FOREWORD

This Tour of Duty Report" is a synopsis of a critical waypoint in the PCG's relentless pursuit of the Coast Guard mission. When I was appointed Commandant in mid-2008, the proposition that the Coast Guard organization must undergo essential reforms to face the emerging challenges of the times and embrace the evolving needs of a modernizing maritime sector and effects of climate change began to gain ground among members of Congress and the maritime stakeholders. Not long after, Republic Act 9993, otherwise known as the Coast Guard Law of 2009, was enacted. It expanded the authority of PCG SO significantly that it seemed unavoidable for the maritime clientele to raise their expectations of Coast Guard services and tasks that need to be accomplished to unprecedented level. The pages contained in this report tell the story of hard- working men and women striving to meet those expectations. May this account of their efforts also serve to demonstrate the gratitude of Coastguardsmen for the attention given by President Benigno S. Aquino III to the welfare of the Organization. I therefore take this opportunity to thank His Excellency for setting aside close to P3 billion in the 2011 budget to benefit the Coast Guard mission and the maritime industry as a whole. Seeing that RA 9993 is not a mere grant of authority for the PCG, but an unambiguous declaration by Congress that something ought to be done to ad- dress the ensuing maritime challenges, with deliberate haste, the PCG sets out its strategic voyage plan to implement organizational reforms and developmental projects. Even as I end my term as Commandant, there is no slowing down in the effort to modernize PCG assets and improve personnel competence with the end in view of enhancing operational effectiveness and the quality of Coast Guard services. We are firmly aware that whatever achievement is gained by our present efforts will become an inspiration and momentum which the next generation of Coastguardsmen will endeavor to continue. And so, upon making this record of PCG achievements under my watch, it is my sincerest hoped my successors and colleagues will look to the next big task and system has been written in this report and continue to go beyond expectations.

WILFREDO D. TAMAYO

Admiral, PCG

22nd Commandant

Read more at https://wilfredotamayo.com/

           MISSION OF THE PHILIPPINE COAST GUARD

MISSION OF THE

PHILIPPINE COAST GUARD

MISSION STATEMENT

To promote safety of life and property at sea, safeguard the marine environment and resources, enforce all applicable laws within the Philippine waters, assist in maritime security operations, conduct search and rescue, and perform other activities in support of national development.

Mission Analysis

The maior areas of government concerns under President Aquino’s administration are Transformational Leadership, Economy, Government Service, Gender Equality, Peace and Order, and Environment. Through transparent and accountable leadership, the PCG will continue to make itself more relevant as a multi-mission ma service-oriented organization. A sound economy will entail an efficient, safe, secure, environmentally-responsible and seamless maritime transportation system.

Hence, as a 24/7 seagoing agency, it is the inherent duty of the PCG to promote safety of life and property at sea. The unpredictable surge of weather caused by global climate change indicated the need for the PCG to further develop its capability as the premier maritime search and res. cue agency and at the same time, as a disaster response agency in support of the National Disaster Risk Reduction Management Council (NDRRMC) and the LGUs.

The Philippines being blessed with pristine beaches and awesome wonders of nature has become one of the prime tourist destinations in Asia. With the potential of the tourist industry to further enhance the economy of the country, there is a need to upgrade and maintain the security and integrity of our country and its marine environment. Thus, the PCG must be sufficiently manned, well-equipped and prepared to address both the traditional and emerging challenges.

As champions of the environment, the PCG continues to safeguard the country's rich marine resources from threats due to maritime accidents and other irresponsible uses of seas and other navigable waterways. Through effective law enforcement and enhanced security coverage along the country's ports, harbors, and maritime destinations, the PCG will make sure that terrorism, piracy and other forms of illegal activities have no place in our waterways and shores.

Through effective and sustained coordination and interoperability with the other armed services and agencies of the government, our country will be assured that unlawful groups are provided neither haven nor refuge. This will be realized through PCG's increasing capacity for Presence, Preparedness, Partnership, Professionalism, and Passion to serve.

In the light of these contemporaneous developments, the PCG is in process of upgrading, acquiring, and maintaining its modest capability through the organizational development, material acquisition, technology upgrade bases and facility development or enhancement, human resource development, and doctrines formulation.

Read more at https://wilfredotamayo.com/

                   THE COMMANDANT'S COMPASS

Strategy

The Commandant's Compass has been adopted as the primary strategy until such time that it is modified or improved to address new or emerging challenges:

Capacity Building Measures

The Coast Guard values and uses les- sons learned from previous operations, addresses the emerging challenges, and adapts to the changing needs in the maritime environment to be able to sustain its long-standing service to our maritime nation. Capacity building measures is thus geared towards the acquisition, maintenance, development, integration, optimum utilization, and improvement of Coast Guard operational capabilities in the core mission areas of maritime safety, marine environmental protection, and maritime security. The PCG works on modest assets acquisition, equipment maintenance, and infrastructure development to be able to meet its mission requirements.

Strategic deployment of PCG surface, air, and shore-based capabilities to include readily deployable teams or units is employed to ensure Coast Guard visibility, vigilance and preparedness so as to be able to promptly preempt any maritime infractions as well as to immediately respond to the call of duty to save lives, protect the marine environment and secure the maritime transportation system and its environs.

To achieve these, the following initiatives are undertaken:

Updated 15-Year Development Plan for the acquisition of the remaining undelivered or additional ships and aircraft to further strengthen the capability of the PCG and to allow them to have the capacity not only to patrol archipelagic waters and coast- al areas, but also to sustain PCG maritime operations on the high seas and Exclusive Economic Zone (EEZ). Rehabilitation, upgrade and/or acquisition of a modest and balanced mix of ships, small craft, aircraft and land mobility as- sets in support of the PCG Deployment Plan and sustainable life extension program for existing capabilities. Improved capability of PCG Boarding and Inspection Teams in the enforcement of regulations and standards, and detection of safety, environmental protection, and security threats and hazards on board ships. Improve the Command/Action Centers of PCG major units and Districts by upgrading and integrating the communications capability of the HPCG, major support commands and the Districts/Stations/Detachments, enhancing vessel/aircraft/DRG radio equipment and ensuring communications compatibility and interoperability with the shipping industry and with partner nations and agencies.

Continue to provide trained personnel to jointly man VTMS Centers with PPA not only to monitor maritime traffic within designated traffic separation schemes, harbors and approaches but also to ensure prompt response to maritime incidents and security infractions.

Develop or improve the capabilities of operational commands and special units/ teams as first responders to maritime incidents focused on search and rescue, disaster response, anti-terrorist, anti-piracy, oil and chemical spill response, and law enforcement operations, among others.

Maintain at least 95% operational status of lighthouses, buoys and beacons, and continue to determine and provide the proper aids to navigation in order to help minimize marine accidents. Likewise, ensure the prompt publication and broadcast of notices to mariners (NOTAM).

Continue to develop and employ systems and capabilities to be able to carry out new or added Coast Guard responsibilities such as the provision for navigational safe- ty, environmental protection and security along the country's Nautical Highways.

Operating Environment Awareness

Coast Guard operations also rely significantly on the manner we develop our operating environment awareness. Such initiative is needed to plan and eventually improve Coast Guard prevention, prepared- ness, response and recovery operations and services. As such, every Coast Guard unit and personnel shall have a clear picture of the daily maritime activities in their respective areas of responsibility. Coast Guard operating units must always be on top of the situation concerning maritime activities or incidents that occur or may arise. By having a total grasp of situations within their respective AORs, Coast Guard operating units are able to more effectively prevent, pre- pare and respond to maritime incidents

Towards this end, the following activities are undertaken:

Enhanced information and intelligence sharing with other government intelligence units to optimize use of available assets and resources.

MOAs with partner nations such as with Indonesia, Malaysia, Singapore, Vietnam, Korea, China, and Japan among others, to obtain real-time information on maritime safety, environmental protection and security in the international setting.

Improved maritime intelligence/information gathering, sharing, analysis and dissemination capabilities.

Expanded database concerning act ties in the operating environment including essential information about maritime incidents, ports and harbors, vessels, crew maritime passengers, cargoes, the working environment, and associated infrastructures. The development of the much needed database will involve the participation and cooperation of other government agencies, non-government organizations, industry/shipping organizations/associations, private sector and other stakeholders. Credible system to monitor or track down the activities of undocumented or small vessels which are not covered by voyage reporting requirements.

Aggressive Training and Recruitment.

The PCG recognizes that human re- source is the most important asset of the organization. In fact, human resource take of center stage in the Coast Guard's theater operations. No amount of having state-of- the-art equipment if the PCG does not have trained and capable personnel to operate and maintain such equipment. As such PCG trains and equips personnel with right skills and attitude who are professional and dealing and day-to-day operations and activities.

In this regard, the Command has embarked on more aggressive education and training enhancement programs and innovations to better position itself as the principal provider of competent and professional personnel to a rapidly expanding organization. most significant of which are the following: PCG PMMA Cadetship Program a prelude to the creation of the Philippine Coast Guard Academy through the continuing implementation of the Memorandum of Agreement (MOA) between PCG and the Philippine Merchant Marine Academy (PMMA). Initially, the PCG has sponsored and sent cadets to the PMMA who will be commissioned as regular officers of the PCG upon their graduation. Entry of PCG cadets to the US Coast Guard Academy is also being arranged.

Dynamic curriculum development involving CGETC and other units' managed courses through a cycle of evaluation, feedback and research-based restructuring to better meet the requirements of the students, the PCG and the country in general.

Doctrines and Best Practices Documentation Relevant doctrines inherited from the Navy as well as from other sources of best practices are being compiled for easy access by PCG personnel. Efforts to develop more course manuals in lieu of loose course hand-outs are also ongoing to enable bet

ter retention of new skills and knowledge among students. Research efforts have also been started to develop more hand- books for specific PCG operational and administrative activities.

Regular Conduct of Unit Training-Operational and Support Commands embark on respective unit training programs and activities such as TI & E's to ensure that peculiar organizational skills are improved and acquired by personnel in their respective fields. Training curricula, facilities and equipment are included in the enhancement program.

Rationalized Recruitment-The PCG recruits personnel with maritime-related field of education as well as with peculiar skills that are needed in the day-to-day operation of the organization. Strict and competitive selection and screening will be implemented to get the best applicants for commission ship and enlistment in the PCG.

Strategic Deployments and Visibility

With the limited number of resources and a vast maritime area to cover, the PCG strategizes the deployment of its assets to maximize Coast Guard presence and at the same time lessen response time during maritime incidents. Available statistics and records on areas where maritime disasters are prevalent as well as areas with high volume of maritime traffic are obtained and periodically analyzed to come up with an ideal plan as to what type of vessel, what kind of specialized personnel and which equipment will be deployed. The PCG continues to strengthen and integrate its operational capabilities for sustained strategic and flexible deployments, and to provide the much needed presence or visibility in the operating environment.

The Coast Guard continues to upgrade and maintain the operational readiness of deployable assets such as ships, small crafts, aircrafts, and special units or teams for cost effective response to marine casualties, disasters, incidents, threats, and/ or other hazards. Deployable Response Groups (DRG) in every District has been established to have a ready pool of highly- trained and well-equipped personnel to be deployed and employed during any maritime emergencies.

The deployment and employment of Coast Guard assets will continue to be governed by the guiding principles of unity of command/ effort/ action, span of control, integrated/ layered approach, inter-agency cooperation, inter-operability, and strategic Coast Guard presence or visibility in the operational areas.

Towards this end, the CG Major Units, Districts, Stations and/or Detachments undertake the following: Conduct of regular trainings, drills and exercises to enhance the skills and confidence of each personnel in the performance of PCG functions.

Upgrade Coast Guard Districts' respective DRGs that could readily respond to practically any conceivable type of maritime emergency.

Hold continuing dialogues with the coastal communities and stakeholders on the services the PCG can offer to be able to better position such services.

Upgrade and maintain the operational readiness of OPCON/deployable assets to be able to readily undertake Coast Guard missions and mandated functions.

Improve on the integrated/ layered approach or strategy in the deployment and employment of capabilities for unified or collective response to a maritime threat/ crisis situation. Strengthen Coast Guard operational capabilities and presence through sustained and flexible deployment of OPCON assets.

Total Vigilance and Preparedness

As 24/7 maritime guardians, the Philippine Coast Guard dedicates its best effort for the promotion of safe navigation, security of maritime transportation system and marine environmental protection. The PCG shall be vigilant and prepared at all times to readily answer and respond to any distress call and thwart any maritime law infractions.

Aided by the availability of modern communications equipment, media and - press reports, government and private access to information and continuing conduct of community relations, the PCG's operating units are able to create a better picture of the maritime domain in their respective areas of responsibility with utmost consideration for safety, security and environ- mental concerns.

Vigilance is necessarily the first step in performing the PCG's various functions Such vigilance however is useless if not translated into action. Action, on the other hand, is best done with proper training and preparation. The proper confluence of these events determines the success of every coast guard operation. To achieve this the following factors are considered Improved coordination and partner- ship with cognizant government agencies to facilitate greater access to information such as number or frequency of passengers, volume of maritime traffic, potential hot spots or vulnerabilities and environ- mentally sensitive areas.

Enhanced partnership/cooperation with local governments to identify common areas of concern, year-round calendar of activities with particular effect to and participation of the maritime sector, and other possible areas of cooperation.

Periodic assessment of individual units' capacity to react to possible maritime scenarios and documentation of annual capacity to determine improvements achieved for specific durations.

Continuing conduct of exercises to determine strengths and weaknesses in the performance of various PCG functions and actual response time to incidents.

Holding of a Coast Guard Skills Olympics to determine best performing/prepared unit. The rationale of this activity is not to foster competition but to encourage improvement areas in individual skills and competence, and unit preparedness.

Growth in Service and Support Systems

The long-term strategic deployment plan of the PCG is geared towards prompt, flexible and sustained deployment of a minimum number and appropriate type of air, sea and land assets in all Districts and Stations that is sufficient to carry out the various coast guard functions. The layered strategy for safety and security and the tiered approach to marine pollution prevention and response requires the readiness of the PCG to perform its functions from the Headquarters level down to the smallest unit of the organization. However, the avail- ability and cost effectiveness of service and support systems is necessary to support actual operations.

Thus the sustained deployment of air and sea assets is matched by the provision for service facilities and support systems Ships' deployments are supported by the availability of ample berthing space, shore  power, modest repair and re-watering facilities, and other service amenities. Air assets have appropriate hangars protective enclosures, flexible fuel depots, storages other support facilities. Pollution response equipment like work boats, booms and skimmers have appropriate berthing and/or storage spaces and platforms such a land mobility vehicles to deploy and launch them to the spill site in the least possible time.

During actual search and rescue operations, the availability of effective and reliable communications system is essential in ensuring close monitoring, proper coordination, prompt reporting and faster response time In law enforcement operations, ordnance and communications are necessary components which must be readily available for use and replenishment, if necessary. In the field of navigational safety, the availability of small boats and hauling vehicles are necessary to move aids to navigation (ATON) equipment and personnel to the remote areas. Appropriate storage areas are developed to secure and house ATON equipment and spares. Work- shop facilities and equipment are maintained for the conduct of repair and maintenance of buoys and other ATON equipment.

Coast Guard Districts have dedicated and more reliable spaces for storing equipment and supplies used during operations. This is necessary in order to have proper inventory management and monitoring of stocks of critical spares/supplies. The PCG's self-reliance program, it is particular the MRG, is further strengthened to reduce the need for new procurements and use of private con- tractors to conduct repair services for ordinary or simple derangements. The K-9 Unit is well supported in their in-house breeding, training and deployment programs to further improve on their self-reliance and sustainability

Medical, dental and spiritual services are well sup- ported at the Districts Headquarters level to support the needs of personnel and their dependents. Legal services are readily available to afford protection of personnel in the performance of their duties. Financial services a well improved to ensure faster remittances of salaries and other benefits including processing of loans or individual savings or contributions.

Unity of Action through Partnerships

The PCG is not a stand-alone agency. Although the PCG possesses highly-trained and capable personnel to perform its mandated tasks, the need to further establish partnership and collaboration with relevant government and non-government sectors of the society cannot be overemphasized.

As a duly established and recognized leader in the conduct of maritime operations and coordination, the PCG continues to expand its network of cooperation and strengthen partnerships with the other maritime services, government agencies, local government units NGOs, maritime industry associations, private sector, and international partners to achieve common interests and objectives.

To further promote unity of action among the key players in the operating environment, the Coast Guard pursues the following initiatives:

Collective preparedness in the interagency environment and make use of lessons learned from past experiences more often to improve responses to maritime safety, environment, and security situations.

Integrated command, control and communications system to improve internal, inter-agency, and international coordination.

Interoperability and cooperation with other uniformed/ maritime services or agencies, the PCG Auxiliary, industry associations, local government units, and partner nations through the conduct of combined or joint training exercises such as MARPOLEX, SAREX, MARLEN Exercise, CARAT, MTA, etc. and multinational conventions conferences, and other joint undertakings.

Policy-making initiatives by encouraging the active participation of inter-agency experts and professionals with the end in view of developing new policies and translating maritime concerns into plans, policies, regulations, strategies and procedures.

Training of incident/crisis management personnel under the operating units to include vital components of the DRG such as the TF Sea Marshal, CG Anti-Terrorist Unit (CGATU), TF Special Medical Advance Rescue Team (TF SMART), Alert Rescue and Quick Reaction Teams (ART/ QRT), and Oil Spill Response Teams (OSRTs), among others for more effective coordination and handling of maritime incidents.

Partnership with inter-agency and international partners by entering into more formal agreements and under- standing on mutual concerns and interests.

PCG Auxiliary's more active supporting role in the areas of maritime search and resource, disaster response and relief operations, marine environmental protection. information campaign and education, and community relations or services.

Accountable Finance and Logistics Systenm

Finance and logistics are the very lifeblood of any operation. Without a good finance and logistics support system, the conduct of prompt and sustained Coast Guard operations will not be possible. With the end view of improving the performance of its mandated functions, the PCG continues to ensure that an efficient and effective finance and logistics system is in place to support the various roles it has to perform in a rapidly changing maritime environment.

A carefully planned, developed and periodically re- viewed and analyzed logistics support system is needed to ensure that field operating units, units afloat and air as sets strategically deployed and positioned nationwide are promptly and sufficiently supported in their operational and materiel requirements. The logistics support system must encompass the entirety of PCG operations from prevention, mitigation, and preparedness, up to response and rehabilitation. To achieve this, the following priorities are put in place:

Logistical support is focused towards the timely and cost-effective delivery of supplies, materials, equipment and services to PCG units and personnel.

Basic support systems and facilities are continuously established and/or maintained in support of the PCG Deployment Program.

Mobility assets are maintained and operated through credible maintenance and repair program.

Economic measures are observed in all logistical activities through the timely procurement of supplies materials, equipment and services, energy conservation measures and other cost-cutting initiatives.

Information technology equipment and systems are upgraded for improved logistics and financial management in support of PCG operations.

The thrusts of the financial service or component of the organization are geared towards the following areas:

Continuing conduct of activities to accomplish the PCG mission such as:

Promotion of maritime safety and security.

Effective conduct of search and rescue.

Enhanced protection of the marine environment.

Strict enforcement of maritime laws

Security in the maritime environment.

Further enhancement of personnel morale and welfare.

Continuing upgrade in human resource organization, training capability and doc- trines development.

Continuing improvement in the operational readiness of units and support systems.

Sustained national and international commitments.

Optimum utilization of resources.

Enhanced fiscal prudence, control measures and financial management systems in order to institute productivity, and generate savings in the implementation of programs, projects and activities of the on Command.

All PCG resources are property man- aged, maintained or utilized and accounted for. All Unit Commanders or Project Administrators are held responsible and account- able for said resources in cases of losses or wastage through acts of imprudence or improper disposition.

Quarterly Program, Review and Analysis reports are religiously prepared and presented by Major Unit/District Commanders to the Commandant, PCG.

As a matter of policy, advance deliveries of supplies, materials, equipment and services are strictly not allowed unless expressly authorized by CPCG, funds are certified available, and utilized for emergency purposes only.

All procurements shall continue to be strictly in accordance with RA 9184 and the PCG Procurement Circular.

Based on the APB, unit Commanders are not to incur expenditures in excess of their allocated budget.

Unit Commanders are to always ensure that specific fund/logistical support for the purpose shall reach their subordinate units such as the Stations, Detachments and field/OPCON units promptly and as appropriated.

The grant, utilization and liquidation of cash advances are strictly governed by relevant regulations.

Scheduled and unscheduled expectations/audit of cash book and program of expenditures are periodically conducted to ensure compliance by accountable officers to existing regulations.

Based on existing policy, priority in the utilization of cash allocation are given to personnel-related claims and mandatory or fixed expenditures such as POL, light and water, rentals and communications services.

Responsible Maritime Governance

It is said that the key ingredients in the effective performance of agency functions are the ability and commitment of h its leaders or unit commanders to manage its activities responsibly taking into consideration the vital mission the unit has to the perform against the reality of very modest budgetary resources and rigid fiscal and accounting regulations.

To achieve this, the following actions o is considered priorities: The Command will continue to embark on programs and activities that will further enhance the morale and welfare of Coast I Guard personnel.

Continuing implementation of pro- grams that will enhance operational efficiency through systems improvement and avoidance of wasteful practices.

Institutionalization of the so-called s leadership by Institute of the principle of Command r Strict observance of cost effectiveness transparency and accountability Improvement of system of grievances and feedback mechanism Rationalization of the support system to ensure wider coverage and effective impact of operations and administration. Promotion of unity, team work and camaraderie in all mission performances of PCG units.

Good working relationship with partner agencies, nations, and industry associations.

In its external application, responsible maritime governance is viewed as the ability of the agency to effectively and dutifully discharge its functions to ensure the safety and security of the maritime transportation system and the protection of the marine environment. Within the limits provided for by law in terms of its safety functions, the PCG must endeavor to be more proactive and instrumental in ensuring that safety will always be paramount in all maritime-related activities.

Close supervision and coordination with domestic shipping operators remain indispensable if the PCG is determined to instill a culture of safety and responsible ship ownership and foreign ships must be that the Philippines is neither a sanctuary nor a safe haven for substandard ships.

In maritime navigation safety, it is the primary duty of the PCG to properly maintain all lighthouse stations and to always keep them in their top operational condition. The Maritime Safety Service Command (MSSC) continues to review and update its master plan for the development and upgrade of the existing navigational aids as well as the establishment of more aids to navigation particularly in areas where maritime traffic is dense. Special attention is focused also on establishing additional buoys and floating aids along entrances to major ports and harbors. Floating and submerged wrecks and other hazards to navigation are expeditiously removed to prevent future accidents.

In maritime security, the PCG continues to provide deterrence to unlawful acts at sea and enforce all applicable laws with- out fear or favor. Terrorism and other un- lawful acts in the sea has now become a global threat to maritime transport. Hence, in cooperation with the OTS and other related agencies, the PCG ensures that sufficient security coverage is laid out for all maritime assets and interests throughout the archipelago.

Finally, in maritime environmental protection, the PCG continues to serve as a strong vanguard to reserve, conserve, protect and rehabilitate our precious marine environment and its vast marine resources. It is in this area that linkage with other government agencies, local governments NGOs, advocacy groups and other interest organizations is strongly encouraged as this will serve as a significant factor in the accomplishment of the PCG mission to achieve a clean and sustainable marine environment. Public interest and support are gained through aggressive implementation of local awareness and environmental consciousness programs.

Development of Doctrines and Maritime Regimes

As a uniformed and disciplined organization, there are inevitable similarities in strategies and approaches between the PCG and the Armed Forces. So as not to re-invent the wheel, best practices and doc- trines from the Navy in particular and the AFP in general are constantly reviewed and analyzed to determine its applicability to the distinct role the Coast Guard is performing.

With the enactment of the PCG Law, there is a need to fully adopt the Implementing Rules and Regulations (IRR) that clearly defines how the new law is applied and to elaborate on the general provisions of the law. Different committees have been duly established to dissect the new PCG law and ensure that all gray areas will be resolved through the said IRR.

In coordination with concerned government agencies, port authorities and ship- ping organizations, the PCG will continue to identify areas where procedures for the enforcement of security regulations can be adopted. The Command will also assess the current enforcement regime for marine environmental regulations. In search and res- cue, the PCG likewise envisions to re-define the PCG's role in relation to the national, regional and local frameworks.

Concomitant with the above, there is also a need to pursue the enactment of more national regulations to implement the requirements of international conventions which the country is bound to enforce. It is also necessary to comprehensively assess the efficiency in their application including the gravity of penalties to determine whether they serve as effective deterrence. There is also the essential task of drafting more applicable and sup- porting laws for submission to Congress. Such laws are needed to solidify the PCG's performance of its peculiar functions. Furthermore, the PCG must be able to provide the impetus and basis for the legislature to pursue the adoption by the country of the various international maritime conventions and instruments.

On the other hand, the creation of a maritime regime involves the continuing development of mutually acceptable norms principles, policies and decision-making process dealing with the various facets of ocean management of the country's numerous waterways to include the ocean. The process normally proceeds from a clear-cut identification of individual responsibilities and corresponding accountabilities of all of the major players in the maritime industry. Thereafter, a framework for the seamless c cooperation in the areas of safety, security and environmental protection must be clearly established. Possible areas for developing more maritime regimes are the following:

Enforcement regime on security

Search and rescue and disaster response regime

Safety management regime

Regime on environmental protection

Law enforcement regime

The task of maritime regime building will necessarily involve closer coordination and cooperation with the other government agencies which exercise similar juris- diction or oversight functions. The theory or approach to accomplish this undertaking is to create a confusion-avoidance scheme where participating agencies are knowledgeable about their respective spheres of responsibilities. The objective is to remove "gray areas in the agencies discharge of their respective functions in relation to other entities. The current situation therefore presents a big challenge not only for the PCG but for the entire government bureaucracy which is characterized by overlapping functions and duplication of efforts.

The continuing development of an effective maritime regime must evolve from a re-evaluation of the present structure and organization of the various agencies of government with particular interest in the maritime industry to determine their efficacy, usefulness and logical existence. As a member of the maritime cluster, it is imperative for the PCG to have its law fully- supported by a comprehensive IRR so that it can contribute to the regime creation with a sense of credibility, authority, responsibility, accountability and permanence.

In the process of active anticipation the PCG continues to harness its capacity and confidence to assure not only the legislators but more so the general public that it deserves greater recognition for its role as the country's premier maritime guardian.

Read more at https://wilfredotamayo.com/

  LOCAL PARTNERSHIPS INTERNATIONAL PARTNERSHIPS

PCG continues to establish partnership and collaboration with other government agencies local government units, non- government organizations, maritime industry associations, private sectors to achieve common interests and objectives.

Some PCG international partnerships include Human Resource Development (HRD) program of the Coast Guard Education and Training Command (CGETC) in cooperation with other cognizant agencies, and partner nations such as Japan, Sweden, United States of America, Australia, Malta, Indonesia, Singapore, China, Vietnam, Korea and other countries in terms of individual schooling or training, cross-training programs, conduct of combined training exercises and areas of cooperation in SAR, marine environmental protection, information exchange and technical assistance, among others.

Read more at https://wilfredotamayo.com/