEN, CG-2 Back to CG-1

The re-enlistee will forward to O/CG-1 the following documents for the re-enlistment clothing allowance claim: ➢ Re-enlistment Order (Authenticated by CGAO) ➢ Re-enlistment Record ➢ Oath and Certificate of re-enlistment 150

➢ Security pledge ➢ Designation of Beneficiaries5152

NHQ-PCG/CG-1 Circular Number 08-19, Enlistment of PCG Non-Officers dated 07 July 2020

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Officers Fitness Report (OFR)

Reference: HPCG SOP Nr 04-14 dated 05 September 2014 Definitions: a. Officers Fitness Report (OFR) - is a tool use to provide the command leadership with information concerning professional attributes, demonstrated performance and potentials of an Officer as basis for selection in assignments, promotions, training for his/her professional advancement and proper utilization. b. Endorser - is the immediate supervisor and is responsible for the direct supervision of rated officer under a chain of command and or staff structure. c. Rater - is the immediate supervisor of rated Officer under a chain of command and or staff structure. d. Rated Officer - is the officer subject of OFR Policies: a. Officers Fitness Report (OFR) shall be rendered as follows: 1. Periodic - every 30th of June and 31 th of December of the year. 2. Relief of Rated Officer - upon relief of the rated officer from his primary duty assignment upon attaining thirty (30) days or more. 3. Relief of Rater - upon relief of the rater as specified. 4. Relief of Endorser - upon relief of the endorser as specified. 5. Promotion - when the rated officer is eligible for promotion. 6. On special occasions, to wit: a. Upon completion of a duty as student (local or foreign) or duty as detailed outside of PCG (i.e. DOTC) b. When, in the opinion of the rater, an individual is deficient in his/her ability in the performance of duty as to require appropriate personnel or disciplinary action. c. When, in the opinion of the rater, the manner of performance of duty is outstanding to justify submission of a special report. b. OFR of each Officers shall be rendered by the following rater and endorser: RATED OFFICER RATER Head of Branches of the Central Staff Assistant DCS

ENDORSER Deputy Chief of Staff

Assistant DCS Deputy Chief of Staff Staff of PCG Units Deputy Commanders of Special/Technical Unit and Bases

Chief of Staff CPCG Unit Commanders VCA

Deputy Chief of Staff Chief of Staff Deputy Unit Commanders

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Commanders of Special/ Technical Unit and Bases Deputy of Support Commands Support Commands Commander

VCA

CPCG

Unit Commanders VCA

VCA CPCG

Deputy of Functional Commands

Unit Commanders

VCO

Functional Commands Commander

VCO

CPCG

Deputy of Districts District Commanders

District Commanders VCO

VCO CPCG

c. Officers detailed outside the PCG or other agencies shall be rated by OIC, RECSTA/ Concerned Staff (i.e., CG-2) d. Rater and Endorser shall render report with utmost impartiality. Evaluation must be based upon actual records, observation and assessment of the rated officer based on the performance of duties, actions and reactions, and in the manner an officer carries out his obligations. It should not be based on a few isolated or striking incidents. ln the absence of pertinent facts on concerning performance of various duties, no rating shall be made. e. Through OFR, rated Officer shall be evaluated in comparison with other Officers of similar grade. f. If the rater has given rated Officer with a rating of 1 (Question/Unacceptable) in any of the criteria, the former shall clearly state the reason. The rater shall then directly refer the report to the rated Officer for his remarks on the unacceptable rating prior transmitting it to the endorser. The report shall be forwarded to the endorser by the rater with his remarks in reference to the remarks of the rated officer. If the endorser has again rated the Officer with 1, the report with its endorsements shall be referred directly to the rated Officer for his comments and explanations to the endorser, through the rater. Likewise, justifications by the rater/endorser shall be attached to the OFR for a rating of 5 (Role-Model). g.Rated Officer shall sign in the OFR to ensure that he/she had read the report and was apprised of his/her performance. h.Original copy shall be forwarded to the Coast Guard Adjutant and a duplicate copy to the Admin Officer of their respective units. OFR to reach the concerned unit within thirty (30) days. i.OFR shall only be submitted to the concerned promotion and or career management boards. Any Officer on active service may verify his/her OFR at any time upon request and as approved by CG-1.5253

DCS-HRM Standing Operating Procedures Number 04-14, Officers Fitness Report dated 05 September 2014

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Figure 44. Officer Fitness Report Format

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Enlisted Personnel Evaluation Mark (EPEM)

Reference: Cir 16 GHQ AFP dated 13 September 1993 Purpose: Is designed to provide the PCG with a means of measuring the efficiency and effectiveness of an EP in carrying out his duties and responsibilities. It shall be used as one of the criteria for promotion reenlistment, schooling (local and abroad), selection for key position and for retention/separation from the service. Importance of EPEM • • •

Provide written document that is objective, accurate, and timely noting significant accomplishments or aspects of performance that occurred during the marking period. To enhance professionalism among Non-officers. The latest EPEM of a Non-officer will be used as part of the criteria for his/her promotion and reenlistment to the next higher rank/grade.

Definition of Terms: a. Endorser – refers to the immediate and direct superior of the personnel/Ratee who, by the nature of his/her position or authority given by competent authority, assigns work to the personnel, monitors and evaluates the same on the basis of agreed targets and standards. b. Rater – the immediate superior who exercises immediate supervision over the individuals involved in the rating scheme. c. Ratee – an individual whose performance is being evaluated vis-a-vis set standards and required attributes. Criteria Set Forth in EPEM •

Proficiency in Rate ➢ The degree to which a member demonstrated technical competency and proficiency for rating or special assignment. ➢ Competence, attention and performance of duty

•

Conduct ➢ The degree to which a member through personal behavior, conformed to the rules, regulations, military standards and Coast Guard core values, on and off duty. ➢ Loyalty, enthusiasm, progressiveness, open-mindedness and disposition.

•

Initiative ➢ Ability to originate and act on new ideas, pursue opportunities to learn, and develop, and seek responsibility without guidance and supervision. 155

➢ Vision, decisiveness, self reliance, does not wait to be told. •

Morality ➢ The degree to which a member demonstrated the qualities of honesty and fair mindedness in personal relationships and action on and off duty. ➢ Integrity, sobriety, honor and trustworthiness

•

Appearance ➢ The extent to which a member appeared neat, smart and wellgroomed in uniform, and set standards for subordinates. ➢ Military bearing, neatness and Self confidence

•

Expression ➢ The degree to which a member listened, spoke, responded to feedback and expressed thought clearly and logically ➢ Oral/ written ability to effectively communicate

•

Personal Relations ➢ The degree to which a member cooperated with other people or units to achieve a common goal ➢ Cooperation, tact and amount of respect received

•

Personal Traits ➢ Treated others fairly and with dignity w/o regard to religion, sex, age, race, marital status or ethnic background. ➢ Demonstrated through leadership a strong personal commitment to fair and equal treatment of others. ➢ Temper, fairness and punctuality

•

Leadership ➢ The effectiveness of a member in influencing and guiding others in the completion of task. ➢ Given due confidence obedience and respect of subordinates.

•

Social Presence ➢ The extent to which the member conformed to military traditions, customs, courtesies and set standards for subordinates’ performance and behavior. ➢ Courtesy, good manners and proper decorum

•

Physical Fitness ➢ The degree to which this member thought and acted effectively under conditions that were stressful and mentally and physically fatiguing ➢ Endurance to military training fitness/capability to perform both combat and office duties.

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Procedure to follow • • •

Shall be rendered at the end of June and December by two (2) raters and one (1) endorser. ASN to PO1 of every unit shall be rated by their immediate Chief-Master-atArms and Officer-in-Charge Command MCPO shall be rated by the Deputy Commander and Commander of every Command.

Appraising Members’ EPEM 1st Rater - After observing and gathering input on members’ performance rate accordingly, then forward to 2nd rater within the specified time frame. 2nd Rater - Review the rate given by 1st rater and consider other ratee’s performance and behaviour, rate accordingly then forward to the endorser within time frame specified. Endorser - Review the rate given by 1st and 2nd rater, rates that does not concur should be discussed with the 2nd rater. Ensure that the required written comments are provided. In case you wanted to change the rate, cross out with a line and set a new rate and put an initial on the incorrect mark. Unsatisfactory Rating An EP who shall receive an “Unsatisfactory Rating” shall be warned/ cautioned by the raters and shall be advised to improved his performance of assigned duties. 5354

Circular Number 16, Enlisted Personnel Evaluation Mark dated 13 September 1993

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Figure 45. Enlisted Personnel Evaluation Mark Format

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PCG Uniformed Personnel Rotation Policy

Reference: Cir 01-08 CG-1/CGAO dated 21 February 2008 Purpose: This Circular prescribes the policy and procedures for the assignment and reassignment of PCG uniformed personnel for shore and shipboard billets. It also set guidelines and methods to be used for efficient and systematic distribution of PCG personnel in accordance to the existing PCG Officer and Non-officer career development pattern Definition of Terms • • • •

Assignment – destination or attachment with a unit to perform duties thereat on a more or less permanent basis unless sooner terminated. Career Course – requirement for promotion to a higher level. Career Pattern – pattern serves as a guide in the development and utilization of all PCG personnel. Homesteading – system assigning personnel within the vicinity of their respective area of residences. ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢ ➢

Immediate reassignment Joint spouse Operating Commands/Units PCG Integrated Personnel Management System Rotation Technical Officers Tour of duty Tenure of duty Transfer Support Commands

•

Immediate Reassignment – transfer of some personnel from his present unit assignment to another unit effective immediately upon receipt of the formal request. The compliance shall be made punctually on EDRD.

•

Joint Spouse – a system of assignment wherein service members who are married to other service members are assigned at least within 100 km of each other.

•

Positional Criteria – set of criteria prescribed to qualify individuals to specific billets/position.

•

Tour of Duty – prescribed period of duty to a particular level of shipboard or shore unit assignment.

•

Tenure of Duty – inclusive period of time or assignment to a specific billet or position.

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•

Transfer – physical transportation or the implementation of a change in assignment.

Tour of Duty Periods For Officers 1st Sea Junior Staff 2nd Sea Mid-grade Tour Duty/Initial Tour Staff/Field Shore Duty Command Assignment 3 yrs

8 yrs

3 yrs

5 yrs

For Non-Officers Level Min Tour of Duty Shipboard Shore Support 2 years 2 years Operational 2 years 3 years Supervisory 4 years

Senior Staff/Field Duty Assignment

Major Command Position

3 yrs

8 yrs

Max Tour of Duty Shipboard Shore 4 years 3 years 4 years 6 years 2 years 11 years

Policies • 1.5 years to a maximum of 2 years – tenure of duty for GLO for specific shore billets/position. • EP can be considered for rotation after completing the minimum tour of duty. • Support and supervisory level EP should be rotated after completing the maximum tour of duty for the particular level of responsibility. • Completion of appropriate education, training and assignment requirements used as one of the primary criteria for consideration of new billets/positions of qualified personnel. • Unit manning requirements shall be determined based on the approved Table of Distribution (TD)/Troop Ceiling (TC) as determined by CG-3. The following items shall be used in the determination of the appropriate assignment/re-assignment of personnel: a. b. c. d. e. f. •

Rank/rate and length of service; Education and training and experience; Performance rating (OFR and EPEM) Career reputation; Awards and decorations received at current position/billet; and Fitness to assume command or higher position;

Major Operating/Support Commands shall prescribe its own procedures for the rotation of personnel under their administrative and/or operational control.

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Procedures shall strictly adhere at all times to personnel policies, guidelines, directives and instructions emanating from HPCG. •

Rotation of technical service officers shall be governed by the existing rotation policy of the respective technical service concerned.

•

Homesteading” and “Joint Spouse” - Service members married-to-service members however should not be assigned within one unit or office. Personnel who want to avail of said opportunity should apply same through the appropriate means of communication as prescribed in HPCG MC 01-08.

Effective Date Reporting to Duty (EDRD) • • •

15 days prior EDRD for personnel within Luzon 30 days prior EDRD for personnel within Vis/Pal 45 days prior EDRD for personnel within Min/Sulu

The following are the level of authority of the different PCG Units for assignment of personnel:

•

HPCG – HPCG to subordinate units and vice-versa and from one unit to another, assignment of major operational and support units/special units and technical service Commanders and Deputy Commanders, Commanding Officers/ Boat Captains of PCG vessels, Central and Special Staff and special duty assignment of personnel detailed outside the PCG or to foreign assignments.

•

Support Commands – all personnel within Command Headquarters and support command units under administrative control except the Chief of Staff and support command unit Commanders whose orders shall be subject to confirmation by CPCG.

•

Operating Commands/Units – All personnel within Command headquarters and subordinate units except the Chief of Staff and Station Commanders whose orders shall be subject to confirmation by CPCG.

•

Special Units and Technical Service – All personnel within unit headquarters and subordinate units.5455

CG-1/CGAO Circular No. 01-08, PCG Uniformed Personnel Rotation Policy dated 21 February 2008

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Statement of Assets, Liabilities and Net Worth (SALN)

What is SALN? Refers to the declaration of assets (i.e., land, vehicles, etc.) and liabilities (i.e., loans, debts, etc), including business and financial interests of PCG personnel, of his or her spouse, and of his or her unmarried children under eighteen (18) years old still living in their parentâ&#x20AC;&#x2122;s households. Reference: HPCG / CGIAS Cir No 03 â&#x20AC;&#x201C; 15 dtd 15 June 2015 (PCG Guidelines and Procedures in The Filing of Statement of Assets, Liabilities, and Net Worth (SALN) and for Other Purposes) WHO ARE REQUIRED TO FILE SALN? All PCG Uniformed Personnel shall be required to file their respective SALNs. Number of SALN Copies: Four (4) original copies shall be submitted and distributed as follows: a. One (1) to Ombudsman; b. One (1) to CGIAS; c. One (1) to Administrative Officer of the Mother Unit; and d. One (1) for personal copy duly signed and dated by the Administrative Officer/Receiving Personnel Staff The Administrative Officers of Mother Units shall include the copy for the Ombudsman and copy for CGIAS. PERIODS FOR FILING OF SALN a. Within thirty (30) days after appointment as member of the PCG; b. On or before April 30 of every year thereafter, statements of which must be reckoned as of the end of the preceding year. For purpose, however, of facilitating the submission requirements to the Office of the Ombudsman by the PCG of the SALNs of all PCG Uniformed Personnel, the Commanders are required to submit the SALNs of all PCG Uniformed Personnel under their Command to the CGIAS on or before 30th of March every year; and c. Within thirty (30) days after separation from the PCG Service, statements of which must be reckoned as of his / her last day of office. Where to file SALN The SALN may be filed at the Administrative Office of their respective Units or to the CGIAS, whichever is more convenient to the concerned PCG Uniformed Personnel. 162

Evaluation of the submitted SALN 1. A Review and Compliance Committee (RCC) composed of a Chairman and two (2) members shall be designated by Commandant, PCG as recommended by the CG-1; 2. The CG-1 shall likewise designate a Head Secretariat and four(4)members of the RCC Secretariat; 3. The RCC shall be responsible in evaluating whether the SALNs submitted under Para Vl (C) herein were submitted on time, accomplished completely, and / or in proper form; 4. The RCC shall coordinate and furnish to CGIAS the result of their evaluation; 5. Accordingly, the CGIAS shall submit to the Commandant, PCG a list of all PCG uniformed personnel who: filed their SALNs with complete data; filed theirs SALNs with incomplete data; did not file their SALNs, and filed beyond on either the 30 March or 30 April deadline based on the RCC report; 6. The Commandant, PCG may authorize the Commander, CGIAS to issue a memorandum directing the concerned PCG uniformed personnel to submit their SALNs or re submit their corrected SALNs within thirty (30) days from receipt thereof; and 7. The same memorandum shall require the concerned PCG uniformed personnel to explain before 30th of April of the same year. Non-filing of SALN /Filing with Incomplete Data Preparation and Service of Memorandum a. CGIAS shall prepare the list of personnel who did not file/submit their SALN and those who filed their SALN with incomplete data. Said list shall be furnished to each mother unit; b. The CGIAS' list, together with the previously mentioned CGIAS memorandum in Para Vl-G (6), shall be furnished to the concerned mother units by mail through recognized couriers, c. Upon receipt of the mail, the Administrative Officer of mother unit shall affix signature and date on the CGIAS list and furnished a scanned copy of the same to the CGIAS through e-mail as receiving copy of the CGIAS; d. The Administrative Officer of mother unit shall serve to the concerned PCG uniformed personnel a copy of the aforementioned CGIAS memorandum and require them to affix their signature and date opposite their respective names in the CGIAS list as proof of their receipt of the said memorandum; e. If the concerned PCG uniformed personnel are assigned with Subordinate Units, the Administrative Officer of mother unit shall furnish to the said Subordinate 163

Units a copy of the aforementioned list together with the memorandum; f. The Administrative Officer / POIC, Administrative Branch of subordinate units shall then serve to the concerned PCG uniformed personnel a copy of the aforementioned CGIAS memorandum and require them to sign the CGIAS list with date opposite their respective names as proof of their receipt of the said memorandum; g. The Administrative Officers / POIC, Administrative Branch of subordinate units shall ensure that the mother unit is duly furnished a copy of the CGIAS' list; and h. Notwithstanding the above, the CGIAS shall have the option to directly serve the memorandum to the concerned PCG uniformed personnel preferably by personal service or by recognized courier if the same will be more expeditious, economical, or convenient for the command. Non-filing of SALN /Filing with Incomplete Data Filing after the Periods required under Para Vl (F) herein a. The concerned PCG uniformed personnel, upon receipt of the previously mentioned CGIAS memorandum shall submit their respective SALNs or re - submit their corrected SALNs within thirty (30) days from receipt of the same to the CGIAS; and b. ln case of non - filing of SALNs, the concerned PCG uniformed personnel shall also include an explanation for their failure to comply with the prior directive of the CGIAS to submit the same on or before 30th of April of the same year; SCHOOLING / TRAINING / TRAVEL ABOARD 1. PCG uniformed personnel who are on schooling, training, or travel abroad shall not be exempted with the filing of SALNs; 2. The respective Mother Units of the previously mentioned PCG uniformed personnel shall monitor and ensure that they are able to file their respective SALNs; 3. Notices may be sent to the previously mentioned PCG uniformed personnel through their respective e-mail addresses; and 4. Failure on the part of the previously mentioned PCG uniformed personnel to comply with the submission of their respective SALNs may be a ground for their recall. LAST KNOWN ADDRESS AND CONTACT DETAILS All PCG uniformed personnel are required to provide to the administrative office of their respective units an updated address where memorandum and other

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notices may be sent to them. They shall also provide updated e – mail addresses and land line phone/cellphone numbers where they can be contacted. RESPONSIBILITIES A. All PCG Uniformed Personnel 1. Submit their SALNs on time; 2. Update their mailing address, contact numbers, and e – mail address with their respective Administrative Office; and 3. Submit to the O/CG-1 a notarized affidavit of undertaking providing that they shall submit their SALNs within thirty (30) days after their separation from the PCG Service and that if they fail to comply with the submission, the Coast Guard Finance Center (CGFC) shall be authorized to withhold their separation benefits. B. Unit Commanders 1. Direct and ensure that all newly appointed members of the PCG-DOTr Service under their respective Commands are able to submit their SALNs within thirty (30) days after their appointment as members of the PCG; 2. Direct and ensure that all PCG uniformed personnel under their respective Commands are able to submit their SALNs within a period to be determined by them; provided that, they will be able to submit the same to the CGIAS on or before 30 March of the every year; 3. Submit a Commander’s list with the SALNs of all the said PCG uniformed personnel to the CGIAS on or before 30th of March every year; and 4. Submit to the CGIAS the CGIAS list duly signed and dated by the concerned PCG uniformed personnel indicating their receipt of the CGIAS Memorandum. C. Administrative Officer of Mother Unit 1. Monitor the preparation and timely submission of the SALNs of all PCG uniformed personnel under his/her Office; 2. Provide guidance to PCG uniformed personnel in the preparation and filing of SALNs when necessary; 3. Collect all SALNs from all PCG uniformed personnel under the Mother Unit. 4. Prepare the Commander's list for submission of the Commander to the CGIAS;

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5. Affix signature and date of receipt on the CGIAS list and immediately furnish a scanned copy of the same to the CGIAS through e - mail; 6. Immediately serve the CGIAS memorandum to the concerned PCG uniformed personnel who did not file or filed SALNs with incomplete data under his I her office further requiring them to affix their signatures with dates opposite their names on the CGIAS list as proof of their receipt of the said CGIAS memorandum; 7. Immediately furnish a copy of the CGIAS' List and the CGIAS memorandum to subordinate units for PCG uniformed personnel assigned in the said Units; and 8. Immediately prepare a copy of the CGIAS list upon return of the same by the Subordinate Units for submission by the Commander to the CGIAS. D. Administrative Officer /POIC, Administrative Branch of Subordinate Unit 1. Ensure the submission of the SALNs of all PCG uniformed personnel covered by his/her Office not later than the period determined by the Commander; 2. Provide guidance to PCG uniformed personnel under his/her office in the preparation and filing of SALNs when necessary; 3. Collect the SALNs from all PCG uniformed personnel under his/her office; 4. Prepare a list of all PCG uniformed personnel under his I her Office together with the SALNs of all the said PCG Uniformed Personnel for submission to the Commander; 5. Immediately served the CGIAS memorandum to all concerned PCG uniformed personnel who did not file or filed SALNs with incomplete data under his/her office further requiring them to affix their signatures with dates opposite their names on the CGIAS list as proof of their receipt of the CGIAS memorandum; and 6. Immediately prepare the CGIAS list for transmittal by the Unit Commander to the Mother Unit. E. Review and Compliance Committee (RCC) 1. Evaluate whether the SALNs were submitted on time, accomplished completely, and/or in proper form upon receipt of the SALN forms from the CGIAS; 2. Prepare a report of PCG uniformed personnel in alphabetical order, who:

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a) Filed their SALNs with complete data; b) Filed theirs SALNs but with incomplete data; c) Did not file their SALNS, and d) Filed beyond on either the 30 March or 30 April deadline. 3. Coordinate and furnish to CGIAS the result of their evaluation. F. Coast Guard Internal Affairs Service 1. lssue an order on behalf of the Commandant, PCG not later than 15 January of the current year to all Commanders. The said order shall require the Commanders to submit the SALNs of all PCG uniformed personnel under their command to the CGIAS not later than 30 March of the same year; 2. Prepare the CGIAS list for each Mother Unit based on the report of the RCC; 3. Submit to the Commandant, PCG the CGIAS list; 4. Issue a CGIAS Memorandum directing the concerned PCG uniformed personnel to submit their SALNs or re-submit their corrected SALNs within thirty (30) days from receipt thereof; and 5. Furnished the concerned Mother Units with a copy of the CGIAS list together with the CGIAS Memorandum for concerned PCG Uniformed Personnel assigned in the said Mother Units. G. Deputy Chief of Coast Guard Staff for Human Resource and Management, CG-1 1. Issue order for the Chairman and two (2) members of the RCC; 2. Issue order for the Head Secretariat with four (4) members; 3. Furnish a complete list to the CGIAS and respective Mother Units of all PCG uniformed personnel who have been newly appointed as members of the PCG service; and 4. Require all PCG uniformed personnel applying for separation from the PCG Service to submit a written undertaking subscribed and sworn to before a Notary Public providing that they shall submit their SALNs within thirty (30) days after their separation from the PCG Service and that if they fail to comply with the said submission, the CGFC shall be authorized to withhold their separation benefits. H. Coast Guard Finance Center Shall withhold the separation benefits of former PCG uniformed personnel who failed to submit their SALNs within thirty (30) days after separation from the PCG Service. 167

EFFECTS OF NON-FILING OF SALN /FAILURE TO SUBMIT SALN 1. Non-filing of SALN within thirty (30) days after appointment as member of the PCG. a. Shall be given notice with directive to file not later than thirty (30) days from receipt thereof. b. Failure to comply with the said directive shall result to administrative liability for Non-Filing of SALN. 2. Failure to Submit SALN on or before 30 March of the current year as directed by the Commander. a. May be considered as insubordination. b. May be considered as a less grave offense under Para lX (C) [10] of HPCG Circular Number 11 - 14 and be proceeded with in accordance with the said Circular. 3. Non-filing of SALN on or before 30 April of the Current Year. a. The concerned PCG uniformed personnel shall be given notice with directive to file NLT 30 days from receipt thereof b. Failure to comply with the said directive shall result to administrative liability for Non-Filing of SALN. 4. Non-filing of SALN within 30 days after Separation from the PCG Service. 1. With holding of his/her separation benefits by the CGFC

Effects of Filing of SALN with Incomplete Data 1. The concerned PCG uniformed personnel shall be given notice with directive to re-file his/her corrected SALN NLT 30 days from receipt thereof 2. Failure to comply with the said directive shall be considered as non-filing. Offenses and Penalties A. Non-filing of SALN 1. Failure to comply with the memorandum from the CGIAS for the filing of SALNs, in case of non-filing of SALNs on or before 30 April or filing of SALN with incomplete data, not later than 30 days from receipt of the said

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Memorandum; and 2. May be considered as less grave offense under Para IX (C) [19] of HPCG Cir No. 11-14 B. Neglect of Duty 1. Failure of a Commander to submit the respective SALNs of all PCG uniformed personnel under his/her Command; and 2. Maybe considered as less grave offense under Para IX (C) [11] of HPCG Cir Num 11-14 C. Insubordination 1. Failure of a the concerned PCG uniformed personnel to comply with the memorandum of the CGIAS directing him/her to file his/her SALN on or before 30 April of the current year; and 2. May be considered as less grave offense under Para IX (C) [10] of HPCG Cir Num 11-14 and be proceeded with in accordance with the said Circular D. Violation of other provisions of this Circular shall be considered as a violation under appropriate provisions of HPCG Circular Number 11-14 and be proceeded with and imposed corresponding penalty under the same Circular. ADMINISTERING OFFICERS OF SALN FORMS A. Unit Commanders under the control and supervision of Mother Units who must be Commissioned Officers; and B. The Administrative Officers of Mother Units and Subordinate Units, who must be Commissioned Officers, if authorized and issued with appropriate written orders by their respective Commanders under the control and supervision of Mother Units. Accessibility of SALNS A. Inspection/Reproduction 1. The SALNs submitted herein shall be made available for inspection at reasonable hours; 2. The SALNs shall be made available for copying or reproduction after ten (10) working days from the time they are filed; 3. The said SALNs shall be made available to the public for a period of ten (10) years after receipt of the same. After the said period, the CGIAS may destroy the same unless needed in an ongoing investigation; 169

4. The person requesting for the SALNs shall be required to file a written request for the same stating clearly the reason/s for the same; 5. The said request shall be forwarded by the CGIAS to the Office of the Commandant, PCG through proper channel for approval; 6. The CGIAS shall not release the said SALNs without the written approval of the request from the Commandant, PCG except if the requesting parties are authorized law enforcement agents who request the said SALNs in relation to a pending investigation case. 7. The person requesting for a copy of the SALNs shall be required to pay a reasonable fee to cover the cost of reproduction, mailing of said SALN, as well as the cost of certification in accordance with appropriate written policy and guidelines of the PCG. B. Prohibited Acts It shall be unlawful for any person to obtain or use any SALNs submitted/ filed under herein for: 1. For purposes contrary to morals or public policy; and 2. Any commercial purpose other than by news and communications media for dissemination to the general public.5556

55 HPCG / CGIAS Cir No 03 â&#x20AC;&#x201C; 15, PCG Guidelines and Procedures in The Filing of Statement of Assets, Liabilities, and Net Worth

(SALN) and for Other Purposes dated 15 June 2015

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Figure 46. Statement of Assets, Liabilities and Net Worth Form

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SECTION B OPERATIONS

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OPERATIONS

Mission Advice the Commandant, Philippine Coast Guard on all matters related to the deployment, employment, training and readiness of all units of the Command. Function • Formulate plan and policies in the conduct of deployment of the Coast Guard Units; • Prepare the PCG Table of Organization and Equipment; • Supervise, monitor and evaluate planned operation and other command activities; • Provide PCG units with hydrographic aerological information during the conduct of special operation and exercise activities; • Prepare and submit reports on special operation; • Maintain a record file of the Law Enforcement Activities; • Establish and maintain a record of the search and rescue operation section; • Compile statistical data on all matters pertaining to the operations of the Coast Guard Units; and • Ensure that SAR operations activities are properly coordinated and executed Duties and Responsibilities • In charge in all matters related to deployment, employment, training and readiness of all units of the Command; and • Review policies on matters concerning deployment

Figure 47. DCCGS for Operations, CG-3 Organizational Chart 173

Identification and Creation of Inspection Team Members • • •

Senior Officers Executive Officers Maximum of 4 to 5 Non-officer

Duties and Responsibilities • • • • • • •

Communicate with the command center Search for prohibited goods, drugs, weapons and other marine environment threat. Confiscate all evidence that are grounds for investigation Search thoroughly the confined place Take pictures Confined/arrest personal involve in the illegal activity Look for irregularities of search area

Area of Inspection Steward Department • galley-under or behind stove • common spaces • state room inside- personal belongings • bonded stores • freezer • food storage area Deck Department • bridge-flag • radio room • life boats • boom and cranes • storage and paint locker • trash and garbage • cargo holds Engineering Department • engine room • bilges • steering machinery • shaft alley • tranks • volds Armory

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Identification and Creation of Investigation Team Members • • • •

Senior officers/managers onboard or onsite Safety officer Work supervisor Consultant

Duties and Responsibilities • Determine sufficient ground for investigation • Collect appropriate evidences • File a case by the concerned PCG personnel • Ensure proper prosecution of the case against the accused Procedure • Gather important information • Isolate essential contributory factors • Determine correct actions • Complete necessary action Thing to consider • Timing of the investigation • The occurrence site • Witness statements • Background information • The investigation sequence • Fact-finding • Conducting interviews • Selection of interviewees – On site or Remote from occurrence site Investigation is conducted by the inspection team only after neutralization of the threat, safety recovery of the vessel and initial inspection for the judgment of the situation.

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Case Filing

Upon arrest or apprehension of suspects, the next step for the arresting Coast Guard Officers or personnel is to file the necessary criminal complaints against the suspects. Institution of criminal actions may be done in two ways, to wit: 1. For all offenses where the penalty is four (4) years and below, which does not require preliminary investigation, the criminal action is instituted by the filing of the complaint directly with the Municipal Trial Court or with the Municipal Circuit Trial Court, or with the office of the prosecutor if there is any. In case of Manila and other chartered cities, the complaint is filed with the office of the prosecutor. 2. For offenses where the penalty is four (4) years and one (1) day and above, the criminal action is instituted by the filing of the complaint with the proper officer for the purpose of the conduct of preliminary investigation. Complaint Is a sworn written statement, charging a person with an offense, subscribed by the offended party, any peace officer or other public officer in charge with the enforcement of the law that was violated.

Figure 48. Sample Format Complain Affidavit

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Information An accusation in writing, charging a person with an offense, subscribe by the prosecutor and filed with the court.

Figure 49. Sample Information Sheet of Accused

Information needed for case A complaint or information is deemed sufficient if all the required elements are present therein. Thus a complaint or information must contain the following: 1. 2. 3. 4. 5. 6.

Name of the accused Designation of the offense Cause and nature of accusation Place of the commission of the offense Date of the commission of the offense Name of the offended party

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The PCG Officer, usually the investigating officer assigned to the case, is the one who will draft the complaint and as such it is imperative that he/she must know what to put in the complaint in order to avoid dismissal of the case. He/she must know by heart the procedure in the filing of criminal complaints as good prosecution starts with the filing of the proper complaint. Types of preparation 1. Preparation of the complaint •

The investigating officer must know the basis for the authority to investigate the case. At the same time, the officer should start the evaluation of his witnesses.

•

Familiarize yourself with specific violations. The investigating officer must know the elements of each violation so that he can decide whether the facts reported constitute any violation.

•

Keep in mind the Statute of Limitations. This is especially true in a series of embezzlements. Find out if the earlier cases have prescribed. Check the dates in chronological order to ensure that the case is not barred by prescription.

2. Preparation during investigation • Reasonable doubt. a) The Prosecutor - The prosecutor must prove beyond reasonable doubt (moral certainty) that the accused committed the crime. b) The Defense Counsel - The defense counsel does not have to prove innocence. He must only convince the Court that reasonable doubt exists. c) The Court -The Court has not worked on the case as the investigating officer has and, therefore, needs strong, convincing evidence to overcome a reasonable doubt as to the guilt of the accused. •

Principal Rules of Evidence. – The investigator must know the principal rules of evidence as they apply in criminal cases. While he is not expected to have a trial lawyer's familiarity with the rules on evidence, he must at least have a practical working knowledge the same. a) Competency and veracity of witnesses. An incompetent or untrustworthy witness can ruin a prosecution; it may be necessary to get an expert to prove a particular point. b) Gather facts. Avoid opinions and conclusions. Stick to hard facts. c) Avoid hearsay. Most hearsay evidence cannot be used at trial. Find witnesses who have personal knowledge of facts. Use hearsay 178

information only for getting leads as to the identity of persons with personal knowledge. d) Notes. Good and complete notes mean better testimony. Do not have notes on more than one interview on the same paper. e) Signed Statements. These prevent the witness from making false testimony during the trial. They may also be used to refresh witness' memory. f) Charts and diagrams should be used whenever relevant and appropriate. They give the court the most complete picture of the incident. â&#x20AC;˘

Identification and preservation of evidence: a) Identification must be made at the same time the evidence is found. b) Evidence must be kept at the headquarters. Do not mingle evidence with other articles.

â&#x20AC;˘

Possible defenses: a) Instigation - Who had the first criminal impulse? b) Alibi - A weak defense which nevertheless must still be proved or disproved. c) Statute of Limitations - Is the case barred by prescription? d) Good character - Ready information on this may be used to disprove the suspectâ&#x20AC;&#x2DC;s claim of good character. e) Double jeopardy - Bring this to the attention of the prosecutor so he can decide on the matter. f) Insanity - If this defense might possibly be raised, inform the prosecutor so he can prepare for it. g) Justification - Determine if facts intended to justify the act are true or false. h) Provocation - Determine its presence in advance. i) Mitigation j) Necessity k) Compulsion l) Duress - The best way to defeat this defense is by NOT doing it. Have other people present to testify against it just in case it is raised. m) Intoxication - Determine feasibility of an examination by a doctor.

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•

Pre-conceived notions. Do not substitute such notions for admissible evidence which will prove guilt. You may feel sure he/she is guilty but your feelings are not admissible at the trial.

3. Preparation while waiting active trial • Prepare the prosecutive summary. Give the investigating officer and the prosecutor a complete picture of the case. This is done in writing. The evidence is assembled and if there are loopholes, they will show up. •

Contents of prosecutive summary: i. Name of the offense. ii. Names of defendants. iii. Date and place of commission of crime. iv. Statute of Limitations. v. Other data helpful to the prosecution. vi. Preliminary prosecutive action. (Amount of bail is recommended.) vii. Identity of witnesses. viii. Testimony expected. ix. Criminal record.

•

Conference with the prosecutor. Tell the prosecutor the weak as well as the strong points of the case to give him an opportunity to equip himself for it.

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Review your testimony. Have a dry run, if necessary.

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Documentary and physical evidence. Locate all documentary and physical evidence and make sure that they are properly preserved.

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Last minute leads. Give them to the prosecutor and investigate.

•

Background of defendant.5657

Philippine Coast Guard Maritime Security and Law Enforcement Manual S,2011

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Identification and Preparation of Duty Detail

Types of duty detail • Plan of the day • Watch Quarter Station Bill (WQSB) • Quick Response Team Plan of the day List of personnel charge in security of a unit. Sentinels are primary in charge of the day to day security detail under the supervision of the Officer of the day. Responsibility of POIC or CMAA • • • • • • • •

Designate/assigned appropriate personnel for every duty Monitor logbooks of Sentinels, CDO and deck POW Check storage of deposit firm arms of visitors Monitor the proper rotation of section of every detail Monitor the implementation of using standby form and swapping form Make appropriate action if the details are on mission or under instruction Make sure that there is always advance duty detail for next day in case of dispatch of actual duties Address comment and suggestion of detail

Watch Quarter Station Bill • • • • • • • •

Designate appropriate personnel for every station Make sure that the assigned personnel have a knowledge of his/her designated station Check the provision of fire station bill, general quarters are complete Be more specific of every assigned station Make sure that the assigned personnel in fire station bill has a knowledge of combating fire Make sure that the assigned personnel during man over board are good swimmers Check that the locations of provision are correct Always update watch quarter bill station

Quick Response Team • • • • •

Assigned appropriate personnel Be sure that the composition of team is a good swimmer Explain the purpose of the mission Make strategic planning before operation Assign skilled team leader in every team. Make sure that the provision is complete for the effectivity of the Coast Guard mission

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Management of Units Armory

Armory Armory/Arsenal is a storage place for weapons and other war equipment it is a drill center of military unit were arms and armor are made. Logistic Systems Command A Major Command that provide supply and maintenance management and strategic prepositioning to the operating forces. Documentation ➢ synchronized inventory every logistic department ➢ issued Properly Acknowledgement Receipt (PAR) and properly signed by unit CO/LO. ➢ use of Logbook. 2 Types Logbooks ➢ Firearms Logbook ➢ Armory Logbook F.1 Maintenance of Issued Firearms Logbook Firearms Logbook Used only when issuance of firearms to an Officer and Non- officer under operation. F.2 Management of Maintenance Armory Logbook Armory Logbook Used in logging all firearms records, including issued firearms to every unit. It must be synchronized all unit property firearms. Issuance of Firearms All unit Commander or the Logistic Officer must sign the Property Acknowledgement Receipt (PAR) issued by the duty Armorer. Termination All firearms issued to any Major unit or personnel in operation have no termination as long as it issued upon request.

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• • • •

The Team leader must be responsible for the interrogation to get some information that used for documentation. The team must file a complaint against the oppressor after the successful operation. Put picture of evidence on actual operation including signature Turn over to the police.

Armorer Duties ➢ record all firearms and synchronize the inventory of all firearms, ammo and magazine that are issued to other unit ➢ keep the armory safe (double lock) ➢ maintain firearms serviceable ➢ repair all stock pins and other firearms part Fire arms facility ➢ maintain the exhaust fan ➢ always secure with double lock ➢ Always lock all security cabinet

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SECTION C. PCG Conduct and Discipline

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Code of Conduct and Discipline for PCG Uniformed Personnel

References: a. HPCG/CGIAS Circular Nr 05-16 dated 30 August 2016 (Code of Conduct and Discipline for PCG Uniformed Personnel) b. HPCG/CGIAS Circular Nr 06-16 dated 30 August 2016 (Guidance and Procedures on Disposition of Violations of Code of Conduct and Discipline for PCG Uniformed Personnel) Purpose: Prescribes the rules and regulations which shall govern the conduct, discipline and administrative disciplinary proceeding involving all PCG uniformed personnel. Definition of Terms A. Administrative Disciplinary Proceeding - methods and processes before the PCG Disciplinary Board that are non-litigious in nature and subject to the minimum requirements of administrative due process. The technicalities of law, procedure and evidence shall be liberally applied thereto. Administrative due process is recognized to include: a) the right to notice, be it actual or constructive, of the institution of the proceedings that may affect a person's legal right; b) a real opportunity to be heard personally or with assistance of counsel, to present witnesses and evidence in one's favor and to defend one's rights; c) a tribunal or board so constituted as to give him reasonable assurance of honesty and impartiality, and one of competent jurisdiction; and d) a finding by the board or tribunal supported by substantial evidence submitted for consideration during the hearing, or at least contained in the records or disclosed to the parties affected. B. Administrative Penalty - disciplinary sanctions imposed by the Disciplinary Authority upon erring PCG uniformed personnel not resulting to imprisonment. C. Chain of Command - is the line of authority and responsibility along which orders are passed. D. Commanding Officer - the Commander of Coast Guard Districts, Major Service Commands, Commissioned Vessel, Coast Guard Station, Coast Guard Installation, Head of Office of the Headquarters PCG, or Central Staff vested with authority, significant responsibilities, duties and powers under the PCG law of 2009.

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E. Complaint - a sworn written statement of disciplinary infractions allegedly committed by the respondent PCG uniformed personnel, subscribed by the Offended Party. F. Complaint sheet - is the formal written instrument in which the allegations against the respondent PCG uniformed personnel is set forth. G. Conduct â&#x20AC;&#x201C; pertains to the personal behavior; way of acting, bearing or deportment of the PCG uniformed personnel. H. Convening/Appointing Authority - refers to the Commandant, PCG who has the authority to direct the constitution and convening of PCG Disciplinary Board; likewise referred as the approving authority as to the resolution and recommendation of the PCG Disciplinary Board. I. Customs - are accepted practices realized through continued usage that take the force and effect of a common law. J. Disciplinary Authority - persons vested with authority under this code to impose sanctions for violating the same and provide corrective measures to offenders. K. Discipline â&#x20AC;&#x201C; refers to the behavior in accordance with the rules of conduct; behavior and order prescribed by the PCG rules and regulations. L. Grave Misconduct - is the transgression of some established and definite rule of action, more particularly, unlawful behavior or gross negligence. The misconduct is grave if it involves any of the additional elements of corruption, willful intent to violate the law, or to disregard established rules, which must be established by substantial evidence. As distinguished from simple misconduct, the elements of corruption, clear intent to violate the law, or flagrant disregard of established rule, must be manifest in a charge of grave misconduct. M. Grave Offense - those offenses to which this Code attaches the minimum penalty of suspension without pay of six (6) months and one (1) day up to the maximum penalty of dismissal from the PCG service. ln cases of PCG Non-officers, in lieu of suspension, reduction demotion to the intermediate or lowest ran pay grade maybe imposed for the first offense provided a PCG Non-officer in a pay grade above NO-4 (PO3) may not be reduced more than two (2) ranks/pay grades. N. Investigation - an inquiry for the discovery or collection of facts concerning the matter(s) involved or a careful and accurate examination and inquisition of the information to establish facts. O. Judgment on the Pleadings - Judgment or resolution of the board based on the respondent's answer or affidavit which fails to tender an issue or otherwise admits the material allegations in the complaint or report. P. Less grave offense - those offenses to which this code attaches the penalty of suspension without pay of six (6) months and one (1) day to one (1) year for the first offense and dismissal from the service for the second offense.

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Q. Minor/Light Offense - those offenses to which this code attaches the penalty prescribed in the Table of Punishment. R. Misconduct – generally means wrongful, improper or unlawful conduct motivated by premeditated, obstinate or intentional purpose. It usually refers to transgression of some established and definite rule of action, where no discretion is left except what necessity may demand; it does not necessarily imply corruption or criminal intention but implies wrongful intention and not merely error of judgment. S. Moral turpitude - everything which is done contrary to justice, modesty, or good morals; an act of depravity in the private and social duties which a man owes his fellowmen or to society in general. T. PCG Disciplinary Board – refers to the body composed of PCG uniformed personnel designated to resolve administrative disciplinary actions filed against PCG uniformed personnel involving any offense enumerated in this circular. U. PCG Uniformed Personnel – shall include all PCG Officers and Non – officers. V. Respondent – refers to a PCG uniformed personnel under investigation or with pending case before the Board. W. Simple Misconduct - is the transgression of established rules that does not involve any of the additional elements of corruption, willful intent to violate the law or disregard of established rules. X. Substantial Evidence - that amount of evidence which a reasonable mind might accept as adequate to justify a conclusion. Y. Traditions – are inherited principles, standards and practices that serve as guide for individuals or groups. Traditions are accumulated practices, experiences and deeds passed on from generation to generation. DISCIPLINARY AUTHORITY A) The Commandant, PCG being the head of the organization, exercise administrative and disciplinary control and supervision over all Coast Guard personnel, uniformed and non-uniformed, alike. The Commandant, PCG may direct the conduct of administrative investigation for disciplinary infractions at his own instance or based on verified reports (those originating from CG-2) or verified complaints of private offended party. B) The Coast Guard Internal Affairs Service may conduct investigation on alleged disciplinary infractions of CG uniformed personnel at its own instance or as may be directed by the Commandant, PCG or based on verified complaints by private offended party. C) The following persons exercise disciplinary authority over uniformed CG personnel assigned within their area of responsibility and may direct the conduct 187

of administrative investigation for disciplinary infractions, at their own instance or based on verified reports or verified complaints of private offended party and accordingly impose disciplinary sanctions based on the applicable provisions of this code. a. CG District Commanders exercise disciplinary authority over uniformed personnel within their AOR; b. Commanders of major service commands, commissioned vessel, CG Station, installation or Head of office of the HPCG Central staff exercise disciplinary authority over uniformed personnel assigned in their respective units; D) The Commandant, PCG exercises original and concurrent disciplinary authority with the abovementioned PCG personnel in paragraphs (C. a and C. b) and at any instance, may take cognizance and direct the CGIAS to assume and take over any ongoing administrative investigation by PCG units concerned.5758 CLASSIFICATION OF OFFENSES and PENALTIES Administrative offenses with corresponding penalties are classified into grave, less grave and minor or light, depending on their gravity or depravity and effects on the PCG organization and the government service. A) The commission of the following grave offenses shall be punishable by Dismissal without Honor from the PCG service: 1. Enlistment Fraudulent: Enlistment procured by means of willful misrepresentation or concealment of a fact in regard to a prior enlistment or discharge, or in regard to a conviction of a civil or criminal offense, or in regard to imprisonment under sentence of a court; 2. Desertion: Any PCG uniformed personnel who, having tendered his resignation and prior to due notice of the acceptance of the same, quits his post or proper duties without leave and with intent to absent himself permanently there from shall be deemed a deserter; or Any PCG Non-officer who, without having first received a regular discharge and absents himself from the PCG service and enlisted in other uniformed service shall be deemed to have deserted the PCG service.; or Any PCG uniformed personnel who quits the organization or place of duty with the intent to avoid hazardous duty or to shirk important service shall be deemed a deserter.

HPCG/CGIAS Circular Nr 05-16, Code of Conduct and Discipline for PCG Uniformed Personnel dated 30 August 2016

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3. Advising or aiding another to desert: Any PCG uniformed personnel who advises or persuades or knowingly assists another to desert the PCG service; 4. Absence Without Leave. Any PCG uniformed personnel who fails to report at the fixed time to the properly appointed place of duty, or goes away from the same without proper leave, or absents himself from his command, guard, quarters, station, or camp without proper leave for more than 60 days; 5. Disrespect toward the President, Vice-President, Congress of the Philippines or Secretary of the Department of Transportation. Any PCG uniformed personnel who shall use contemptuous or disrespectful words against the President, VicePresident, Congress of the Philippines or Secretary of the Department of Transportation; 6. Assaulting or willfully disobeying any Superior PCG Officer. Any PCG uniformed personnel who, on any pretense whatsoever, strikes his superior Officer or draws or lifts up any weapon or offers any violence against him, being in the execution of his office, or willfully disobeys any lawful command of his superior Officer; 7. Insubordinate conduct toward PCG Non-officer. Any PCG Non-officer who strikes or assaults, or who attempts or threatens to strike or assault, or willfully disobeys the lawful order of a PCG Non-officer while in the execution of his office, or uses threatening or insulting language, or behaves in an insubordinate or disrespectful manner toward a PCG Non-officer while in the execution of his office; 8. Quarrels, Frays and Disorders. Any PCG uniformed personnel who 'shall refuse to obey an order or draws a weapon upon or otherwise threatens or does violence to another PCG uniformed personnel who ordered him to part and quell from a quarrel, fray and disorder; 9. Escaping or conspiring to escape from confinement or arrest. Any PCG uniformed personnel found to have been administratively liable under this code maybe held in confinement or arrest. Any PCG uniformed personnel placed in arrest under the provisions of this code shall thereby be restricted to his barracks, quarters, or tent, unless such limits shall be enlarged by the disciplining authority; 10. Releasing without proper authority or allowing escape through negligence or design any PCG uniformed personnel committed to his charge; 11. Willfully or through negligence causing damage or lost of any coastguard property of a value of more than P 6,000; 12. Willfully or through negligence selling, injuring or losing any arms, ammunition, accoutrement, equipment, clothing, or other property issued for use in the Coast Guard service of a value of more than P 6,000; 13. Found drunk on duty. Any PCG uniformed personnel found drunk on duty;

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14. Misbehavior of Sentinel. Any PCG uniformed personnel who is found drunk or sleeping upon his post or who leaves it before properly relieved; 15. Concealing, destroying, mutilating, obliterating, or removing willfully and unlawfully a public property or public record; 16. False swearing or giving of false statements under oath; 17. introducing or using or being in the influence of a narcotic drug into command, quarters, station, or camp; 18. Gross Neglect of Duty; 19. Grave Misconduct; 20. Grossly immoral conduct. A grossly immoral act is one that is so corrupt and false as to constitute a criminal act or an act so unprincipled or disgraceful as to be reprehensible to a high degree; 21. Gross insubordination; 22. Conviction of a crime involving moral turpitude; 23. Falsification of Official Document; 24. Physical or mental incapacity or disability due to immoral or vicious habits; 25. Receiving for personal use of a fee, gift or other valuable thing in the course of official duties or in connection therewith when such fee, gift or other valuable thing is given by any person in the hope or expectation of receiving a favor or better treatment than that accorded to other persons, or committing acts punishable under the anti-graft laws; 26. Soliciting or accepting directly or indirectly, any gift, gratuity, favor, entertainment, loan or anything of monetary value which in the course of his/her official duties or in connection with any operation being regulated by, or any transaction which may be affected by the functions of his/her office. The propriety of impropriety of the foregoing shall be determined by its value, kinship, or relationship between giver and receiver and the motivation. A thing of monetary value is one which is evidently or manifestly excessive by its very nature; 27. Willful defamatory imputation of any and all circumstances which tend to damage or discredit the image and reputation of the PCG organization; 28. Any analogous circumstances or cases not mentioned above.

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B) The following grave offenses shall be punishable by suspension without pay of six (6) months and one (1) day to one (1) year for the first offense and Dismissal without Honor from the service for the second offense: 1. Absence without Leave of not less than 10 days but not more than 60 days; 2. Inefficiency and incompetence in the performance of official duties; 3. Frequent unauthorized absences, or tardiness in reporting for duty, loafing from duty during regular office hours; 4. Drunk and disorderly in command, quarters, station or camp; 5. Knowingly making a false official report or statement; 6. Gambling in a command, quarters, station, or camp; 7. Indecent exposure; 8. Introducing, using or being under the influence of any intoxicating liquor in the command, quarters, station, or camp; 9. Conduct prejudicial to the best interest of the service or of a nature that brings discredit to the PCG organization; 10. Directly or indirectly having financial and material interest in any transaction requiring the approval of his/her office. Financial and material interest ii defined as pecuniary or proprietary interest by which a person will gain or lose something; 11. Owning, controlling, managing or accepting employment as officer, employee, consultant, counsel, broker, agent, trustee, or nominee in any private enterprise regulated, supervised or licensed by his/her office, unless expressly allowed by law; 12. Disclosing or misusing confidential or classified information officially known to him/her by reason of his/her office and not made available to the public, to further his/her private interests or give undue advantage to anyone, or to prejudice the PCG organization or the public interest; 13. Obtaining or using any statement filed under the Code of Conduct and Ethical Standards for Public Officials and Employees for any purpose contrary to morals or public policy or any commercial purpose other than by news and communications media for dissemination to the general public; 14. Recommending any person to any position in a private enterprise which has a regular or pending official transaction with his/her office, unless such recommendation or referral is mandated by (1) law, or (2) international agreements, commitment and obligation, or as part of the function of his/hers office; 191

15. Conduct unbecoming of a PCG uniformed personnel; 16. Failure to observe the Chain of Command in relation to the exhaustion of the remedies provided in this Circular such as but not limited to seeking redress or intervention from political figures, government or non-government agencies for personal gain or interest; 17. Any analogous circumstances or cases not mentioned above: Provided that the Board may likewise recommend the placement of the Respondent eight (8) piles lower in the promotion list in addition to the penalty of suspension in cases involving PCG Officers. Provided further that, the Board may, in lieu of suspension, recommend the reduction /demotion to the immediate or lowest rank/pay grade in cases involving PCG Non-Officers. In no case, however, shall a PCG Non-Officer in a pay grade above NO-4 (PO3) be reduced more than two (2) ranks/pay grades. The penalty of dismissal without honor shall be imposed for the second offense committed by both PCG Officers and PCG Non-Officers.

C) The following less grave offenses are punishable by suspension without pay of one month and one day to six months for the first offense and dismissal without Honor from the service for the second offense: 1. Other cases of Fraudulent Enlistment; 2. Attempting to desert; 3. Entertaining a deserter by any PCG uniformed personnel; 4. Absence without leave of not more than 10 days; 5. Attempting to escape arrest or confinement; 6. Willfully or through negligence causing damage or loss of any Coastguard properly of a value of more than two hundred pesos (P200.00) but less than or equal to six thousand pesos (P6,000.00); 7. Willfully or through negligence selling, injuring or losing any arms, ammunition, accoutrement. equipment, clothing, or other property issued for use in the coastguard service of a value of more than two hundred pesos (P200.00) but less than six thousand pesos (P6,000); 8. Using a provoking or reproachful speech or gesture to another;

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9. Misconduct; 10. Insubordination; 11. Neglect of Duty; 12. Abusing a public animal (CGK9); 13. Allowing a prisoner to receive or obtain intoxicating liquor and/or drinking liquor with a prisoner; 14. Possessing an unauthorized weapon; 15. Discharging a firearm due to negligence; 16. Drunk and disorderly under such circumstances as to bring discredit upon coastguard service; 17. Immoral Conduct. Immoral conduct is conduct that is willful, flagrant or shameless, and that shows a moral indifference to the opinion of the good and respectable members of the community; 18. Willful failure to pay just debts or willful failure to pay taxes due to the government. The term Just debts" shall apply only to: i. Claims adjudicated by a court of law, or ; ii. Claims the existence and justness of which are admitted by the debtor; 19. Failure to submit Statement of Assets and Liabilities (SALN) or submission of SALN with incomplete/ incorrect data in accordance with pertinent Government regulations; 20. Being held administratively liable for commission of acts constituting minor or light offenses for three (3) times, or; 21. Any analogous circumstances or cases not mentioned above: Provided further that, the Board may, in lieu of suspension, recommend the placement of the Respondent four (4) piles lower in the promotion list in addition to the penalty of suspension in cases involving PCG Officers. Provided further that, the Board may, in lieu of suspension, recommend the reduction/ demotion to the next lower rank/pay grade in cases involving PCG NonOfficers

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MITIGATING AND AGGRAVATING CIRCUMSTANCES ln the determination of the penalties to be imposed, mitigating and/or aggravating circumstances attendant to the commission of the offense shall be considered. In relation to the aforementioned, the Board may consider the penalty / penalties imposed by a Commanding Officer for Grave or Less Grave Offenses as mitigating circumstance/s in favor of the Respondent. PENALTY FOR THE MOST SERIOUS OFFENSE If the respondent is found guilty of two (2) or more charges or counts, the penalty imposed should be that corresponding to the most serious charge and the rest shall be considered as aggravating circumstances. DISCIPLINARY POWERS OF COMMANDING OFFICERS The Commanding Officer of any Coast Guard District, Major Service Command, Commissioned Vessel, Coast Guard Station, Installation or the Heads of Office of the HPCG Central Staff, may for minor/light offenses, impose disciplinary punishments upon PCG uniformed personnel of his/her unit/office without the intervention of the PCG Disciplinary Board. A. Investigation Procedures 1. The Commanding Officer shall motu propio, based on reports from the CG-2, receipt of verified reports, complaints, or directive from the Commandant, PCG conduct an investigation of a PCG Uniformed Personnel assigned in his/her unit/office regardless of the nature of the assignment of the said PCG uniformed personnel. For the aforementioned purpose, the CO may designate an Investigating Officer. 2. The Respondent shall be notified in writing of the complaint/report against him/her by the Investigating Officer requiring him/her further to give his sworn statement or submit his/her counter-affidavit/explanation preferably by personal service. Otherwise, service shall be made by registered mail with return card. Within ten (10) days from receipt of the notice, the Respondent shall give his/her sworn statement or submit his counter-affidavit/explanation to the Investigating Officer. 3. The Investigating Officer shall prepare and submit his/her Investigation Report to the CO within ten (10) days after receipt of the sworn statement or counteraffidavit/explanation of the Respondent or the lapse of the ten (10) days period given to the Respondent for the aforementioned purpose. 4. The CO shall approve or disapprove the Investigation Report of the Investigating Officer within fifteen (15) days from the receipt thereof. The Respondent may be furnished a copy of the Investigation Report upon his/her request.

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5. The CO shall immediately submit a copy of the Approved Investigation Report to the Commandant, PCG (Attn: DCS-HRM, CG-1) copy furnished CGIAS for information and reference. B. Light or minor offenses that are under the Disciplinary Powers of Commanding Officers: 1. Failing to report or leaving without permission at the fixed time to the properly appointed place of Reveille, Retreat, Roll Call, Scheduled Duty or Troop Formation; 2. Appearing in civilian clothing without authority; 3. Committing a nuisance. A nuisance is any act, omission, establishment, condition of property or anything else which injures or endangers the health or safety of others; annoys or offends the senses; shocks, defies or disregards decency or morality; obstructs or interferes with the free passage of any public highway or street, or any body of water; or hinders or impairs the use of property; 4. Appearing in unclean uniform, or not in prescribed uniform, or in uniform otherwise in manner prescribed; 5. Disorderly in command, quarters station or camp; 6. Loitering or sitting down on duty; 7. Unclean accoutrement, arm, clothing, equipment, or other coastguard property in his charge; 8. Violation of any office rules and regulations; 9. Simple Misconduct; 10. Non-Support; and 11. Any analogous circumstances or cases not mentioned above. C. Penalties. The Commanding Officer may impose the applicable penalties under the table of authorized maximum punishment for violations of minor or light offenses. Provided that, the Commanding Officer may impose one or more of the said penalties as he/she may deem necessary. D. Effects of Imposition of Penalties for violations of minor or light offenses 1. The imposition and enforcement of disciplinary punishment under authority of this title for commission of light or minor offenses shall immediately be

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executory. The punishment imposed shall form part of the erring PCG uniformed personnel 201 File and Unit Punishment Book. 2. A PCG Officer meted punishment under this title by a Flag rank Officer shall automatically be considered on non-promotable status for a period of one year from the date of the imposition of the punishment. The imposition by a Flag rank Officer of three or more disciplinary punishments during the three years next preceding the consideration for promotion of an erring PCG Officer shall constitute a ground for deferment from promotion of the said erring PCG Officer. 3. A PCG Non-Officer meted punishment under this title by a PCG Officer with a rank of Commander or higher shall automatically be considered on nonpromotable status for a period of one year from the date of the imposition of the punishment. 4. A PCG Uniformed Personnel punished under this title who deems his punishments unjust or disproportionate to the offense may through the proper channel, appeal to the next superior authority, but shall in the meantime be required to undergo the punishment imposed. E. Authority of the Commanding Officer to impose penalties for violations of grave or less grave offenses provided in the herein Code: The Commanding Officer shall have the authority to initially impose one or more penalties provided in the Table of Authorized Maximum Punishment for violations of grave or less grave offenses and immediately implement the same without prejudice to the endorsement/submission of the appropriate Investigation Report to the Commandant, PCG for his/her approval or referral to the CGLS, CGIAS, or PCG Disciplinary Board for review, further Investigation, or disposition of the appropriate administrative case, respectively. RELIEF OR RE-ASSIGNMENT OF RESPONDENT The Commanding Officer may, at his/her option, seek the relief and reassignment of the Respondent during the conduct of the administrative proceeding which shall also not be considered as a penalty. LIMITATIONS UPON PROSECUTIONS No PCG uniformed personnel shall be tried or punished by the PGG Disciplinary Board for any offense committed more than two years from the date of the discovery of the offense. Provided that the absence of the respondent from the jurisdiction of the Philippines shall interrupt the running period prescribed herein.

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The filing of injunction (Temporary restraining Order) cases with the regular courts or tribunal any other delay in bringing an administrative action to the PCG Disciplinary Board caused by the respondent shall be excluded in computing the period of limitations. OTHER LEGAL ACTIONS The Command may further employ or pursue such other civil and criminal actions as provided for under existing laws EFFECT OF DEATH Death of the Respondent during the pendency of the investigation and/or pendency of the administrative case before the PCG Disciplinary Board terminates the administrative case has the effect of exoneration.5859

Figure 50. Table of Authorized Punishments Under Title HPCG/CGIAS Circular No. 06-16 dated 30 August 2016 (Guidance and Procedures on Disposition of Violations of Code of Conduct and Discipline for PCG Uniformed Personnel) 58

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Standards of PCG Professionalism

Reference: HPCG/CGIAS Circular Nr 05-16 dated 30 August 2016 (Code of Conduct and Discipline for PCG uniformed personnel) Standards of PCG Professionalism All PCG Uniformed Personnel shall observe the following as guidelines in the discharge of their official duties: 1. Loyalty All PCG uniformed personnel shall pledge loyalty only to the Republic of the Philippines, the Constitution, PCG organization and to the people at all times. They shall obey the duly constituted authorities of the Republic of the Philippines, abide by the laws, legal orders, good morals, good customs, and promote order and public security and safety. 2. Competence All PCG uniformed personnel must possess the knowledge, skills, physical attributes, and character traits necessary and indispensable for the outstanding performance of duty and accomplishment of the PCG mandates. 3. Ethics The PCG, as an Organization, is part of the Filipino society. Hence, every PCG uniformed personnel must observe and conform to the accepted principles of right conduct being observed in the said society. Among these principles of right behavior are: honesty; justice; truthfulness; and concern for others. Honesty should be practiced in all dealings with other PCG uniformed personnel as well as with the general public. All PCG uniformed personnel shall render service to everyone regardless of their status in life. Their word is taken on face value because they are supposed to trusted public servants. They should show concern for the well - being of others to include maritime offenders who have surrendered or have been apprehended. They should be trusted stewards of PCG resources under their care. 4. Morals Man is a rational and moral being who is given the capacity to determine and do what is right and recognize what is wrong and avoid it. In a society, there are accepted practices, customs and traditions which are necessary to maintain proper order and good relations. Accordingly, it is therefore expected from all PCG uniformed personnel to respect their superiors, peers, and subordinates. They must be faithful to their oath as PCG Uniformed Personnel to serve the country above self. When married, they must be faithful and true to their vow of fidelity to their respective wife/husband. They must not only protect their personal honor but that of others as well. Transparency and 198

openness must characterize the dealings/transactions of all PCG uniformed personnel. However, they must keep in mind that there are certain matters/information which must be safeguarded because they involve the security of the state. Unprofessional Acts Behaviors that fall short of the professional standards set forth in the Circular are considered unprofessional acts. Specifically, the following constitute offenses falling under this category: 1. Acts of Disloyalty Acts or omissions of a PCG uniformed personnel betraying faith, duty, and commitment to God, country, people, Constitutional Government, PCG chain of command, unit or office, and its mission. The following are examples: a. Any form of cowardice, desertion or abandonment of post, duty; b. Absence without leave and with the intent not to return for any reasons or advising, aiding a deserter to commit such acts, or entertaining him without informing the latterâ&#x20AC;&#x2122;s Commander or unit, such as: when a PCG uniformed personnel, who having tendered his/her resignation and prior due notice of its acceptance, quits his/her post or duties without leave and with intent to absent himself/herself permanently; c. When a PCG uniformed personnel, without first having received a regular discharge, joins other law enforcement agencies, enlist in the Armed Forces of the Philippines or in any foreign armed forces; d. When he/she quits his/her organization or place of duty with the intent to avoid hazardous duty or to shirk from important service or abandons his/her post; or advices or aids another to desert, or entertains a deserter; e. Contempt or disrespect by words or deeds towards the President and appropriate civilian authorities, oneâ&#x20AC;&#x2122;s superior PCG Officers or Non - officers, such as when one uses contemptuous or disrespectful words; f. Behaves with disrespect or neglects customary salute; g. Exhibits undue familiarity, marked disdain, indifference, insolence, or impertinence; h. Displays other rudeness in the presence of a senior PCG Officer or Non - officer; i.

Commits character assassination;

Bypasses chain of command or usurps/deprives authority;

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k. Prevents senior PCG Officers or Non â&#x20AC;&#x201C; officers in the lawful exercise of their functions without reasonable justification; l.

Strikes a senior PCG Officer or Non - officer; draws or lifts any weapon or offer any violence against the aforementioned;

m. Willfully disobeys any lawful command of a senior PCG Officer or Non - officer; n. Actually strikes or assaults or attempts or threatens to strike or assault a senior PCG Officer or Non - officer; o. Uses threatening or insulting language; behaves in an insubordinate or disrespectful manner toward a senior PCG Officer or Non - officer; p. Any attempt to create, or participate in any violent action against the duly constituted government, or its subdivisions, agencies and instrumentalities, or engaging in any mutiny or sedition, such as when one conspires and proposes to commit treason; misprision of treason; coup - de - etat; attempts to create a mutiny or sedition; begins or joins in a mutiny or sedition; causes or excites a mutiny or sedition; q. Giving or attempting to give aid, protection, comfort, information, or any form of support to the enemy or his allies or fronts, such as when one relieves the enemy with arms, ammunitions, supplies money or other things; knowingly harbors or protects an enemy; corresponds with the enemy; discloses classified information; causes a prisoner to escape through design; or espionage; r. Refusal to execute duty or take appropriate action during times of crisis such as siege, uprising, mutiny and similar occurrences for a perceived personal advantage; and s. When a subordinate compels or attempts to compel a commander to

surrender, refuses to obey or to do his duty or to participate in any measure of defense.

2. Acts of Incompetence Refer to the lack of the required knowledge, skills physical attributes and character traits necessary for the adequate performance of duty and accomplishment of the PCG mandates. The following are examples: a. Failure to attain the minimum passing grade in any PCG training and education program; b. Inability to meet the physical, medical, mental, and moral fitness test requirements of the service;

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c. Apathy, indifference, half-heartedness towards duty or the imprudent or negligent execution thereof, such as: 1. Failure to report on time to the properly appointed place of duty; leaving one's place of duty without proper leave; 2. Absenting oneself from one's unit, guard, quarters, station, or camp without proper leave; 3. Failure to do one's utmost to suppress mutiny or sedition; refusal to receive or keep a prisoner committed to his charge; 4. Misbehaving before the enemy; 5. Running away from the enemy; 6. Shamefully abandoning or delivering up any command/unit; 7. Endangering the safety of any command by any misconduct, disobedience, or neglect; 8. Speaking words inducing others to misbehave, run away or abandon or deliver up or colors to plunder or pillage; 9. Causing false alarms; 10. Refusing to engage the enemy in combat; 11. Displaying acts of cowardice; 12. Making known the watchword/password/countersigns to persons not entitled to receive it; 13. Giving a watchword/passwords/countersigns to persons not entitled to receive it; 14. Giving a watchword/password/countersign different from that that received; 15. Neglecting to secure captured property; 16. Wrongful appropriating captured property; 17. Failure to turn over such property without delay when the same comes to his possession; 18. Selling or wrongful disposing of PCG property; 19. Being drunk on duty;

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20. Misbehaving as sentinel; 21. Committing any kind of depredation or riots; 22. Committing any wastes or spoiling; 23. Willfully destroying PCG or other Government property; 24. Refusing or omitting to see reparations made; 25. Using reproachful speech or gesture; 26. Using provoking speech or gesture; 27. Disorders and neglects prejudicial to good order and PCG discipline; 28. Conduct of a nature bringing discredit upon the PCG service; 29. Disregard of policies, regulation or directives; 30. Bypassing the chain of command; 31. Improper display of insignia, awards and decorations; 32. Disregard of PCG customs and traditions; 33. Dereliction and negligence of duty; 34. Malingering or allowing a prisoner to escape through neglect; 35. Refusing or willfully neglecting to deliver over an accused person; and 36. Refusing or willfully neglecting to aid officers of justice in apprehending and securing an accused person. 3. Unethical Acts Refer to all acts omission which deviate from established and accepted ethical and moral standards of behavior and performance as set forth in this Circular. The following are examples: a. Directly or indirectly engaging outside employment or business sidelines using government time, unless authorized by proper authority; b. Arrogance in words, ways and deeds including, but not limited to, unnecessary use or display of fire arms or uniforms or unwarranted assertion of rank, position or authority;

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c. Allowing any wrong doing or irregularity in the PCG service or refusing or failing to take action thereon or to report same to the appropriate authorities; d. Occupying other positions in concurrent capacity to obtain influence, privileges, honoraria and other benefits incidental to said position; e. Lobbying for any favor, including but not limited to promotions, assignments, positions and other privileges personally or through other persons; f. Any act of circumventing PCG rules, regulations, circulars, directives for purposes of recruitment, promotion, schooling, assignments or awards and decorations to the damage or prejudice of any applicant or PCG uniformed personnel committed by any member of a board, committee or office, created for the purposes mentioned; g. Allowing/tolerating spouses and dependents to interfere/meddle in official functions; h. Fornication (i.e., Adultery, Concubinage, Homosexuality, Pedophilia, and etc);

Lesbianism,

Engaging in vices including but not limited to excessive gambling, womanizing excessive drinking of intoxicating liquor, use of prohibited drugs and the like;

Sexual Harassment is defined as: influencing or threatening the career, pay or job of a person in exchange for sexual comments, gestures or physical contact of sexual nature in a work-related environment;

k. Forum shopping â&#x20AC;&#x201C; Filling of similar case/complaint in different judicial tribunals, administrative boards, and investigative agencies resulting to the disregard of PCG Chain of Command; and l.

Unauthorized airing of grievances/seeking to redress grievances â&#x20AC;&#x201C; Directly or indirectly seeking redress of grievances through the use of tri - media that will destroy the image of the PCG.

4. Corrupt Acts All acts or omissions described and characterized as crimes against public interest, public morals, property, chastity, civil status of persons, and honor under the pertinent provisions of the Revised Penal Code of Conduct and Discipline and those specifically mentioned in Republic Act No. 3019 (Anti â&#x20AC;&#x201C; Graft and Corrupt Practices Act) and Republic Act No. 6713 (Code of Conduct and Discipline of Conduct and Ethical Standards for Public Officials and Employees), other special penal laws, rules and regulations, and this Circular which involve dishonesty, injustice and immorality, committed by any PCG uniformed personnel in connection with his/her office, position, rank, or influence to obtain material gain or personal interest or advantage, causing damage to any party including the government. The following are examples:

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a. Any form of conversation, sale, application or use of government funds or properties other than what they are intended for including, but not limited to POL allocations, firearms, ammunitions, and other supplies; b. Any form of manipulation of unit or individual funds including, but not limited to maintenance and operating expenses (MOE), project money, pay and allowances, remittances to GSIS, PAG - IBIG and the like; c. Any participation in or toleration of rigged bidding; d. Falsification/alteration of records/documents to justify unwarranted acquisition or disposal sale of government equipment to favor any party including himself; e. Allowing tolerating spouses and dependents or dummies of PCG uniformed personnel to deal or participate in any form of transactions with the PCG including but not limited to biddings and the like; f. Utilization/disposition/employment of PCG Uniformed Personnel including but not limited as family/personal drivers, houseboys, security guards and the like; g. Utilization/disposition/employment of PCG material resources for personal/family use including but not limited to vehicles, office supplies, POL products and the like; and h. Receiving/accepting/demanding or insinuating to receive gifts in any form on any occasion.59

Legal Ethics, Rex Bookstore (2004)

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Code of Ethics

A written set of guidelines issued by an organization to its workers and management to help them conduct their actions in accordance with its primary values and ethical standards. R.A. No. 6713 - An act establishing a code of conduct and ethical standards for public officials and employees. It is the policy of the State to promote a high standard of ethics in public service. Norms & Conduct of Public Officials and Employees: •

Commitment to public interest- always uphold the public interest over above personal interest.

•

Professionalism - perform and discharge their duties with the highest degree of excellence, professionalism intelligence and skill.

•

Justness and sincerity - shall remain TRUE to people at all time shall not discriminate against anyone especially to the poor and under privileged.

•

Political Neutrality - shall provide service to everyone without unfair discrimination & regardless of political affiliation or preference.

•

Responsiveness to the public - shall extend prompt, courteous and adequate service to the public.

•

Nationalism and Patriotism - at all times be loyal to the Republic and to the Filipino people.

•

Commitment to Democracy - commit to the democratic way of life and values, maintain the principle of public accountability and manifest the deeds the supremacy of civilian authority over the military.

•

Simple Living - shall lead modest lives appropriate to their positions and income.

Duties of Public Officials & Employees •

Act promptly on letters and requests

•

Submit annual performance reports

•

Process documents and papers expeditiously

•

Act immediately on the public’s personal transaction

•

Make documents accessible to the public

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Prohibited Acts and Transactions •

Financial and Material Interest

•

Outside employment and other activities related thereto

•

Disclosure and/or misuse of confidential information

•

Solicitation or acceptance of gifts

Statements and Disclosure •

SALN

•

Identification and disclosure of relatives

•

Accessibility of the documents

Divestment - A public official or employee shall avoid conflicts of interest at all times. The requirement of divestment shall not apply to those who serve the government in an honorary capacity, laborers & casual or temporary employees. Penalties •

Fine not exceeding one (1) year or removal depending on the gravity of the offense;

•

Imprisonment not exceeding five (5) years or a fine not exceeding five thousand (Php 5,000.00) pesos or both;

•

Dismissal from the office;

•

Private individuals who participates in conspiracy as co-principals, accomplices, or accessories is subject to the same penal liabilities.

Exercise Evaluate the behavior or conduct of the public official in the following cases according to the seriousness of the act or omission using the scale: SCALE 3 - VERY SERIOUS actuation & should be dealt with fully & severely; 2 - LESS SERIOUS actuation but cannot be tolerated or justified; 1 – NOT SO SERIOUS and can be tolerated and justified to some extent; 0 – NOT BAD at all but NOT GOOD either • Form a group of 10 and come up to a consensus rating. • Try to identify other circumstances not mentioned that would affect the rating in each case. • Make a short presentation of the result of your group discussion

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SCENARIO/ SITUATION 1. Refusing or neglecting directive to respond to an emergency relief operation due to a pre-arranged family vacation trip. 2. Accepting an expensive bottle of wine from the widow of public officer after facilitating the release of her husband’s death benefits. 3. Falling in line in the bundy clock/ biometrics 15mins before 5pm. 4. Accepting Php 5,000.00 commission from a supplier. 5. Giving Php 150.00 to a traffic enforcer. 6. Bringing home 2pcs of bond paper for your child’s homework. 7. Using printer in the office to print important emergency but personal document. 8. Dropping off a family member on the way to office/ school using gov’t vehicle. 9. Giving job to a Kumpare’s nephew who is not qualified for a job. 10. Delaying assistance to barangay constituents that are known supporters of the other party last elections. 11. Selling Tupperware, chorizo, cosmetic products or other items in the workplace. 12. A high ranking official was given a computer including a printer for his personal use by the contractor who won the bid to supply computers. The bidding process was fair and above board. Public Office as a Public Trust A- ccountable to the people S- erve them with utmost responsibility, integrity, loyalty and efficiency A- ct with patriotism L- ead a modest life

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PART III. INTRODUCTION TO LEADERSHIP

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Understanding About Leadership

What is Leadership? Leadership is a process whereby a person influences a group of people to achieve an established or common goal.6060 Factors of Leadership •

Leader The person who takes charge and directs the group’s performance, regardless of what their title may be referred to as an owner, a manager, a VP or any other title that comes power and responsibility.

•

Follower These are the people who follow the leader’s direction on tasks and projects obviously the people who are being led. Generally, these will be employees of the company in question. Most commonly, the followers for a specific manager fall within a group or division of the company. The performance that the leader is able to coax out of the followers will largely be responsible for the outcomes that are achieved.

•

Context The context refers to the circumstances under which the leader is managing his or her team. Whether it is a project that will run for predetermined length of time, or simply employees working on a day basis, the context of leadership plays an day to day basis, the context of leadership play an important part in what style of management is going to be most successful.

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Outcomes A portion of the puzzle refers to the results of any project or task that has been worked on by the followers under direction of the leader. Outcomes could be reaching a particular goal, developing a high-quality product, or resolving a customer service issue. They can also include things like improved trust and respect between the leader and followers, or higher team morale.

Figure 51. The Leadership Process

Peter Guy Northouse, Leadership Theory and Practice Fifth edition (1997)

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The model was developed by Randall B. Dunham and Jon Pierce and was published in their 1989 book “Managing” ➢ The model shows the relationship between four keys factors that contribute to leadership success or failure. ➢ Leadership is complicated and sometimes messy, but the Dunham Pierce Leadership Model does a good job of highlighting the key points and identifying how they all affect one another. ➢ For the leader who is trying to keep a variety of different interests happy throughout the term of a project, this model can help to sort things out and keep them moving in the right direction. Accordingly, the model can also help you understand: ➢ How your actions as a leader influence your followers, depending on the context and the outcome. ➢ How your followers influence you. ➢ Essentially, everything affects everything else. In a very real way, negative actions feedback to negatively affect future performance, and positive actions improve future performance.6161

Randall B. Dunham & Jon Pierce, Managing (1989)

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Principles of Leadership

Are the set of actions or guiding beliefs that leaders can implement to move them toward success. The core principles of leaderships are the key components of successful leaders. Below are the seven (7) principles that every leader, at every level, should know. Great leadership begins with the person, not the position. 1. Know Yourself and Seek Self Improvement Evaluate and recognize yourself by using the leadership traits and determine your strengths and weaknesses with a knowledge of yourself, your experience and knowledge of group behavior. You can determine the best way to deal with any given situation. Strive to develop desirable traits of a leader. You can improve yourself in many ways. 2. Be Technically and Tactically Proficient You must demonstrate your ability to accomplish the mission and to do this you must be capable of answering questions and demonstrating competence. The first principle is to know your job thoroughly, you must possess not only specific knowledge of its details, but also broad general concerning its area of interest. You should be competent in tactical operations and training as well as in the technical and administrative aspects of your duties. Before you can lead, you must be able to do the job 3. Know Your Men and Look Out for their Welfare You should know your men and have a better understanding of how your subordinates reacts and function under various conditions. Have an effort to observe them, become personally acquainted with them, and recognize their individual differences. Knowledge of you menâ&#x20AC;&#x2122;s personalities will enable you, as a leader to decide how to best handle each individual and determine when close supervision is needed. Your menâ&#x20AC;&#x2122;s desire to satisfy certain needs is the basis for their behavior. 4. Keep your Men Informed To promote efficiency and morale, a leader should inform the men in his unit of all happenings. Inform your men and give reasons why things are to be done. The well informed soldier normally has a better attitude towards the leader and the unit as a whole. The key to giving out information is to be sure that the men have enough information to do their job intelligently and to inspire their initiative, enthusiasm, loyalty and convictions. The individual who knows the situation and his mission is more effective than one who does not. 5. Set the Example As a leader your duty is to set the standards for your men by personal example Your individual appearance, attitude, physical fitness and personal example are all watched by the men in your unit. It must bring forth from your subordinates the respect, pride and a desire to meet the standards you set. If your personal standards are high, then you can rightfully demand the same for your men. If your personal standards are not high, you are setting a double standard for your men and you will rapidly lose their respect and confidence. Remember your men reflect your image. Leadership is taught by example. 211

6. Ensure the Task is Understood, Supervised and Accomplished You must communicate your instructions in a clear and concise manner. Be sure they understand and supervise to make sure the order is promptly executed. Any Commander who fails to make proper use of his staff and subordinates in accordance with their capabilities demonstrates a fundamental weakness in leadership ability. Men will respond more quickly to orders which are clear, concise, and easily understood. Allow subordinates to use their own techniques and then periodically check their progress. 7. Train your Men as a Team It is your duty to develop teamwork through training of your command. Teamwork is essential from the smallest unit to the entire organization. The military organization involves many different arms and services, all working together as a team toward a common goal. Each member must understand where he fits into the team. The Commander who emphasizes the development of teamwork while training his command will usually obtain the desired level of unit proficiency. Effective teamwork requires a high degree of morale, esprit de corps, discipline, and proficiency.6262

Department of the Army Field Manual: Military Leadership, (November 1954)

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Leadership Techniques

Methods that a leader employs to highly motivate and develop self-reliant and extremely productive employees: ➢ The aspects of leadership are interconnected in one way or another. The actions of the leader will affect the followers. ➢ The approach of the leader always have an unexpected results/outcome. ➢ Apply the following eight leadership techniques to create highly motivated, selfdirected and extremely productive followers ➢ Orienting on goals ➢ Communicate effectively ➢ Ask the employee ➢ Be authentic Orienting on Goals Starting a project’s main goals or objectives in writing provides the leader with a foundation and point of reference from which to direct and manage others. This technique allows the leader to orient his employees to the task at hand, create realistic expectations and prevent them from straying to topics or tasks that have no bearing on the desired result. It further allows each employee to devise personal project objectives that are focused and support the established goals. Communicate Effectively Speaking and writing in a direct and candid manner, letting others know exactly what is needed from them and where they stand. Taking the time to briefly explain why a request is being made, putting the request, decision or comment into a relatable context and showing the employee why the decision is important to the overall goals and objectives of the project is a technique that can pave the way to a well-rounded solution or thoughtful response. Ask Employees Asking employees to put in writing what they need to be successful in completing a project and coming to an agreement about how you will meet their request can build trust. Leaders who give employees exactly what they need can effectively reduce extra work, reduce employee’s excuses and build strong relationships with the employee. These techniques places responsibility squarely on the shoulders of the employees holds them accountable and encourages them to commit to a task or project.

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Be Authentic Leaders who share personal experiences and discuss lessons learned to create a more authentic and approachable persona for employees to interact with. Putting forth an authentic leadership style, is a technique that creates an atmosphere of open sharing and support. Participate in team building exercises, company events and a quick response to employee concerns is part of being an authentic leader.

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Types of Leadership

A manner and approach of providing direction, implementing plans and motivating people. It includes the total pattern of explicit and implicit actions performed by their leader. Autocratic An autocratic leader is work centered or leader-centered. He concentrates all the authority and all the decision-making powers to himself. He tells his or her subordinates what to do and how to do it, without getting their advice. This type of leader takes and assumes full responsibility for decision making, for initiating action and for directing, motivating and controlling his subordinates. Autocratic leader may think that he is the only competent. Democratic The leader includes one or more subordinates in the decision-making process but the leader normally maintains the final decision-making authority. Involves the leader including one or more employees in the decision making (determining what to do and how to do it). However, the leader maintains the final decision-making authority. Using this style is not a sign of weakness; rather it is a sign of strength. Using this style is of mutual benefit as it allows them to become part of the team and allows you to make better decisions. Laissez-faire The leader allows his subordinates to make the decisions, however, the leader is still responsible for the decisions that are made. This is used when subordinates are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything you must set priorities and delegate certain tasks. This is not a style to use so that you can blame others when you fully trust and have confidence in the people below you. Do not be afraid to use it, however use it wisely. Participative This type of leadership does not centralize the decision-making authority with themselves rather, they relay it to their subordinates. Though ultimate responsibility continues to vest with the leaders, they take all decisions in consultation with their subordinates. The subordinates thus develop a sense of involvement in the decisionmaking process and contribute more positively towards the group goals. Consultative This type of leadership is most likely to succeed. The subordinates put their heart in their work when their views and opinions are respective and their ego is satisfied thereby. Where other fail, this method can succeed in rising the morale of the workers. They listen to their viewpoints and understand the forces which have worked behind decisions.

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Paternalistic Under this management style the leader assumes that his function is fatherly or paternal. The leader guides and protects his subordinates as member of his family. As the head of the family he provides his subordinates with good working conditions and fringe benefits. Bureaucratic The leader’s behavior is characterized by a high degree of reliance on rules, regulations and procedures to which both he and his subordinates subscribe. As a result, the process of administration is reduced to a series of routine actions. The rules specify the obligations of the subordinates and enjoin upon them to do particular things in specific ways. The rules serve as a specification of the minimum level of acceptable performance. It is possible for workers to remain apathetic, for they know just how little they should do to remain secure in their jobs. Manipulative This style of leadership is based on the belief that subordinates are persons who should be manipulated by the leader so that his goal may be attained. The subordinates know that they are being manipulated therefore become resentful and bitter. Expert This is an emerging style of leadership resulting in past form to complexity of modern organizations. The basis for expert leadership is the individual leader’s knowledge and ability; and he assumes the role of the leader regardless of his age, sex, physical or other attributes. It depends largely on the approximate skills and the needs of other in a situation with any change in a particular situation. STYLE Autocratic – This is where the leader makes all decisions. There is little to no discussion with workers who are just expected to obey orders Democratic – This is where the leader discusses plans with workers who can influence decisions Laissez Faire – from the French meaning leave to do. The leader will decide upon the objectives and leave the workers to achieve them

ADVANTAGES - Quick decision making. Good in crisis situation - Good if the leader makes the right decisions - Some workers need strong direction

DISADVANTAGES - Workers may feel demotivated - Workers may have experience and ideas that may benefits the business

- Workers may feel motivated and committed as their ideas have been heard - May benefits from workers ideas and skills - If workers are independent and motivated it may be appropriate

- Slower decision making - May not be appropriate if decisions need to be made quickly - Workers may lack direction - Workers may take advantage - May not suit to all workers

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Consultative – This - The participation in method can succeed in management raises the raising morale of the productivity of job workers satisfaction among subordinates. - Morale and discipline are maintained at high level. Paternalistic – this - Assume that workers will was admirably work harder out of successful in Japan gratitude with her peculiar social background

Bureaucratic – this style of leadership fosters worker apathy

Manipulative – leaders of this style often give the illusion of reward and are thus motivated for short periods. Expert- Leaders must be looked up by group members as an expert who must continuously demonstrate his expertise in order to maintain his position as a leader.

- It results into great waste of time. Decisions are taken after long discussions and exchange of ideas; hence decision making is delayed.

- This is unlikely to work with mature adult leaders many of whom do not like their interest to be looked after by a “good father” instead of gratitude it might generate antagonism and resentment in the subordinates. - Rules make it possible for workers to indulge in activity without participation, they enable them to work without being emotionally committed to work. - Leaders is sensitive about - Personal goals are reached by the needs and desires of a manipulation of subordinates subordinates.

- The perception of group members ensures that the leader’s talent and expertise are joined with the needs of the situations.

- Leadership skills are transferrable. The expert leader could be effective in one situation but may really be a bomb to another.6363

Peter Guy Northouse, Leadership Theory and Practice Fifth edition (1997)

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Vision Setting

An organized perception is an ability to formulate a clear image of the aspired future of an organization’s unit. The vision statement should be concise and easy to remember so it’s easy for everyone in the organization to focus on the concept. When the team is focused on the vision, the activities are automatically directed towards achieving it. Big picture ideal of what the organization wants to achieve vision, defined an organized perception or phenomenon; the ability to formulate a clear image of the aspired future of an organization unit. Vision is setting what you want to achieve; mission is on how you will fulfill the vision; core values is on what you will do while in the process of achieving the vision. ➢ The leader has the capacity to create vision of the group ➢ His styles and techniques are material for the group to fulfill the vision ➢ Vision can be translated into mission statement and core values Characteristics of Vision setting ➢ ➢ ➢ ➢

Goal Difficulty Goal Specificity Feedback Participation

Six Steps of Vision Setting Step 1 – Vision The first step in setting goals and priorities is to personally develop what the organization should look like at some point in the future. Step 2 – Goals The second step involves establishing goals, with the active participation of the team. Goals are also stated in measurable terms, but they are more focused. For example, "The organization must reduce transportation costs." This establishes the framework of your vision. Step 3 – Objective Definable objectives provide a way of measuring the movement towards vision achievement. This is the real strategy of turning visions into reality. It is the crossover mechanism between your forecast of the future and the envisioned, desired future. Objectives are stated in measurable terms such as, “By the end of the next quarter, the 218

Leadership Doctrine Development Center (LDDC) will publish the three (3) Manuals for Leadership Courses. Step 4 – Task The fourth step is to determine the tasks. Tasks are the means for accomplishing objectives. Tasks are concrete, measurable events that must occur. Step 5 - Timelines This step establishes a priority for the tasks. Since time is precious and some tasks must be accomplished before another can begin, establishing priorities helps your team to determine the order in which the tasks must be accomplished and by what date. Step 6 - Follow-up The final step is to follow-up, measure, and check to see if the team is doing what is required. This kind of leader involvement validates that the stated priorities are worthy of action. For the leader it demonstrates her commitment to see the matter through to a successful conclusion. Points in Setting Vision ➢ ➢ ➢ ➢

Realistic and attainable Improve the organization As many people involve A process should be developed to achieve each goal

When setting goals, keep these points in mind: a. They should be realistic and attainable. b. They should improve the organization (morale, monetary, etc.). c. As many people as possible should be involved in the goal-setting process (they will feel a sense of ownership that will drive them to achieve it). d. A process should be developed to achieve each goal. 6464

Simon Sinek, Leaders eat Last (2014)

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Developing Leadership Skills

Leadership in Service in a Social Environment A leader who is servant first, begins with the natural feeling that “one wants to serve, to serve first.” The service leadership concept is based on the philosophy of servant leadership. Leadership in Service is Based On ➢ ➢ ➢ ➢

Having a vision Promoting the values of the profession Motivating and stimulating the group A leader is able to facilitate change

Choosing Service Over Self-interest True leadership is and has always been a selfless action. It involves taking yourself out of the picture and considering the needs of others. In reality, true leadership is and has always been a selfless action. It involves taking yourself out of the picture and considering the needs of others. It is a way of thinking that takes other people into account even when your own needs are pressing. It asks what is right or best in the wider interest ➢ Leaders who exhibited the proper kind of custodianship ➢ Custodianship - a leader who has sought service over self-interest Service-based-Leadership ➢ Recreate your culture ➢ Refocus your priorities ➢ Reclaim your purpose ➢ Recreate your culture ➢ If you are going to recreate your current culture and transform it into a servicebased leadership culture, you must change your point of view. ➢ Refocus your priorities ➢ Fundamental shifts in attitudes and actions. This is characterized by making sure that your core values are clear to everyone within your organization and practiced with everyone outside of it. ➢ Reclaim your purpose ➢ What is the true meaning or purpose behind what you do? The secret of service-driven leadership is found in your purpose.

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Leadership Development It is an organization’s most effective tool to advance an ambitious strategic agenda. Expands the capacity of individuals to perform leadership roles within organizations. Leadership roles are those that facilitate execution of a company’s strategy through building alignment, winning mind share and growing the capabilities of others. Ways to Develop Leadership By Learning Through Experience Experience is supposed to be the great teacher. It is always rather amusing to see a resume where someone talks about having “ten, fifteen or twenty years of experience.” However, experience by itself does little to enhance understanding or developing leadership skills. Learning Through Education and Training There is an old saying which goes, “Those who can do. Those who can't do, manage. Those who can't manage, consult. Those who can't consult, teach.” Having depth in the knowledge base is extremely important. While reading and taking classes is an extremely important aspect of learning, we are only typically learning knowledge is not always enough. As many of us have discovered, college does wonders to improve both selfdiscipline and self-motivation; but does little to develop tangible job skills, such as leadership skills or human relations skills. Combining Theory, Practice and Application Our preferred method for developing leadership skills combines both theories with experience; concept and application; concepts with behavior. The aim is to use theory in the real world and then learn from experience by evaluating what went right and what could go better. When done properly, this is an extremely powerful learning mechanism. Strategies in Developing Leadership Skills •

Communicate Effectively Effective communication is dialogue, barriers are created by speaking down to people asking closed questions that elicit yes or no answers, using excessive authority, and promoting a culture that depends on unanimity. If your focus is winning the argument or if you react defensively to criticism, you’ll create fear of openness and hinder the organization’s growth. Steps to effective communication: ➢ Listen actively - Ask open questions. Be genuinely interested in what others say. ➢ Thank people for their openness - stress how much you value it even if you don’t like specifically what is being said ➢ Point to areas of agreement before jumping on areas of disagreement - This reduces defensiveness; members wont fear being “attacked.” ➢ Set aside your authority to create an atmosphere of partnership to reduce fear in group members. 221

➢ Promote a culture of constructive dissent though not to the point of paralysis. ➢ Portray disagreement as simply a difference of opinion. Get rid of the “I’m right, you’re wrong” attitude. •

Encourage enthusiasm and a sense of belonging ➢ Friendliness - Others will be more willing to share ideas if you’re interested in them as people too. ➢ Understanding - Everyone makes mistakes. Try to be constructive, tolerant and tactful when offering criticism. ➢ Fairness - Equal treatment and equal opportunity lead to equally good effort formal group members. ➢ Integrity - Members will take tasks more seriously if you show that you’re more interested in group goals than your own personal gain.

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Keep everyone working towards agreed upon goals ➢ Remind everyone of the group’s purposes from time to time. It’s easy to become too narrowly focused and lose sight of the larger goals. ➢ Provide encouragement and motivation, by showing your appreciation for good ideas and extra effort. ➢ Harmonize differences and disagreements between group members by stressing compromise and cooperation. ➢ Involve everyone in discussions and decisions, even if asking for opinions and ideas means a longer discussion.

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Get to know the people around you ➢ Everyone has different abilities, wants, needs and purpose in life. To get along with others and get results, you need to get to know them. ➢ Interact with group members as often as possible. The only way to get to know someone is through direct personal contact. ➢ Become familiar with every member of your group. Take note of each person’s unique qualities and characteristics.

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Treat others as individuals Put your knowledge and understanding of each group member to work ➢ Be aware of expectations - Everyone expects something different: recognition, a chance to learn, a chance to work with other people, etc.

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➢ Be creative - A repetitious routine can cause boredom. A successful leader thinks of new and better approaches to old ways of doing things. ➢ Provide rewards - Recognition by the group is a source of personal satisfaction and positive reinforcement for a job well done. ➢ Delegate responsibilities - If everyone shares the work, everyone can share pride in the group’s accomplishments. Let each member know what is expected of him/her, available resources, deadlines, etc. •

Accept Responsibility for getting things done ➢ Take the initiative - Why stand around and wait for someone else to get things started? Set an example. ➢ Offer help and information - Our unique knowledge and skills may be just what’s needed. ➢ Ask for advice - Ask for advice if you need it. This will encourage group involvement and help accomplish group goals. ➢ Make things happen - By being decisive, energetic, and enthusiastic, you can and will help get things done! ➢ Know when and how to say “no” - If your time and resources are already committed, turn down extra tasks, but do it nicely.

Problem Solving in a Step-by-step Way Whether you are faced with a decision to make or a conflict to resolve, following a logical approach will help. ➢ State the problem as simply and clearly as possible. ➢ Gather all relevant information and available resources. ➢ Gather as many ideas or solutions that you can think of (with others if possible). ➢ Evaluate each idea or solution and choose the best one. ➢ Design a plan for using your idea or solution. Include a timetable, assigned roles, and resources to be used. ➢ Follow up on your plan by asking if your idea worked and if not, determine why it did not.

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Challenges and Issues in Leadership

Challenges is the situation of being faced with something that requires great mental or physical effort in order to achieve successfully and therefore tests a person’s ability. CHALLENGES are the critical tasks, problems and issues requiring action. CHARACTERISTICS are the qualities, competencies and skills that enable us to contribute to the practice of leadership in challenging situations. CONTEXT is the ‘on-site’ conditions found in the challenging situation. Six Leadership Challenges •

Developing managerial effectiveness: the challenge of developing the relevant skills such as time-management, prioritization, strategic thinking, decision-making and getting up to speed with the job to be more effective at work. “Workload is very challenging at times. Lots of different critical projects and activities going on with limited resources in the group. Juggling priorities is always at the forefront.” - Manager from the U.S.

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Inspiring others: the challenge of inspiring or motivating others to ensure they are satisfied with their jobs and working smarter. “To motivate a group of 70 staff who had been working with the organization for more than 10 years. Some of the staff have been in the same position without promotion for more than 6 to 8 years,” - Singaporean Manager

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Developing employees: the challenge of developing others, including mentoring and coaching. “Qualify my direct reports to fill in for me in the tasks previously done by myself, mainly on two fronts, 1st to develop their business knowledge and sense of perfection which will, 2nd, help them gain their team members’ trust and dedication.” - Egyptian manager.

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Leading a team: the challenge of team-building, team development and team management. Specific challenges include how to instill pride in a team or support the team, how to lead a big team and what to do when taking over a new team. “Creating a really collaborative team in a newly established unit.” - Spanish Manager

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Guiding change: the challenge of managing, mobilizing, understanding and leading change. Guiding change includes knowing how to mitigate consequences, overcome resistance to change and deal with employees’ reaction to change. “Leading the organization through a business-wide transformation program as part of the executive team. This involves the consolidation of product offerings, driving customer centricity, well-managed agendas, substantial outsourcing and headcount reduction.” - U.K. Manager 224

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Managing internal stakeholders and politics: the challenge of managing relationships, politics and image. This challenge includes gaining managerial support and managing up and getting buy-in from other departments, groups or individuals.6565

Common Leadership Issues •

Lack of alignment around a common vision Sometimes people do not understand the goals, and more importantly, the reason that achieving the goals is important. We see this often in complex organizations with many moving parts: the marketing group is working to their acquisition goals, the event production team is working to their event metrics, and the IT department is working towards technology goals, and so on.

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Lack of agreement about the current reality In some ways, lack of a common vision is the easiest leadership challenge to address. Usually a daylong retreat and open conversation can get everyone on the same page regarding the organization’s goals. This lack of agreement can create deep-seated, entrenched conflict and can turn problems into crisis.

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Lack of understanding about roles and responsibilities Another problem we often see is that people on a team don’t fully understand who is supposed to do what. In fact, in an era of matrix organizations and cross-functional teams, we find this problem in a high majority of our clients. It’s not that staff members don’t want to work hard, or aren’t bought into the goals – it’s that they aren’t sure who is in charge of what. “Leading people is not that an easy task, it requires courage, knowledge, perseverance and patience because leadership ensures about leading change. It brings coordination among employees which helps in an effective work and attainment of organization goal.”

Center for Creative Leadership: The Top 6 Leadership Challenges Around the World

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PART IV. INTRODUCTION TO MANAGEMENT

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Introduction to Management and Functions

Management is designing, providing and maintaining a conducive internal environment in tune with the opportunities and challenges of the external environment through planning, organizing, directing and controlling all operations and use of all resources, in order to achieve effective organizational strategic goals efficiently. Describing Management ❖ Management as an Art: ➢

Application of practical knowledge and personal skill derived from experience/practice and in some cases inherent nature. There is also an element of creativity in management.

❖ Management as a Science: ➢ Management practice underpinned by a body of systematically developed and tested knowledge ➢ Based on observation, measurement, experimentation and inference-drawing based on data. ❖ Management as a Profession: ➢ ➢ ➢ ➢ ➢ ➢

Characterized by Body of knowledge Development and updating of knowledge Professional discourse in associations and journals Code of conduct Specialized educational curriculum and qualifications66

Figure 52. Management as Art, Science, Politics, and Magic

Subba Rao,P (2010) Management and Organizational Behavior

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Management Functions

The functions of management are common to all alike; whether a business firm or a nonbusiness firm. Management‘s primary function is the satisfaction of the stakeholders. This typically involves making a profit (for the shareholders), creating valued products at a reasonable cost (for customers), and providing rewarding employment opportunities (for employees). This can be achieved only when management accomplishes its functions. A diagrammatic representation of the functions of management is as under:

Figure 53. Management Functions

1. PLANNING: Planning means looking ahead and checking out future courses of action to be followed taking into consideration the available and prospective human and physical resources. It is a systematic activity which determines when, how and who is going to perform a specific job. It is rightly said ―"Well plan is half done”. According to Koontz & O‘Donnell, ―"Planning is deciding in advance what to do, how to do and who is to do it. Planning bridges the gap between where we are to, andwhere we want to go. It makes things possible to occur which would not otherwise occur”. Planning requires administration to assess appropriate course of action to attain the company‘s goals and objectives. For management to be efficient, it has to be very practical and simple. Planning is important at all levels of management. However, its characteristics vary by level of management. STEPS IN PLANNING FUNCTION: i) Establishment of objectives: a. Setting of goals and objectives to be achieved. b. Stated in a clear, precise and unambiguous language. c. Stated in quantitative terms. d. Should be practical, acceptable, workable and achievable.

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ii) Establishment of Planning Premises: a. Planning premises may be internal or external. Internal includes capital investment policy, management labour relations, philosophy of management, etc. Whereas external includes socio-economic, political and economical changes. b. Internal premises are controllable whereas external are non controllable.

iii) Choice of alternative course of action: a. A number of alternative course of actions have to be considered. b. Evaluated each alternative in the light of resources available c. Chose the best alternative.

iv) Securing Cooperation: After the plans have been determined, it is necessary rather advisable to take subordinates or those who have to implement these plans into confidence. This motivates them, valuable suggestions can come and employees will be more interested in the execution of these plans. Objective / Problem Facts Donâ&#x20AC;&#x2122;t have

Have Assumptions Alternatives Evaluate Alternative Choosing Alternative Implementation Problem

Review Figure 54. Planning Process

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v) Follow up/Appraisal of plans: After the selected plan is implemented, it is important to appraise its effectiveness and correct deviations or modify the plan as required. Planning is basically a decision making function which involves creative thinking and imagination that ultimately leads to innovation of methods and operations for growth and prosperity of the enterprise 2. ORGANIZING: Organizing is the function of management which follows planning. It is a function in which the synchronization and combination of human, physical and financial resources takes place. All the three resources are important to get results. Therefore, organizational function helps in achievement of results which in fact is important for the functioning of a concern. Hence, a manager always has to organize in order to get results. STEPS IN ORGANIZING FUNCTIONS 1. Identification of activities - All the activities which have to be performed in a concern have to be identified, grouped and classified into units. 2. Departmentally organizing the activities - dividing the whole concern into independent units and departments is called departmentation. 3. Classifying the authority - Authorities bringing smoothness in a concernâ&#x20AC;&#x2DC;s working. 4. Co-ordination between authority and responsibility - Each individual is made aware of his authority and knows whom they have to take orders from and to whom they are accountable and to whom they have to report. Thus an organization structure should be designed to clarify who is to do what tasks and who is responsible for what results and to furnish decision-making and communications networks reflecting. 3. STAFFING: The managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal and development of the personals to fill the roles assigned to the employers/workforce. Staffing pertains to recruitment, selection, development and compensation of subordinates. NATURE OF STAFFING FUNCTION: i) Staffing is an important managerial function ii) Staffing is a continuous activity iii) The basis of staffing function is efficient management of personals. iv) Staffing helps in placing right men at the right job v) Staffing is performed by all managers depending upon the nature of business, size of the company, qualifications and skills of managers, etc. 230

vi) Since, the success of the organization depends upon the performance of the individual, staffing function of manager deserves sufficient care & attention of the management. 4. DIRECTING: Directing is a process in which the managers instruct, guide and oversee the performance of the workers to achieve predetermined goals. Planning, organizing, staffing has got no importance if direction function does not take place. CHARACTERISTICS OF DIRECTION: i) Pervasive Function - Directing is required at all levels of organization. ii) Continuous Activity - Direction is a continuous activity as it continues throughout the life of organization. iii) Human Factor - Since human factor is complex and behavior is unpredictable, direction function becomes important. iv) Creative Activity - Direction function helps in converting plans into performance v) Executive Function - Direction function is carried out by all managers and executives at all levels throughout the working of an enterprise; To sum up, the plans may be the best feasible ones, the activities may be systematically organized, the staff may be highly efficient, but the organization will not succeed, if there is no proper direction. Mere planning, organizing and staffing are not sufficient to set the tasks in motion. Directing involves not only instructing people what to do, but also ensuring that they know what is expected from them. 5. COORDINATION: Coordination tries to achieve harmony between each individuals efforts towards the achievement of group goals and is a key to success of management. Management seeks to achieve coordination through its basic functions of planning, organizing, staffing, directing and controlling. Coordination is achieved through planning, organizing, staffing, directing and controlling. Coordination is the lifeline of management. It is required in each and every function and at each and every stage and therefore it cannot be separated. Purchase

Production

Coordination

Marketing

Finance

Figure 55. Coordination Process 231

6. CONTROLLING: Controlling is measuring and correcting an individual or organizational performance to ensure that the event confirm to plans. It involves measuring performance against set goals and plans showing where deviations from the standards exist and helping to correct those deviations. The control process is cyclical which means it is never ending. Employees often view controlling negatively no matter how positive the changes may be for the organization. Controlling is a four-step process of establishing performance standards based on the firm's objectives, measuring and reporting actual performance, comparing the two, and taking corrective or preventive action as necessary.6767

George Phirippidis, The 6 Functions of Management (2013)

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Nature of Management

Management is an activity concerned with guiding human and physical resources such that organizational goals can be achieved. Nature of management can be highlighted as: i) Management is Goal-Oriented: The success of any management activity is assessed by its achievement of the predetermined goals or objective. Management is a purposeful activity. It is a tool which helps uses of human & physical resources to fulfill the predetermined goals. For example, the goal of an enterprise is maximum consumer satisfaction by producing quality goods at reasonable prices. This can be achieved by employing efficient persons and making better use of scarce resources. ii) Management integrates Human, Physical and Financial Resources: In an organization, human beings work with non-human resources like machines. Materials, financial assets, buildings etc. Management integrates human efforts to those resources. It brings harmony among the human, physical and financial resources. iii) Management is Continuous: Management is an ongoing process. It involves continuous handling of problems and issues. It is concerned with identifying the problem and taking appropriate steps to solve it, e.g. the target of a company is maximum production. For achieving this target, various policies have to be framed but this is not the end. Marketing and advertising is also to be done for this policies have to be again framed. Hence, this is an ongoing process. iv) Management is all Pervasive: Management is required in all types of organizations whether it is political, social, cultural or business because it helps and directs various efforts towards a definite purpose. Thus clubs, hospitals, political parties, colleges, hospitals, business firms all require management. Whenever more than one person is engaged in working for a common goal, management is necessary. Whether it is a small business firm which may be engaged in trading or a large firm, management is required everywhere irrespective of size or type of activity. v) Management is a Group Activity: Management is very much less concerned with individuals efforts. It is more concerned with groups. It involves the use of group effort to achieve predetermined goal of management of an organization.68

G.J Cohen, Nature of Management (31 May 1985)

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Characteristics of Management

The following are the key features and characteristic of Management: Organized Activities: Management is a process of organized activities. Groups of people cannot be involved in the performance of activities without organized activities. Management comes into existence where a group of people are involved in achieving a common objective. The organized activities may take a variety of forms ranging from a tightly structured organization to a loosely-knit organization. Existence of Objectives: The existence of objectives is a basic criterion of every human organization. The organizational objectives are the desired state of affairs which an organization attempts to realize. This realization of objectives is sought through the coordinated efforts of the people constituting an organization. Decision-making: Management process involves decision making at all levels. Decisionmaking describes the process by which a course of action is selected as the way to deal with a specific problem. If there is only one alternative, the question of decision making does not arise. The quality of alternatives which a manager selects, determines the organizationâ&#x20AC;&#x2122;s performance and the future of the organization. Relationship among resources: The essence of management is integration of various organizational resources. Resources include money, machine, materials, and people. It is concerned with the proper utilization of human resources which, in turn, utilize other resources. Working with and through people: Management involves working with people and getting organizational objectives achieved through them. Working through people is interpreted in terms of assigning activities to subordinates. 6969

Mason A. Carpenter, Principles of Management (2009)

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Significance of Management

All development that has taken place in the world is due to efficient management. The points below bring out importance of management. a) Delegating Effectively Authorizing subordinates to make certain decisions. Delegation is the assignment of any authority to another person (normally from a manager to a subordinate) to carry out specific activities. It is one of the core concepts of management leadership. However, the person who delegated the work remains accountable for the outcome of the delegated work. Delegation empowers a subordinate to make decisions, i.e. it is a shifting of decision-making authority from one organizational level to a lower one. Delegation, if properly done, is not fabrication. The opposite of effective delegation is micromanagement, where a manager provides too much input, direction, and review of delegated work. In general, delegation is good and can save money and time, help in building skills, and motivate people. On the other hand, poor delegation might cause frustration and confusion to all the involved parties. Some agents, however, do not favor a delegation and consider the power of making a decision rather burdensome. Difference of Delegation and Participation Delegation should not be confused with participation. In participative decision making, there is a sharing of authority; with delegation, subordinates make decisions on their own.7070 Steps for Delegating Effectively 1. Select people for the jobs and motivate them. Define the scope of the work. Identify the people for each task. Look for dependability and motivation as well as skill. 2. Match the person to the task. People enjoy showing off what they know. To make the match, get to know people. 3. Define project tasks and communicate them clearly. Explain the purpose of the project, his or her responsibilities, and the schedule. Specify and quantify what you expect for the final outcome. 4. Track progress, give feedback, and help people solve problems. Check in periodically and ask your team about their progress. 5. Allow for creativity and variations in work style. Keep your focus on the final result/products, not on the details of how the jobs get done.

Clemson Turregano, A Leaderâ&#x20AC;&#x2122;s Guide to getting things done (2013)

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6. Provide incentives and show appreciation. Let people know there is a pay-off in working for you, and develop a reputation as someone that rewards good work.7171 Benefits of Delegation

Benefits to Employee

Makes your job easy and exciting Reduces stress and makes you look good Frees you to do what you what you should be doing Develops trust and rapport with your employee

Develops their professional knowledge and skills Elevates their self-image and ultimately self-esteem Enhances their confidence and value to the organization Brings them personal satisfaction and a sense of achievement

Benefits to Organization Saves money Promotes teamwork Brings about professionalism Increase productivity and efficiency

b) Mentoring Is a process for the informal transmission of knowledge, social capital and the psychosocial support perceived by the recipient as relevant to work, career or professional development between a person who is perceived to have a greater relevant knowledge and experience (the mentor) and a person who is perceived to have less (mentee). Difference of Mentoring and Coaching •

Mentoring is concerned with the development of the whole person and is driven by the person’s own work/life goals.

•

Coaching is much more about achieving specific objectives in a particular way. Coaching also is more formal and more structured.

Coaching characteristics: Managers coach all of their staff as a required part of the job. ➢ Coaching takes place within the confines of a formal manager-employee relationship ➢ Focuses on developing individuals within their current jobs ➢ Interest is functional, arising out of the need to ensure that individuals can perform the tasks required to the best of their abilities ➢ Relationship tends to be initiated and driven by an individual’s manager ➢ Relationship is finite - ends as an individual transfers to another job Mentoring characteristics: Takes place outside of a line manager-employee relationship, at the mutual consent of a mentor and the person being mentored. ➢ Is career-focused or focuses on professional development that may be outside a mentor’s area of work. ➢ Relationship is personal - a mentor provides both professional and personal support. 71 Id

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➢ Relationship may be initiated by a mentor or created through a match initiated by the organization. ➢ Relationship crosses job boundaries. ➢ Relationship may last for a specific period of time (nine months to a year) in a formal program, at which point the pair may continue in an informal mentoring relationship. ➢ Interest is functional, arising out of the need to ensure that individuals can perform the tasks required to the best of their abilities. ➢ Relationship tends to be initiated and driven by an individual’s manager. ➢ Relationship is finite - ends as an individual transfer to another job. Effective Mentoring Guidelines ➢ The mentee has no direct-line reporting to the mentor. This foster trust and the mentee feels more comfortable in sharing uncertainties about his/her abilities, create free-flowing, open communication. ➢ The mentor/mentee relationship is mutually satisfying. The mentor gets the satisfaction of watching someone grow who values his/her insights. The mentee gains a feeling of being valued, receiving beneficial direction and attention from someone who he or she respects and admires. ➢ The intensity of the relationship is matched. It is taking up actual and mental time in proportions with which both people are comfortable. ➢ At any time, either party can stop the relationship and the mentoring process. There is no obligation for continuance. ➢ An effective mentor gives wise counsel, and the mentee feels comfortable speaking on issues that may be sensitive. Once this trust developed, the mentor can give advice or assist tough recommendations. ➢ The mentor is not mentoring two people at the same time who have a close working relationship. The rules of engagement are stated up front with an agreement between the mentor and the mentee on who should be aware of the mentoring relationship. ➢ The obligation for continuing is two-sided. When the mentor feels he/she has value to add. And the mentee is getting something from the relationship, the mentoring may go on indefinitely, or either side can end it without justification. Benefits of Mentoring ➢ Learning new things about yourself ➢ Satisfaction of passing on knowledge ➢ Contributing to the success of your organization by developing others ➢ Acquiring new knowledge ➢ Expanding your networking contacts ➢ Building confidence 237

➢ Assists you in staying current with issues and developments in the next generation of professionals and within your company Formal Mentoring •

Formal or structured mentoring takes mentoring to the next level and expands its usefulness and corporate value beyond that of a single mentor-mentored pairing.7272

Informal Mentoring •

Informal mentoring occurs all the time and is a powerful experience. The problem is that informal mentoring is often accessible only to a few employees and its benefits are limited only to those few who participate.

Standards Setting

The purpose of setting high standards is to provide good quality and accurate work. It ensures you are reaching your full potential and gives you a sense of pride and achievement. The benefits are that you end up with timely and accurate results, you will then be recognized at work in a positive way. Setting Standards

Figure 56. Standard Setting

Set Smart Goals! ➢ Specific ➢ Measurable ➢ Achievable ➢ Realistic ➢ Timed

Julie Starr, The Mentoring Manual (2014)

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Taking Responsibility for your own work and mistakes ➢ Taking Responsibility requires you to fully know and understand the remit of your job; ➢ Knowing exactly what is expected of you makes it easier to identify what you are responsible for; ➢ It is important to keep others informed of your level of work and progress on tasks; ➢ Remember that everything we do has the potential to impact on others; ➢ Own up and inform peers when you make a mistake; ➢ Try to understand why you have made the mistake and make plans to ensure it won’t happen again in the future. How to learn from your mistakes ➢ It is never easy to commit a mistakes but it is a crucial step in learning, growing and improving yourself ➢ Don’t think of your mistakes as failures, you can only learn once you have admitted to it. ➢ Growth starts when you start to see room for improvement. When you make a mistake... ➢ ➢ ➢ ➢

Take Responsibility Own up, Stop blaming others! Understand why it happened How can you avoid making the same mistake again?

It’s not all always about immediate perfection, it is about confronting a challenge and making progress ➢ ➢ ➢ ➢ ➢ ➢

Try not to look at it is a set back Use it to motivate you to make a change Stay positive Focus on moving forward Make new goals Don’t Give up!

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Figure 57. How to Deal with Pressure at Work

The purpose and benefits of being assertive in your work tasks is to help you communicate problems and solve them. By doing so you are standing up for your rights and acting in your own best interest while respecting others. It is important that all negative thoughts and feelings are expressed in a positive manner. Assertiveness is an important personal and interpersonal skill and shows you are equal.7373 d) Effective Team Building A team is a group of individuals, all working together for a common purpose. The individuals comprising a team ideally should have common goals, common objectives and more or less think on the same lines. Individuals who are not compatible with each other can never form a team. They should have similar if not the same interests, thought processes, attitude, perception and likings. Team Building - begins with the effective selection and grouping of team members. It includes the encouragement of good working relationships and practices, which enable the team to steer and develop the work and reach their goals.7474 Effective Team Building The first rule of team building is an obvious one: to lead a team effectively. You must first establish your leadership with each team member. Remember that the most effective team leaders build their relationships of trust and loyalty, rather than fear or the power of their positions. Steps to Building an Effective Team â&#x17E;˘ Consider each employee's ideas as valuable. Remember that there is no such thing as a stupid idea. â&#x17E;˘ Be aware of employees' unspoken feelings. Set an example to team members by being open with employees and sensitive to their moods and feelings.

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Terri Harmon, Team Building Expressions (2013) John Adair, Effective Teambuilding (1986)

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➢ Act as a harmonizing influence. Look for chances to mediate and resolve minor disputes; point continually toward the team's higher goals. ➢ Be clear when communicating. Be careful to clarify directives. ➢ Encourage trust and cooperation among employees on your team. Remember that the establish among themselves are every bit as important as those you establish with them. As the team begins to take shape, pay close attention to the ways in which team members work together and take steps to improve communication, cooperation, trust, and respect in those relationships. ➢ Encourage team members to share information. Emphasize the importance of each team member's contribution and demonstrate how all of their jobs operate together to move the entire team closer to its goal. ➢ Delegate problem-solving tasks to the team. Let the team work on creative solutions together. ➢ Facilitate communication. Remember that communication is the single most important factor in successful teamwork. Facilitating communication does not mean holding meetings all the time. Instead it means setting an example by remaining open to suggestions and concerns, by asking questions and offering help, and by doing everything you can to avoid confusion in your own communication. ➢ Establish team values and goals; evaluate team performance. Be sure to talk with members about the progress they are making toward established goals so that employees get a sense both of their success and of the challenges that lie ahead. Address teamwork in performance standards. Discuss with your team: What do we really care about in performing our job? What does the word success mean to this team? What actions can we take to live up to our stated values? ➢ Make sure that you have a clear idea of what you need to accomplish; that you know what your standards for success are going to be; that you have established clear time frames; and that team members understand their responsibilities. ➢ Use consensus. Set objectives, solve problems, and plan for action. While it takes much longer to establish consensus, this method ultimately provides better decisions and greater productivity because it secures every employee's commitment to all phases of the work. ➢ Set ground rules for the team. These are the norms that you and the team establish to ensure efficiency and success. They can be simple directives (team members are to be punctual for meetings) or general guidelines (every team member has the right to offer ideas and suggestions) but you should make sure that the team creates these ground rules by consensus and commits to them, both as a group and as individuals.

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➢ Establish a method for arriving at a consensus. You may want to conduct open debate about the pros and cons of proposals, or establish research committees to investigate issues and deliver reports. ➢ Encourage listening and brainstorming. As supervisor, your first priority in creating consensus is to stimulate debate. Remember that employees are often afraid to disagree with one another and that this fear can lead your team to make mediocre decisions. When you encourage debate you inspire creativity and that's how you'll spur your team on to better results. ➢ Establish the parameters of consensus-building sessions. Be sensitive to the frustration that can mount when the team is not achieving consensus. At the outset of your meeting, establish time limits, and work with the team to achieve consensus within those parameters. Watch out for false consensus; if an agreement is struck too quickly, be careful to probe individual team members to discover their real feelings about the proposed solution.7575 Symptoms that Signal a Need for Team Building ➢ Lack of initiation, imagination, innovation; routine actions taken for solving complex problems; ➢ Complaints of discrimination or favoritism; ➢ Ineffective staff meetings, low participation, minimally effective decisions; ➢ Negative reactions to the manager; ➢ Complaints about quality of service; ➢ Lack of initiation, imagination, innovation; routine actions taken for solving complex problems; ➢ Complaints of discrimination or favoritism; ➢ Ineffective staff meetings, low participation, minimally effective decisions; ➢ Negative reactions to the manager; ➢ Complaints about quality of service; Skills and Talent management Talent management is defined as the selection, development, engagement and retention of individuals, who are seen to be of particular value to an organization. It refers to the anticipation of required human capital for an organization and the planning to meet those needs. There are differing perspectives on what constitutes talent, some focusing on gifted high-fliers and others on the collective capacity of employees within an organization. In both cases the term refers to people who have the potential to make a significant impact. Talent management is the science of using strategic human resource planning to improve business value and to make it possible for companies and organizations to reach their goals. Everything done to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning. Finding good and talented people is not a hard thing to do, but making sure that they want to stay working for the same business is the challenge. If someone has so much talent and

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they are good at what they do, businesses will want them to stay and work there forever. However, most of those people are either satisfied with the job they have, or they go out and look for better opportunities. Evaluations Employee evaluations concern two major areas of measurement: performance and potential. Current employee performance within a specific job has always been a standard evaluation measurement tool of the profitability of an employee. However, talent management also seeks to focus on an employee’s potential, meaning an employee’s future performance, if given the proper development of skills and increased responsibility. Competencies "Talent Management" is usually associated with competency-based management. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits (demonstrated through defined behaviors). Older competency models might also contain attributes that rarely predict success (e.g. education, tenure, and diversity factors that are illegal to consider in relation to job performance in many countries and unethical within organizations). New techniques involve creating a competency architecture for the organization that includes a competency dictionary to hold the competencies in order to build job descriptions. Talent marketplace is an employee training and development strategy that is set in place within an organization. It is found to be most beneficial for companies where the most productive employees can pick and choose the projects and assignments that are ideal for the specific employee. An ideal setting is where productivity is employee-centric and tasks are described as “judgment-based work,” for example, in a law firm. The point of activating a talent marketplace within a department is to harness and link individuals’ particular skills (project management or extensive knowledge in a particular field) with the task at hand.7676 Skills management is the practice of understanding, developing and deploying people and their skills. Well-implemented skills management should identify the skills that job roles require, the skills of individual employees, and any gap between the two. Types of Skills Management 1. Planning 2. Organizing 3. Staffing 4. Directing 5. Coordinating 6. Reporting

Kimberly Janson, Demystifying Talent Management (2015)

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Employees who benefit Skills management provides a structured approach to developing individual and collective skills. •

Individual employees As a result of skills management, employees would be aware of the skills their job requires, and any skills gaps that they have. Depending on their employer, it may also result in a personal development plan (PDP) of training to bridge some or all of those skills gaps over a given period. Employees gain from improved identification and understanding of their own strengths and weaknesses, from being able to set personal goals, and to understand the value they bring to the organization (which in turn can boost morale).

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Line managers Skills management enables managers to know the skill strengths and weaknesses of employees reporting to them. It can also enable them to search for employees with particular skill sets (e.g., to fill a role on a particular job).

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Organization executives A rolled-up view of skills and skills gaps across an organization can enable its executives to see areas of skill strength and weakness. This enables them to plan for the future against the current and future abilities of staff, as well as to prioritize areas for skills development.7777

Government Fiscal Administration Fiscal Administration it shows the realism of government and public organization in their provision of public good or service for the citizen. It is the act of managing incoming and outgoing monetary transactions and budgets for government, educational institutions, nonprofit organizations and other public service entities. It generally, refers to the process involved in the revenue generation, allocation, and expenditures of the government. Fiscal Policy refers to the “measures employed by governments to stabilize the economy, specifically by manipulating the levels and allocations of taxes and government expenditures. Fiscal measures are frequently used in tandem with monetary policy to achieve certain goals.” Organizing for Fiscal Administration •

The principal agencies tasked with fiscal functions: ➢ Congress, especially the Lower House ➢ Department of Budget and Management ➢ Department of Finance ➢ Commission on Audit

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Congress • Responsible for revenue and expenditure policies. • Requires review and approval by the administrative official of the line or operating agency, of all requests for money releases and budgetary allotments, vouchers and similar papers before payments are made so that expenditures are in accordance with policy and law and not irregular, unnecessary, excessive, extravagant and unconscionable. Other Laws and Government Issues a) Department of Finance (DOF) Maintains the Bureau of Local Government Finance (BLGF) which is the unit primarily involved in local financial administration. It administers credit facilities such as the Municipal Development Fund, and prepares guidelines and standards on matters related to taxation, credit financing, and imposition of various fees and charges. It also exercises technical supervision on local assessment and treasury operations, and performs monitoring and evaluation of financial performance. In-charge for: ➢ ➢ ➢ ➢ ➢

Revenue Generation Collection Fund Custody Disbursements Keeping of accounts

b) Department of Budget and Management (DBM) Review of estimates and fiscal policy studies in close consultation with the National Economic Development Authority (NEDA). It is primarily responsible for disseminating information on Internal Revenue Allotment (IRA) allocation and the local government’s share from the utilization and development of national wealth. The Department releases the share of internal revenue allotment directly to the provinces, cities, municipalities and barangays. c) Commission on Audit Conducts fund and performance audit to see to it that expenditures are in accordance with the appropriation law approved. The Commission maintains the Local Government Office (LGO), through which it implements auditing rules and regulations in local government units. It also settles accounts and fixes the liability of accountable officers, as well as determines whether fiscal responsibility has been properly and effectively discharged by the local chief executives. Two (2) Types of Audit •

Pre-Audit – This is audit performed before money is actually spent and takes place before payment of an obligation or before the expense is incurred.

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Post-Audit – This is audit after money has been spent in order to find out whether the funds are spent in accordance with the approved appropriation. 245

Four Stages on Budgetary Process •

Budget Preparation - the determination of budgetary priorities and activities guided by the overall national development plan with the ceilings and constraints imposed by available revenues and borrowing limits.

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Budget Authorization – the President submits the overall budget to Congress in the form of detailed Expenditure Program accompanied by the Budget of Expenditures and Sources of Financing; the Budget Message of the President, and the Regional Allocation of the Expenditure Program.

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Budget Implementation – after the President signs the General Appropriations Act into law, the Department of Budget and Management requires the different agencies of government to submit their respective work and financial work plans

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Budget Accountability – evaluation of actual performance and initially-approved work targets, obligations incurred.

d) Department of Interior and Local Government (DILG) The DILG upon which the supervisory power of the President is reposed, at times issues guidelines which are fiscal-related. e) Office of the President (OP) The President of the Philippines has general supervisory power over the local government units, as provided by Section 4 of the 1987 Constitution. As such, the OP still issues from time to time executive and administrative orders that affect local government units.7878 General Sources of Government Income Tax Revenue Income tax, Property tax, Domestic goods and services tax, International trade and transactions tax, Sales and Value added tax (VAT). • • • • •

Income Tax Property Tax Domestic goods and service tax International trade and transactions sales tax Value added tax (VAT)

Non-Tax Revenue

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Operating and service income – revenue from the operations of national and local government and government corporations.

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Income from public enterprises and investments – income received for the use of financial assets dividends; net rent for the use of government land and royalty for the use of copyrights and patents owned by the government.

Jocelyn C. Cuaresma, Simeon A. Llago, Local Fiscal Administration in the Philippines (1996)

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Miscellaneous income – revenues not classified under other categories such as sale of goods and merchandise confiscated, waste materials; inventory adjustments and gains on exchange rate.

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Capital revenue – income derived from the sale of capital assets like buildings, equipment, machines, land and intangible assets like patent, copyright and trademark.

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Grants – non-repayable transfers received from other levels of the government, private sector or international institutions.

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Borrowings – includes domestic and foreign debts, regardless of source, whether in cash or in kind.7979

Teamwork and Performance Management Team Performance Management Is focused directly on the achievement of the team's key business objectives. It bridges the gap between the team building 'enablers' and business performance results. It removes the reliance on 'faith' - the need to believe that team building works before investing in it and establishes a direct connection between collective behaviors and team performance. Three Principles of Team Performance Management ➢ Team behaviors are different to individual behaviors. ➢ The behaviors that make a team successful vary. ➢ Team behaviors can be changed using a team performance management process. Most competency frameworks include "teamwork", but these usually refer to what an individual does within a team, not what a team does collectively together. While all the individuals in a team can behave in trustworthy ways, this does not guarantee that the team will build trust together this is also dependent on other factors such as the environment they work in, or the team processes they use for communicating, deciding, rewarding, etc. from team to team and from time to time. The profile of behaviors that makes a design team successful is different from the profile that makes a financial audit team successful. If the design team is using a top-down approach, for optimal performance, it needs to change its behaviors once it gets beyond the outline design and starts work on the detailed implementation of the ideas. In essence, performance management involves establishing behavioral goals, measuring current behaviors to identify the gap between the current and desired behavior profile, and then planning, implementing and monitoring changes in order to close that gap. There are both similarities and significant differences between performance management processes for individuals and teams.8080

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Leonor Magtolis-Briones, Philippine Public Fiscal Administration (1983) Linda Ashdown, Performance Management (2014)

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Teamwork The sum of the efforts undertaken by each team member for the achievement of the team’s objective is called teamwork. In other words, team work is the backbone of any team. Every member in a team has to perform and contribute in his best possible way to achieve a common predefined goal. Individual performances do not count in a team and it is the collective performance of the team workers which matters the most. Teamwork is actually the collective effort of each and every team member to achieve their assigned goal. No member can afford to sit back and expect the other member to perform on his behalf. The team members must be committed towards their team as well as their organization to avoid conflicts. Nothing productive comes out of unnecessary conflict and in turn diverts the concentration and focus of the team members. Every member should adopt an adjusting and a flexible attitude. One should consider his team members as a part of his extended family all working together towards a common goal. The team members must be dependent on each other for the best to come out. Tips for a better teamwork •

Think about your team first Every individual should think of his team first and his personal interests should take a backseat. Do not mix your personal issues with your professional life. Keep them separate. Never underestimate your team member - Do not neglect any of the members, instead work together and also listen to them as well. Never try to impose your ideas on any member. Avoid demotivating any team member.

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Discuss Before implementing any new idea, it must be discussed with each and every member on an open platform. Never ever discuss with anyone separately as the other person feels left out and reluctant to perform and contribute to the team.

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Avoid criticism Stay away from criticism and making fun of your team members. Help each other and be a good team player. Be the first one to break the ice and always create a friendly ambience. If you do not agree with any of your team member, make him understand his mistakes but in a polite tone and do guide him. Avoid negativity within the team.

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Transparency must be maintained and healthy interaction must be promoted among the team members The communication must be effective, crystal clear and precise so that every team member gets a common picture. Effective communication also nullifies misunderstandings and confusions. Confusions lead to conflicts and individuals waste their time and energy in fighting rather than working.

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The team leader must take the responsibility of encouraging the team members To give their level best and should intervene immediately in cases of conflicts. The personality of the leader should be such that every team member should look up to him and take his advice whenever required. Bond among the team members. The team members must trust each other for maximum output.

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Rewards and Recognition Healthy competition must be encouraged among the team members. The performance of every team member must be evaluated timely and the best performer should be rewarded suitably so that the other members also get motivated to perform. Recognitions like “The Best Team Player” or the “The Best Performer” go a long way in motivating the team members. Appreciate the member who performs the best or does something unique.

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Avoid conflicts in your team Don’t fight over petty issues and find faults in others. One should be a little adjusting with each other and try to find an alternative best suited to all the team members. He should not be partial to any member and support each of them equally. It is the duty of the team leader to extract the best out of his team members.8181

Covers the various processes required for stopping or preventing overt conflicts, and aiding the parties involved to reach durable peaceful settlement of their differences. Managing Conflict and Regional Differences Conflict Management Culture may be a significant or insignificant influence in any conflict, being closely associated with the notion of identity. Despite the importance of a person's individual identity, culture is commonly regarded as a group phenomenon. Conflict handled properly through collaboration allows us to confront conflict positively and constructively, and provides for a resolution that is not only successful, but also effective. This method ensures the conflict will end with a true win-win resolution. Causes of Conflict ➢ Costs of Conflict to a Company ➢ Types of Conflict Management ➢ Collaboration = Resolution ➢ Win – Win 81

Douglas Smith and Jon Katzenbach, The Wisdom of Teams: Creating the High Performance Organization (1992)

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Culture, Identities, Human Needs and Conflict Each person is partly like all others, partly like some others, partly like no-one else. Stress is placed in this study on the deeper aspects of culture, values, beliefs, norms, which influence perceptions, assumptions, attitudes, and eventually behavior and traditional practices. Competing differences between two or more people. These differences are often caused by struggles over goals, motives, values, ideas and resources. Views of Conflict •

Traditional view - The belief that all conflicts are harmful and must be avoided.

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Human relations view - The belief that conflict is a natural and inevitable outcome in any group.

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Integrationist view - The belief that conflict is not only a positive force in group but that it is absolutely necessary for a group to perform effectively.

Other Causes of Conflict: ➢ ➢ ➢ ➢ ➢

Poor communication Misunderstandings (Path of Meaning) Both parties believe they are right Not being able to admit to being wrong Getting “backed into a corner”

Collaboration Facilitate the process by using a mediator to: ➢ ➢ ➢ ➢ ➢

Understand each participant’s perspective through a pre-counseling session Set ground rules for improved communication Coach participants through counseling Equalize power Help participants plan for future interaction8282

Functional and Dysfunctional Conflict •

Functional conflict: ➢ ➢ ➢ ➢ ➢ ➢

works toward the goals of an organization or group Constructive Increase information & ideas Encourages innovative thinking Unshackles different points of view Reduce stagnation

David Liddle, Managing Conflict: A Practical Guide to Resolution in the Workplace (2017)

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•

Dysfunctional conflict: ➢ ➢ ➢ ➢ ➢ ➢

blocks an organization or group from reaching its goals Tension, anxiety, stress Drives out low conflict tolerant people Reduce trust Poor decision because of withheld or distorted Reduce information

Five Ways to Manage Conflict: ➢ ➢ ➢ ➢ ➢

Avoidance Competition Accommodation Compromise Collaboration

Tips for Managing Conflict: ➢ Avoid feelings or perceptions that imply the other person is wrong or needs to change. ➢ Communicates a desire to work together to explore a problem or seek a solution. ➢ Exhibits behavior that is spontaneous and destruction-free. ➢ Identify with another team member’s problem, shares feelings, and accepts the team member’s reaction. ➢ Treats other team members with respect and trust. ➢ Investigates issues rather than taking sides on them.8383

Avruch Kevin, Culture and Conflict Resolution (1991)

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F. HUMAN RESOURCE MANAGEMENT (PERFORMANCE EVALUATION/ASSESSMENT) Human Resource Management Is a function in organizations designed to maximize employee performance in service of an employer's strategic objectives. Human Resource is primarily concerned with the management of people within organizations, focusing on policies and on systems. Human Resource departments and units in organizations typically undertake a number of activities including employee benefits design employee recruitment, "training and development", performance appraisal, and rewarding (e.g., managing pay and benefit systems). Human Resource also concerns itself with industrial relations, that is, the balancing of organizational practices with requirements arising from collective bargaining and from governmental laws.8484 The employee performance evaluation process, including goal setting, performance measurement, regular performance feedback, employee recognition, and documentation of employee progress, ensures this success. The process done with care and understanding helps employees see how their jobs and expected contributions fit within the bigger picture of their organization. The more effective evaluation processes accomplish these goals and have additional benefits. Documented performance evaluations are communication tools that ensure the supervisor and her reporting staff members are clear about the requirements of each employee’s job. An employee evaluation is the assessment and review of a worker’s job performance. Most companies have an employee evaluation system wherein employees are evaluated on a regular basis (often once a year). In many organizations with a formal employee evaluation process are ranked and rated in comparison to other employees. Raises are assigned based on both the evaluation ranking and the rating usually 1 to 5 that the manager assigns to the employee's performance. Human Resource Requirements The decision concerning the organization’s need for human resources to determine the number of personnel of each type should be provided:

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Resource demand forecasting;

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The forecasting of human resource requirements is often subdivided into longrange and short range forecasts;

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Resource supply forecasting;

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The available supply of human talent would appear to be easier to determine than projected needs;

John H. Jackson and Sean R. Valentine, Human Resource Management (2016)

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â&#x20AC;˘

Human resource action;

â&#x20AC;˘

The matching of projected human resource needs with projected resources available provides the basis for undertaking various action to ensure that supply will equal demand at the time specified. The purpose of human resources planning is to assure that a certain desired number of persons with the correct skills will be available at some specified time in the future.85

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PART V CUSTOMS, TRADITIONS AND CEREMONIES

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Section A. Customs, Traditions and Ceremonies in the Service

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PCG Customs and Traditions

General Statement The continued use of desirable practices long-accepted by our predecessors serves as a source of strength that cannot be obtained from new approaches that still require testing. Customs and traditions that are cherished provide a simplification of lifestyles and serve to inspire us to emulate our honorable predecessors. PCG Customs and Traditions The following are some of the significant customs and traditions in the PCG: 1. Salute - PCG uniformed personnel execute salute as an exchange of greeting, courtesy, and as respect among themselves. 2. Wearing of authorized and proper uniforms - PCG uniformed personnel are required to wear only authorized and proper uniforms as provided by appropriate PCG Policies. 3. General appearance - In accordance with appropriate PCG Policies, PCG uniformed personnel are expected to observe proper grooming. This includes proper haircut and hair grooming for male and female personnel, respectively. Male personnel are also required to shave their beard and moustache. 4. Flag raising ceremony - The PCG uniformed personnel honors the flag by raising it before the start of the official day of work to pledge that all their efforts for the day is dedicated to God, country and people. 5. The retreat ceremony - The sounds of the evening gun during a combined ceremonial parade and retreat ceremony constitute one of the inspiring customs of the PCG Service. PCG uniformed personnel in camps shall pause for a moment either to salute the National Flag or sing the National Anthem. 6. The three volleys over graves - This is a sign of respect and gesture tendered to a departed comrade-in-arms. 7. The wearing of decorations - PCG uniformed personnel, who honorably earned decorations in the performance of duty, displays them as part of the uniform during appropriate occasions. 8. The raising of the right hand in taking oath - The taking oath for truth of statement or testimonial has always been solemn and serious matter accompanied by ceremony. In essence, the taker of the oath calls upon his/her God to bear witness that the truth would be told. 9. Courtesy of the post - A PCG Officer of any PCG Unit visiting at another PCG Unit or one who resides in its vicinity is often extended the â&#x20AC;&#x153;Courtesy of the Postâ&#x20AC;? by the Commanding Officer after the prescribed official call has been made. This may include the privilege of accommodation at the PGC Officer's Club and PCG Officer's Wardroom if the visit is of short duration, and the privilege of membership, if the stay in the vicinity is extended. 256

10. Presentation of recruits to Colors - It is a ceremony in which recruits are presented to the colors for the purpose of signifying acceptance and welcome into the organization. 11. Welcome/Farewell tendered to a newly Assigned/Departing PCG Officer - A newly assigned PCG Officer is tendered a welcome party. While prior to the departure of a PCG Officer from his/her station or change of assignment, a farewell party is tendered. When pressure of work prohibits this nicety, a â&#x20AC;&#x153;Happy Hour" or a simple get-together is held in its place. The same is extended to selected senior key PCG Officers and PCG Nonofficers. 12. Ceremony tendered to a retiree - This is tendered to a PCG uniformed personnel who retires in recognition of his/her long, faithful, and honorable service to the PCG. 13. Pipe Calls, Trumpet or Bugle Call add more distinction and excitement to the regimented life of a PCG uniformed personnel - As the activities of the day unfold, the sound of these calls rejuvenates every system of his/her body to continue performing the things as signaled by each call. 14. Courtesy calls - The following are some of the significant courtesy calls in the PCG. A PCG Officer who has been detailed outside of and is rejoining his/her major service or has been reassigned to units outside his/her Major Service customarily calls on his/her Major Service Commander; Upon arrival or prior to departure, PCG Officers from overseas missions or foreign schooling pay a call to their respective Major Service Commanders. It is also appropriate for PCG Officers assuming foreign posts or coming back from such assignments to call on the Commandant, PCG; PCG Officers assuming command positions or similar key positions call on their immediate commanders, including Major Service Commanders. They do the same prior to transfer or relief from duty; Newly promoted PCG Officers customarily call on their Major Service Commanders. This is usually done in groups of the same rank; In some cases, senior PCG Officers who are subject of all these calls maybe extremely busy to attend or receive callers. Nevertheless, it is always a sign of courtesy and goodwill to have manifested an intention to pay such a call; 15. Call of newly promoted Flag Officers - PCG Officers promoted to star ranks call on the Major Service Commanders, Commandant, PCG, Secretary, DOTr after taking their oath of office before the President. Call on the Major Service Commanders is usually accompanied by some form of arrival and departure honors. 16. New Year's call on the Commanding Officer - It has been an invariable custom throughout the PCG that PCG Officers make a formal call upon their respective Commanders during New Year's Day.

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17. Happy hour - This is special form of PCG Officer Comradeship in a PCG Unit which has been developing and spreading in recent years. When this is directed, PCG Officers gather at their local club for a beer and conversation. Usually held on Fridays, the growing calls for a light-hearted jesting about the events of the week, or airing a minor gripe, and blowing off a little steam, it may also be a time to slip in a judicious request for passes or even to inquire about taking a leave. The behavior and activities, however, should conform strictly to the moral and ethical standards set forth in this Circular. 18. PCG weddings - These customs are generally the same for all faiths. They vary only as chaplains of the different churches incorporate other procedures to add to their color and tone. 19. Patronage of the Officers Club and Ep’s Club Houses - This custom enables PCG Officers and PCG Non-Officers to spend social and recreational life in said centers during their off duties. 20. Ceremonies at holiday dinners - This is the practice on Christmas and New Year's Day, in which Commanding Officers visit the PCG Uniformed Personnel of their Units during meal time or prior to the serving of the meal. The method varies rather widely. 21. Christmas holiday entertainment - This is another practice on Christmas, in which children are given gifts and entertained. This is jointly organized by the Chaplain, Special Service Officer or Ladies Club with the band present. 22. Rank Has Its Privileges (RHIP) - Whenever a choice is to be made, such a selection of billets or quarters, electing means of transportation, or other privileges, the option of selection follows rank, with the senior given the privilege to select first. 23. Visiting the Sick - A PCG uniformed personnel who is sick in the hospital is visited by available PCG Officers and Non-officers of the unit in such number as may be permitted by the doctor or surgeon in charge. A PCG Officer or Non-officer of the unit visits him/her so that his/her needs are attended to. 24. Survivor assistance to bereaved family - When any PCG uniformed personnel of a unit dies, a PCG Officer is immediately designated by the Commanding Officer to render every possible assistance to the bereaved family. A family courtesy may be tendered, if desired, in case of death of a family member of any PCG uniformed personnel. 25. “I Wish” and “I Desire” Statement - When the Commanding Officer states, "I wish", or "I desire" rather than "I order that you do such and such", this wish or desire has all the force of a direct order. 26. Saying "I am sorry is taboo" - Taking responsibility and action to correct mistakes committed is indirectly saying "I am Sorry". 27. Place of honor - The place of honor is one's right. When a junior walks, rides, or sits with a senior, he takes position abreast to the left of the senior. 28. Use of the Word “Sir/Ma'am” The word "Sir/Ma'am" is used in conversation by junior PCG Officers in addressing a senior, and by all PCG Non-officers in addressing PCG Officers. It shall precede and be used in the end of a report, a query, and statement. 258

29. Use of the Word “Chief/Senior Chief/Master Chief/First Master Chief” - Junior PCG Non-officers shall address PCG Non-officers more senior in rank to them as Chief; except, PCG Non-officers who are Senior Chief Petty Officer, Master Chief Petty Officer, and First Master Chief who shall be addressed as Senior Chief, Master Chief, and First Master Chief, respectively, by junior PCG Non-officers. PCG Officers shall also address all PCG Non-officers as Chief, Senior Chief, Master Chief, and First Master Chief, as the case may be. 30. Use of the Word “Aye” - The word "Aye" in lieu of "Yes" is used in PCG conversation by the junior PCG Officer in addressing a senior, and by all PCG Non-officers in addressing PCG Officers. 31. Wreath Laying - Wreath laying has a historical function that immortalizes great men, events and places. This activity is usually given by visiting dignitaries, ranking government and military official to pay tribute, homage and respect to a particular place or person on significant occasions and dates that are of great importance to a history or person. This is usually done at the following places: • • • • • • • •

Rizal Monument Libingan ng mga Bayani Bonifacio Monument Aguinaldo Shrine Corregidor Shrine Tejeros Convention Marker Dambana ng Kagitingan Other national shrine and sites

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Ceremonies

1. Change of Command A change of Command is a military tradition that represents a formal transfer of authority and responsibility for a unit from one Commanding or Flag Officer to another. The passing of colors, standards, or ensigns from an outgoing commander to an incoming one ensures that the unit and its soldiers is never without leadership, a continuation of trust and signifies an allegiance to the flag, country and people.

Figure 58. Change of Command

2. Donning of Ranks The donning of ranks and chevron to Officers and Non officers in the Philippine Coast Guard symbolizes the conferment of the authority and responsibility. The ceremony also formalizes the inception of the new Officers to the Coast Guard Service as they took their oath to serve the country and people.

OFFICER

NON-OFFICER Figure 59. Donning of Ranks

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3. Shakedown Ceremony The Shakedown Ceremony is a tradition of the PCG to welcome the newly promoted Chief Petty Officers (CPO) to the Corps of Senior Enlisted Personnel.

Figure 60. Shakedown Ceremony

4. Mess Night The traditions of Mess Night can be traced to the days when the Roman legions held great banquets to celebrate their victories or paraded the prizes of their conquests. The Dining-in is a formal dinner functions for the Officers of a military organization or unit. It is provided an excellent setting to recognize both individual and unit achievements as well as to bid farewell to departing Officers and welcome new ones. The traditional and protocol amenities are remain intact.86 The Chief Petty Officer calling the tradition as â&#x20AC;&#x153;Chief Mess Nightâ&#x20AC;?. Chief Mess Night is a formal military functions, but the mess members are chiefs and guests. It provides an occasion for chiefs to meet socially and give recognition to a dignitary, individual, or unit. It also may simply be a pleasant way for individual to become better acquainted. 8685

OFFICER

NON-OFFICER

Figure 61. Dining-in for Officers and Mess Night for Non-officers

Jim Dolbow, The US Coast Guard Manual, 11th Edition

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5. Ring Hop Ceremony A graduation ceremony is a cultural tradition termed as a rite of passage. It is a ritual or ceremony that marks one stage of a person's life to another.

Figure 62. Ring Hop Ceremony in the Philippine Coast Guard

Benefits of having Formal Socials • Build camaraderie • Promotes esprit-de-corps • Coordination • Confidence8786 Having formal socials in the PCG is a part of our customs and traditions which aims to have camaraderie and esprit-de-corps in the organization.

Reynald Peñola, Ring Hop and Necklacing Ceremony (2015)

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