1

Chapter 1

THE PROBLEM AND A REVIEW OF RELATED LITERATURE

This chapter provides detailed discussions on the key components

of the problem and review of related literature, namely: introduction,

background of the study, related literature and studies, synthesis,

conceptual framework, statement of the problem, hypotheses, scope and

limitation, significance of the study and the definition of terms.

Background of the Study

The COVID-19 pandemic has exacted a massive toll on the health

and well-being of millions of Filipinos, which also disrupted the global

economy, and created negative impacts on livelihood and education

across the nation. The loss of income and employment opportunities were

two of the overarching challenges in marginalized communities in the

Philippines (Fallesen, 2021), especially when lockdowns were

implemented in 2020. Baah, et.al. (2019) classified marginalized

populations as those excluded from mainstream social, economic,

educational, political, and/or cultural life who can be excluded or

discriminated due to multiple factors such as their race, ethnicity, age,

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gender identity, sexual orientation, disability, religion, language, and/or

displacement, among others.

Communities are at risk of seeing further increase in poverty line

following significant employment and income losses. In August 2020, the

construction industry and public transportation experienced the most

severe job losses, while informal workers such as laundry women,

hairdressers, and workers in small canteens; and in informal retail such as

sari-sari stores, street vendors, and markets experienced cumulative job

losses (DSWD, 2020). Communities in formal agriculture and small-scale

agriculture reportedly experienced severe job losses in the agricultural

industry. In addition and as a result of the strict lockdown, some

individuals were stranded and wished to return home; therefore, the

government enacted a law requiring them to observe a 14-day quarantine

before returning home. Locally stranded persons (LSIs) are discriminated

against as a result of the lockdown.

To address the needs of these vulnerable groups, the Bayanihan

"to Heal as One Act" (Republic Act No. 11469) was passed, granting the

President additional authority to combat the COVID-19 pandemic. In

addition, the Government adopted fiscal and monetary policies to mitigate

the economic impact; testing and treatment facilities were designated in all

regions; and the prices of basic goods were regulated. Furthermore, cash
 3

assistance was provided to poor households and displaced workers and

subsidies were given to marginalized farmers their social amelioration

programme, or SAP (Department of Interior and Local Government, 2020).

Inspite of the social amelioration program, community groups have

often complained that its implementation has been delayed and

insufficient, non-inclusive, selective, stressful, and arbitrary, therefore

benefiting few inhabitants. Despite difficulties, however, some group of

volunteers have been able to provide relief for their communities,

especially in areas where government support was lacking. Globally,

volunteers have displayed an unparalleled level of solidarity. They are so-

called everyday heroes because they respond to calls for aid from their

communities. They provide services in all key thematic areas of disaster

risk reduction and management (DRRM), namely disaster prevention and

mitigation, disaster preparedness, disaster response, and disaster

recovery and rehabilitation (NDRRMC Memorandum Circular No. 64, s.

2021).

Volunteerism is an indispensable component of all communities

and populations. In general, volunteering delivers services where

infrastructure and resources are deficient. The COVID-19 pandemic has

shown the need and impact of volunteers, especially those relating to

healthcare and public health services. In 2020, as the number of COVID-

 4

19 infections rose, so did the number of community volunteers.

Communities have a finite amount of emergency, health, and other

essential services. As the pandemic has exacerbated these resources,

volunteers have stepped up to address community shortcomings. The

government has recognized the important role volunteerism play in nation-

building (NDRRMC Memorandum Circular No. 64, s. 2021).

The reserve force of the Philippine army provide support in socio-

economic development, environmental protection, and disaster and

rescue operations (Philippine News Agency, 2020). In furtherance of the

overall purpose, they are also tasked with assisting in disaster relief and

rescue operations, socioeconomic development, and the operation and

maintenance of important government or private infrastructures as stated

in Republic Act. No. 7077, otherwise known as the Citizen Armed Forces

of the Philippines Reservist Act.

Amidst the pandemic, the National Capital Region Regional

Community Defense Group (NCRRCDG) reservists were called to conduct

voluntary services and rescue operations. As volunteers, they were

empowered to understand their role in the community, and to see the

positive impacts of their actions. They can be witness to extremely

stressful and chaotic situations that may have mental health impacts.

During COVID-19 pandemic, they could have continued exposure by

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working in these stressful conditions. However, not much is known about

the level of capability of NCRRCDG reservists rescue operation during the

onslaught of the COVID-19 pandemic in terms of organization, training,

equipment used, logistical support, and mobility. Hence, this study will be

conducted to establish baseline information on the training and

unforeseen experiences of the NCRRCDG reservists furing the onslaught

of the COVID-19 pandemic. Deep understanding of the problems

encountered during the conduct of relief and rescue operations and the

proposed measures may be used as basis for a proposed action plan on

enhancing the level of capability of NCRRCDG reservists rescue

operations.

A Review of Related Literature and Studies

This section reviews and synthesizes the literature and studies

related to volunteerism of Nikational Capital Region Regional

Community Defense Group (NCRRDG) and the level of their capabilities

towards rescue operations conducted during the onlsuaght of COVID-19

pandemic. This also provides information gathered from books, manuals,

journals, periodicals, electronic resources and other publications that

furnished the researcher with the necessary background and knowledge

to pursue this study.

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The topics in this section include: (1) The Philippine Army (PA);

(2) PA Civil Military Operations: The Historical Context; (3) PA Civil-

Military Operations (CMO): Its Significance, Foundation and Objectives;

(4) A Brief Account of CMO: Its Creation, Programs and Best Practices;

(5) The Civil-Military Operations in U.S. Military; (6) General CMO

Functions; (7) The Armed Forces of the Philippines Occupational

Specialty (AFPOS); (8) Institutionalizing Civil-Military Operations; (9)

From CMO to CMOR: Its Transition Policy; (10) Standard Readiness

Capabilities of a Regiment; and related studies on institutionalization,

and transition.

The Philippine Army (PA) and Its Historical Background

The Philippine Army (PA), also known as the Hukbong Katihan ng

Pilipinas, is the main, oldest and largest branch of the Armed Forces of

the Philippines (AFP) which is responsible for the land or ground warfare.

Land warfare is categorized by the use of large numbers of combat

personnel employing a diverse set of combat skills, methods and a wide

variety of weapon systems and equipment, conducted in diverse terrains

and weather environments. As of 2021, the PA had an estimated strength

of 101,000 soldiers (Kott, 2021) backed by 100,000 ready reserves. The

Commanding General of the Philippine Army, its professional head, is

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Lieutenant General Romeo S. Brawner Jr., who took office on December

10, 2021. Its main headquarters is located at Fort Bonifacio, Taguig, Metro

Manila. Its historical roots can be traced back before the colonization

period in the Philippines.

Battles before Colonization. The beginnings of the Filipino land

forces dates back before the Spanish and American colonial period. In

that time, clans and barangays from different regions form their own

armed groups primarily composed of hunters and land fighters. They

served as defenders of the tribes or as warriors sent on strike missions

against other barangays. On occasions, some clan forces would form

alliances to attack more powerful opponents. Conventional weaponry

during the pre‐colonial era includes Kris and Kampilan, Blowguns, and

Lantaka. War-fare instruments of the Filipino forces continued to develop

over time.

The Forces' First Test (1521). On April 27, 1521, the Filipino land

forces were put to test. The Spaniards' arrival in the 16th century in

Mactan, Cebu ignited the Battle of Mactan as Lapu-Lapu defied to render

loyalty to Magellan. The incident demonstrated the combined might of

Filipino land forces complemented by early naval elements. Lapu-Lapu's

force was not "formally organized" as a Filipino Army during that time but
 8

the present‐day Philippine Army traces its beginnings to this brave and

proud force of warriors of the Philippine Islands.

The Fight for Freedom (1892-1898). The three century rule of the

Spaniards led the Filipino warriors to form resistance movements to fight

for their freedom. The Filipino people were clamoring for reforms and an

end to the foreign rule because of the growing restiveness in the colony.

On July 7, 1892, Andres Bonifacio founded the Samahang Kataastaasan,

Kagalanggalang Katipunan ng mga Anak ng Bayan, or simply "Katipunan"

to muster freedom loving Filipinos for armed revolt. The Katipunan formed

the nucleus of the Revolutionary Philippine Army.

Almost a year after the outbreak of war between the members of

the Katipunan and the Spanish troops, another freedom fighter from a

prominent clan ‒ Emilio Aguinaldo ‒ was elected President of the

Philippine Revolutionary Government at the Tejeros Convention on March

22, 1897 in Tejeros, San Francisco de Malabon in Cavite. Artemio Ricarte,

a Katipunan leader of numerous Filipino battles against Spain was also

elected as Captain General of the Ejercito en la Republica de las Islas

Filipinas or the Army of the Philippine Republic.

After years of fighting for freedom, of On June 12, 1898, the Filipino

people achieved their awaited freedom as General Emilio Aguinaldo

declared the Philippine's Independence from Spain.

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Philippine Army's Rebirth (1898-1935). The Filipino troops were

to enjoy only a brief sense of victory and respite from combat when

American forces came in to establish rule in the islands by virtue of the

Treaty of Paris, which Spain co-signed with America on December 10,

1898. The treaty ceded the Philippines to the United States.

The Filipino-American War erupted on February 4, 1899. Due to the

superiority of American arms, the Filipinos fell from one position to another

until they were forced to disband. Even after the official cessation of

hostilities and as the Americans have established government in 1901, the

Filipino revolutionaries continued their struggle for freedom.

Aguinaldo was captured by American forces on March 23, 1901.

The surrender of one of the most prominent leaders of the Philippine

Revolution, General Miguel Malvar, on April 16, 1902 marked the official

end of the "Philippine insurrection." When the Philippines was established

as a Commonwealth Republic of the United States of America on 15

November 1935, its President, Manuel Luis Quezon signed

Commonwealth Act No.1, popularly known as the National Defense Act,

which paved way for the birth of the new Philippine Army.

In World War II (1941-1945). The onset of World War II in 1941

tested the might of the Commonwealth Philippine Army. Its two regular

and ten reserve divisions undertook the defense of the Philippines. These
 10

divisions were incorporated into the United States Armed Forces in the

Far East (USAFFE) under the command of General Douglas McArthur.

Four military areas were activated after the war. The National Defense

Forces organized under the National Defense Act was reorganized into

the Armed Forces of the Philippines along which came the birth of four

major services.

The post‐WWII Philippine Army was to be seen fulfilling the

Philippine government's commitment as a member of the United Nations

to help bring peace in war‐ torn neighbor states. The Philippine Army

spared five battalions which formed the Philippine Expeditionary Forces to

Korea (PEFTOK) to carry out the campaign for democracy. The Philippine

Civic Action Group to Vietnam (PhilCAGV) was sent to South Vietnam on

a mission of peace, where army engineers helped build communities and

army doctors and nurses provided medical services to the people.

Building the Headquarters; Expanding Horizons (1957- Early

70's). On July 10, 1957, the Philippine Army established its headquarters

under the leadership of Brigadier General Leoncio S. Tan. The onset of

the sixties ushered an expansion of the army's roles, which include

participation in the socio-economic programs of the country, among

others. To achieve greater flexibility and effectiveness, infantry divisions

took the place of the military areas in the seventies.

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The Army as a Nation Builder (1972-1986). On September 21,

1972, the Martial Law era began. During the decade, military operations

supported by civic action blocked the escalation of insurgency. The 1980s

saw the Philippine Army in increasing peace and development roles and in

a period of transition after the EDSA‐People Power Revolution, which

spurred various initiatives toward transformation and reforms in internal

security operations. The Philippine Army became more cognizant of its

role not only as protector of the Filipino people, but also a partner in nation

building.

Continued Sacrifice, Bravery and Patriotism (2000s). On

September 9, 2013, the Philippine Army prevented members of the Moro

National Liberation Front to take over Zamboanga City which led to three-

week fight. Twenty five government soldiers made the ultimate sacrifice in

order to save innocent civilians and regain peace in the city.

On May 2017 to October 2017, a five-month long siege brought

casualties and displaced individuals from their homes in Marawi, Lanao

del Sur. The Battle of Marawi was one of the largest and longest urban

warfare of the Philippine Army. One hundred sixty five government forces

lost their lives to liberate the city from conflict. The Philippine Army

continue play an important role in rebuilding the city.

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The Philippine Army Today. Today, the Philippine Army supports

the government's whole-of-nation approach against insurgency led by the

National Task Force to End the Local Communist Armed Conflict. The

Army provides efficient instrument and structure for the employment of the

whole-of-nation approach and also assists in the implementation of the

Enhanced Comprehensive Local Integration Program offered to former

rebels. These efforts complement the Army's sustained anti-terrorism

operations on the ground.

Moreover, the Philippine Army's mandate led to a breakthrough

with the framing of the Army Transformation Roadmap 2028, which was

implemented in 2010. Capability upgrades, modernization initiatives, and

campaigns for good governance and performance excellence in the

transformation program ushered the Philippine Army to welcome paradigm

shifts and optimistic milestones, which continue to fire up the enthusiasm

of members of the force to fulfil the Army's purpose to serve the nation

and secure our people and territory. With continuing and steady

successes in its strategic initiatives and base camps, the Philippine Army

is confident that it will realize its 2028 vision to be a world class Army that

is a source of national pride.

Today, the functions of the Philippine Army are to: (1) organize,

train and equip Army forces for the conduct of prompt and sustained
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combat operations on land; (2) prepare such units as may be necessary

for the effective prosecution of national defense plans and programs and

Armed Forces mission, including the expansion of the peacetime Army

component to meet any emergency; (3) develop, in accordance with the

other major services, tactics, techniques and equipment of interest to the

Army on field operations; (4) train, organize and equip all Army reserve

units; and (5) Perform such functions as the higher authorities may direct.

The Philippine Army is headed by the Chief of the Army, attaining

the rank of Lieutenant General. He is assisted by the Vice-Commander of

the Philippine Army, and the Chief of Staff, Philippine Army in charge on

organizational and administrative matters, both holding the ranks of Major

General. The Philippine Army consists of 11 infantry divisions, one armor

division, one combined arms brigade, one artillery regiment, five

engineering brigades, one aviation regiment, and seven combat support

units which are spread throughout the Philippine Archipelago.

The Army has 4 support commands, and is responsible for the

handling of reserves, creating doctrines and training operations, and

overall installation and combat support in the army's operations. These are

the (1) Reserve Command; (2) Training and Doctrine Command; (3) Army

Support Command; and (4) Installation Management Command

(Provisional).
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The Philippine Army Reserve Command: Its Historical Background

The Reserve Command (RESCOM), also known as the

Pangasiwaan ng Panlaáng Kawal, Hukbóng Katihan ng Pilipinas, is a

major support command of the Philippine Army. It was created for the sole

purpose of reserve force management, organization and Government

Arsenal procurement. It historical background can be traced back from the

Philippine Commonwealth era.

Philippine Commonwealth. By 1935, the Philippine

Commonwealth, under the leadership of President Manuel Luis Quezon

enacted the very first legislature of his government. Commonwealth Act

No. 01 ensured that Philippines will be prepared to thwart off any invasion

or aggression of some sort by any nation, or entity and thus called upon its

citizens to provide manpower to then fledgling Philippine Army. The

National Defense Act of 1935 heralded the creation of what would be the

Armed Forces of the Philippines and very first documented account of

voluntary citizen enlistment.

World War II. Reservists fought hard during the 1940s and saw

action on almost all parts of the country in World War II. Regular and

reserve members of then Philippine Army/Philippine Army Air Corps

(forerunner of the Phil Air Force), the Philippine Constabulary, and the

Philippine Offshore Patrol (what would become the Phil Navy later on.)
 15

were incorporated with US units and rallied under the banner of the

USAFFE.

A ragtag group of former ROTC Cadets, Guerilla Fighters and

draftees of the Philippine Army Reserve Force formed units among

themselves and fought gallantly against the Japanese invaders.

Collectively, they were known as the Hunters ROTC Unit.[4]

Post World War II. Post WWII saw the re-organization of the AFP

and the further need to rebuild the defense of the nation. Reserve units

were then organized to Battalion Combat Teams with the sole purpose of

force augmentation in the eventuality that another world war ensues.

On September 1, 1977, the Army Reserve Command was activated

pursuant to General Orders No. 250 of the Philippine Army. Army officers

were tasked to organized, train, and manage a reserve force that will

equate or surpass the current strength of its regular forces.

1986 EDSA Revolution. By 1986, after the EDSA Revolution, the

unit was shortly deactivated since the AFP at that time was undergoing

retraining and re-organization.

Birth of the modern reserve force. 1991 saw the birth of a new

reserve force when Republic Act 7077 (Reservists Act of 1991) was

signed into law on July 1, 1991. This new legislation directed the AFP to
 16

organize and create units with the sole purpose of reservists

management.

On May 12, 1992, the Reserve Command, Philippine Army, was

again reactivated pursuant to HPA General Orders No. 392 and was later

again renamed as the Army Reserve Command on October 1, 1999 (HPA

GO Nr 1300) and was given its marching orders to maintain, administer,

develop, train, and organize reservists units to help enhance and sustain

National Security and Development.

Future of the reserve force. In the 21st century, the unit is

modernizing itself pursuant to the directives of Headquarters, Philippine

Army's transformation roadmap to 2028.

Training as the Major task by the PA Reserve Command

Training is the major task handled by the Reserve Command

(RESCOM). Its primary arms are the university/college-based Department

of Military Science and Tactics which administered mandatory basic and

the optional advanced Reserve Officer Training Corps (ROTC); and the

territorial unit-administered Basic Citizen's Military Training (BCMT).

Reserve Officers' Training Corps (ROTC). ROTC in the

Philippines is one of the three components of the National Service

Training Program, the civic education and defense preparedness program

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for Filipino college students (RA 9163). ROTC aims to provide military

education and training for students to mobilize them for national defense

preparedness (Labuguen, et. al, 2012). Its specific objectives include

preparation of college students for service in the Armed Forces of the

Philippines in the event of an emergency and their training to become

reservists and potential commissioned officers of the AFP.

Basic ROTC is the only component required by a tertiary (college)

level student to have completed as requirement for completion of the

National Service Training Program. Military subjects are provided similar

to how military instructions are conducted in the service academies and

graduates are automatically enlisted in the reserve force of the particular

service branch (Army) administering the training. Advance ROTC is purely

voluntary in nature and that Advance ROTC Cadets are provided a

modest allowance after passing the requirements for their respective

Advance ROTC Examination (PAARE). Completion of Advance ROTC is

considered a graduate qualification in Military Science, and such

graduates who subsequently progress to the Probationary Officer Training

Course (POTC) are commissioned as 2nd Lieutenants.

Graduates of the ROTC advance program serve in all branches of

the Armed Forces of the Philippines (Farolan, 2013) . In 2008, ROTC

graduates of the officer candidate schools of the various services

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constituted roughly 75% of the AFP officer corps.[3] The ROTC grants

qualified student-cadets scholarship benefits through a merit-based

incentive program in return for an obligation of military service in the

reserve force, or active duty in the AFP if given the opportunity, after

graduation.

ROTC student-cadets attend college like other students, but also

receive basic military training and officer training from the branch of

service that handles their school's ROTC unit. The students participate in

regular ROTC instruction during the school year (one school year for

Basic ROTC student-cadets and three school years for Advance ROTC

cadet-officers), and extended training activities during the summer, such

as the ROTC Summer Camp Training (RSCT) and the Advance ROTC

Academic Phase Training (ARAPT).

ROTC units in colleges and universities are organized through the

Department of Military Science and Tactics (DMST) which is under joint

supervision by the school administration and the Department of National

Defense. These ROTC units are in turn managed by active duty officers of

the AFP and the reservist organization representatives of the major

services, the Philippine Army Reserve Command of the Philippine Army,

the Philippine Navy Reserve Command of the Philippine Navy and the

Philippine Air Force Reserve Command of the Philippine Air Force. Other
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than time-in-grade and merit promotions, rank adjustments are authorized

depending on civilian qualifications, as well as their reciprocity to the

operating environment (ARESCOM, 2011).

The Basic Citizen's Military Training. Basic Citizen's Military

Training (BCMT) is a military training course conducted by the Philippine

Army through the Army Reserve Command. It is an entry level training

course undertaken by Filipino Citizens wanting to enlist in the reserve

force. BCMT instruction is administered by a joint training pool of military

instructors from both regular and reserve forces and is usually conducted

inside any of the Philippine Army's training camps. Guest instructors are

requested from other government agencies and non-government

organizations (NGO) for specialized instructions.

Special Basic Citizen's Military Training (SBCMT) is a special

course conducted by the Philippine Army in response to a request from a

Local Government Unit (LGU). Funding is usually provided for by the

requesting agency as compared to regular BCMT which receives funding

from the Army.

Organization of the PA Reserve Command

Republic Act 7077 of 1990, otherwise known as the Citizen Armed

Force or Armed Forces of the Philippines Reservist Act, provides for the
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development, administration, organization, training, maintenance and

utilization of the citizen armed force of the armed forces of the philippines

and for other purposes. According to the law, the organization of each

component of the Reserve Force and the manpower objective of PA

Reserve Command shall be prescribed by the Secretary of National

Defense and approved by the President of the Philippines. The

organization, structure, manning and equipment of reserve units shall

conform to the organization of the regular force. Reserve units of a

battalion type or equivalent, on a regional basis. The organizational

structure and manning of the affiliated reserve units shall be prescribed by

the Secretary of National Defense and shall as much as possible conform

to their existing civilian organization.

RESCOM's units are divided into several base units, regionally into

15 Community Defense Groups, having three or more Community

Defense Centers incorporated into them, and nine Reserve Infantry

Divisions. Army ROTC Management falls under their respective RCDGs.

The base units include the (1) Headquarters & Headquarters Service

Battalion; (2) ARESCOM Training School; and (3) ARESCOM Reservist

Personnel Management Center (Provisional). The fifteen community

defense groups are the (1) 1st Regional Community Defense Group

located at Camp Lt Tito B Abat, Manaoag, Pangasinan; (2) 2nd Regional

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Community Defense Group located at Camp Melchor F Dela Cruz Annex,

Soyung, Echague, Isabela; (3) 3rd Regional Community Defense Group

located at Camp Gen Servillano T Aquino, San Miguel, Tarlac City; (4) 4th

Regional Community Defense Group located at Camp Gen Macario

Sakay, Los Baños, Laguna; (5) 5th Regional Community Defense Group

located at Camp Gen Simeón A Ola, Legazpi City, Albay; (6) 6th Regional

Community Defense Group located at Camp Gen Adriano Hernández,

Dingle, Iloilo City; (7) 7th Regional Community Defense Group located at

Camp Lapu-lapu, Cebu City; (8) 8th Regional Community Defense Group

located at Camp Downes, Ormoc, Leyte; (9) 9th Regional Community

Defense Group located at Kuta Dao, Pagadian City, Zamboanga del Sur;

(10) 10th Regional Community Defense Group located at Camp Edilberto

Evangelista, Patag, Cagayan de Oro City; (11) 11th Regional Community

Defense Group located at Camp San Gabriel, Mintal Tugbok District,

Davao City; (12) 12th Regional Community Defense Group located at

Camp Siongco, Awang, DOS, Maguindanao; (13) the National Capital

Region Regional Community Defense Group (NCRRCDG) located at Fort

Andres Bonifacio, Metro Manila; (14) 14th [CAR] Regional Community

Defense Group; and (15) 15th [CARAGA] Regional Community Defense

Group located at Camp Bancasi, Butuan City.

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Types of Reservists

RA 7077 stipulates the definition of the citizen soldiers (alternately

referred to as reservists), who compose the Reserve Force, to be those

reservists of the Armed Forces of the Philippines who are incorporated

into the Reserve Force, as follows: (1) Graduates of the Reserve Officers'

Training Corps (ROTC) basic and advance courses and who were issued

orders as enlisted reservists or reserve officers of the AFP and (2)

graduates of authorized basic military training instructions who, as a result

thereof, were issued orders as enlisted reservists or reserve officers.

There shall be three (3) categories of citizen soldiers of AFP

reservist; the First Category Reserve, the Second Category Reserve, and

the Third Category Reserve based on age. The First Category Reserve

shall be composed of all able bodied reservists whose aged are between

eighteen (18) years and thirty five (35) years, inclusive. The Second

Category Reserve shall be composed of all able-bodied reservists whose

ages are between thirty-six (36) years and fifty one (51) years, inclusive.

The Third Category Reserve shall be composed of all able-bodied

reservists who are above fifty-one (51) years of age.

Classification of Reserve Force Units.

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Based on the categorization provided in Section 12 of RA 7077, the

Reserve Force units shall further be classified into the Ready Reserve, the

Standby Reserve and the Retire Reserve based on their operational

readiness for immediate deployment/utilization.

Ready Reserve. The Ready reserve shall be composed of citizen

soldiers/reservists belonging mostly to the First Category reserve and

others as provided in this Act who shall be organized, trained and

maintained as mobilizeable ready reserve subject to call at any time to

augment the regular armed force of the AFP not only in times of war or

national emergency but also to meet local emergencies arising from

calamities, disasters and threats to peace, order, security and stability in

any locality, including the need to provide assistance in relief and rescue

work and other civil assistance activities. Any reservist or citizen soldier

belonging to the Second Category Reserve and/or the Third Category

Reserve, particularly the commissioned and noncommissioned officers,

who will volunteer to serve with the Ready Reserve shall be allowed, if

qualified and fit for duty, to join actively participate as part of the ready

Reserve and shall serve with an appropriate Ready Reserve unit.

Furthermore, members of the AFP, Affiliated Reserve units of

various government and private utilities and services considered essential

for the preservation of the economic stability of the country or particular

 24

locality, such as power and electricity, water supply, transportation and

communications, among others regardless of their categorization shall be

classified as Ready reserve.

All citizen soldiers belonging to the First Category Reserve, except

those exempted under this Act, shall be required to serve with Ready

reserve units and will have assignments and promotions in accordance

with existing policies of the AFP transferred to the Standby Reserve by

virtue of their age.

The following citizen soldiers may be exempted from rendering

service with said reserve units: active members of the Armed Forces of

the Philippines and Philippine National Police; those who are residing

abroad, but only during the duration of their absence from the Philippines;

those who are physically and mentally unfit to serve their tout of duty;

those who are convicted of crimes involving those who may be exempted

from duty for valid reasons which may be authorized on a case-to case

basis by appropriate and competent authority. For this purpose, the AFP

shall issue such appropriate guidelines, rules and regulations as may be

necessary.

Standby Reserve. The Standby Reserve shall be composed of

citizen soldiers belonging mostly to the Second Category Reserve and the

Third Category Reserve, except as provided in this Act. The members of

 25

the Standby Reserve shall be organized and assigned to specified reserve

units and shall be maintained through annual assembly tests to update

their records and their present addresses, among others. The Standby

Reserve may be mobilized or ordered to active duty only in times of

national emergency or war. The ranks of the members of the Standby

Reserve may be upgraded if they voluntarily participate in training or serve

with the Ready Reserve units in their areas or if their Standby Reserve

units undergo retraining. They will however be encouraged to upgrade

their military knowledge and skills by taking up non-resident or resident

course which shall be set up for the purpose.

Retired Reserve. The Retired Reserve shall be composed of

citizen soldiers who have qualified for retirement through length of service,

old age or disability. For this purpose, sixty-five (65) years shall be

considered as the retirement age. However, if qualified and fit for duty , a

member of the Retired Reserve may be ordered to active duty in times of

local or national emergencies if he volunteers for active duty and when the

Secretary of National Defense determines that there are not enough

qualified citizen soldiers with his special skill and qualifications in the

ready reserve of the Standby Reserve in his particular area of residence.

Commissioned and Non-Commissioned Officers

 26

Reserve officers are commissioned based on Armed Forces of the

Philippines policy on (direct) commissionship in the reserve force known

as Circular Nr 4 series of July 2010. Those who are commissioned

through this source subsequently undergo an officer orientation program.

Many officers in RESCOM are licensed physicians, dentists, nurses,

pharmacists, teachers, lawyers and chaplains. Some are directly

commissioned as Lieutenant Colonels through the commissioning

program of National Defense College of the Philippines as graduates of

the Masters in National Security Administration. Other than time-in-grade

and merit promotions, rank adjustments are authorized depending on

civilian qualifications.

Non-commissioned officers are considered the backbone of the

Army (Hearn, 2013). They have specialties within the military. They

perform specific job functions and have the knowledge, skills, and abilities

to ensure the success of their unit's missions. Commissioned officers

manage the non-commissioned officers. They plan missions, provide

orders, and assign tasks. Their role is in leadership as problem-solvers,

influencers, and planners.

The National Capital Region Regional Community Defense Group

 27

The National Capital Region Regional Community Defense Group

(NCRRCDG) of the Army Reserve Command was created for the sole

purpose of reserve force management, procurement, and organisation in

the areas encompassing the National Capital Region. Its major task

handled training and its primary arms are the university/college-based

Department of Military Science and Tactics which administered mandatory

basic and the optional advanced Reserve Officer Training Corps (ROTC);

and the territorial unit-administered Basic Citizen's Military Training

(BCMT).

The NCRRCDG has several line units under its command, making

the administration and training of reservists more compartmentalized and

territorial based. The base units include the (1) Headquarters and

Headquarters Service Company; (2) ROTC Training Unit; (3) Citizens

Military Training Unit; and (4) Reservist Management Information Systems

Office. On the other hand, the line units include the (1) 1301st

(CAMANAVA) Community Defense Center; (2) 1302nd (QUEZON)

Community Defense Center - Peacekeeping Operations Center Cpd,

CGEA, Quezon City; (3) 1303rd (MAMAPAPASANTA) Community

Defense Center - Ft Andrés Bonifacio, Makati, Metro Manila; (4) 1304th

(MANILA) Community Defense Center - 4F City Hall Building, Manila; and

 28

(5) 1305th (PAPAMUNLAS) Community Defense Center - Ft Andrés

Bonifacio, Makati, Metro Manila.

Assessing the Level of Capability in Conducting Rescue Operations

Having in-charge of the commissioned and non-commissioned

officers, the NCRRCDG is tasked for the conduct of training in the ROTC

and BCMT. As such, more and more reservists and volunteers join their

workfoce periodically. Since the onslaught of the COVID-19 pandemic,

these reservists were tasked with assisting in disaster relief and rescue

operations, socioeconomic development, and the operation and

maintenance of important government or private infrastructures. As

volunteers, they were expected to understand their role in the community,

and to see the positive impacts of their actions. They can be witness to

extremely stressful and chaotic situations that may have mental health

impacts. During COVID-19 pandemic, they could have continued

exposure by working in these stressful conditions.

Being in an emergency state during the COVID-19 pandemic, it is

but necessary to assess the the level of capability of NCRRCDG

reservists rescue operation. Capacity, as defined in the Republic Act No.

10121, is a combination of all strengths and resources available within a

community, society or organization that can reduce the level of risk, or

 29

effects of a disaster. Capacity may include infrastructure and physical

means, institutions, societal coping abilities, as well as human knowledge,

skills and collective attributes such as social relationships, leadership and

management. Capacity may also be described as capability.

NCRRCDG reservists should possess capabilities pertaining to

search and rescue operations, particularly during the time of pandemic.

The Federal Emergency Management Agency [(FEMA) , 1996] defines

search and rescue as a technical activity rendered by a group of specially

trained personnel, who rescue and attend to the casualties under adverse

conditions, where life is at threat. Its activities include removal of trapped

and injured persons from landslides, buildings collapses, and other

structural collapses, administering first aid, and assisting in transporting

the seriously injured to medical facilities. This activity involves the use of

professional and volunteer search teams including the use of dog teams.

The National Disaster Risk Reduction Management Council

(NDRRMC) issued Memorandum Order Number 121 on October 4, 2021

setting the guidelines for the Philippine Urban Search and Rescue (USAR)

National Accreditation Process (NAP). Based on the memorandum, the

Philippine USAR NAP Framework is the basis for the national

accreditation coordinated and assessed by the NDRRMC-designated

National Accreditation Body (NAB) undergoing necessary administrative

 30

and operational requirements. The NAB shall formulate the National

USAR Standards based on the INSARAG Guidelines, its methodology and

application.

The INSARAG Guidelines

The International Search and Rescue Advisory Group (INSARAG)

is a network of disaster-prone and disaster-responding countries and

organizations dedicated to urban search and rescue (USAR) and

operational field coordination. The INSARAG Guidelines 2020 defines

USAR as the processes used to remove and medically treat entrapped

victims from collapsed structures safely. Typically, these steps are used

following large-scale structural collapse incidents caused by sudden-onset

events such as earthquakes, cyclones, or terrorist activity. The guidelines

enumerate four phases (see Fig. 1) of forming a technical rescue team.

The formation and development of a technical rescue team is a

considerable undertaking. While the formation of all aspects of a team,

both administrative and operational, is quite intensive, the maintenance

and recurring training is even more challenging. It can be an expensive

undertaking requiring new training, equipment, and, most importantly,

careful planning.
 31

Figure 1. INSARAG's Four Phases of Technical Rescue Team

Development

Phase I: Assessment of Community Risks and Rescue Needs.

In determining whether a team is needed in the community, the

sponsoring organization must first do some research to evaluate the risks

in the area. A risk analysis will help them determine the level of risk and

potential hazards so a decision can be made whether a team is needed.

This is an essential part of starting a team for two reasons. First, political

leaders will want to know the risks to justify funding a team.Second, the

sponsoring organization will want to know what risks confront them, what

type of hazardous scenarios to train for, and what rescue equipment will

be needed to address the risks. A thorough risks analysis should define

 32

the sponsoring organization's objective for a team and justify the effort of

forming a team. The sponsoring organization can start this by first doing

an analysis of potential worst-case scenarios to guide it toward the

development of a realistic Risk Assessment. Start with asking the basic

questions:

 What is the largest natural and/or man-made hazard facing

the community?

 What would the organization do if the worst-case scenario

happened today?

 How would the community to react if the organisation was

not prepared to respond?

 How could the population and environment be affected if no

local capacity exists?

Phase II: Planning. This phase includes selecting a committee to

develop the sponsoring organization's plan and appoint a chair. The

development committee should contain competent planners as well as

individuals who might become the Team Leaders of the technical rescue

team during its development and operation phases. In forming the

committee, the sponsoring organization may want to place certain

individuals that already have rescue experience or other related

experience on the planning team. First define the goals for a technical
 33

rescue team development committee. What is the committee's charter?

What are the objectives and parameters? When do they need to complete

their planning?

The committee should understand the goals and ensure that the

goals are focused. A timeframe should be given for the team to complete

a plan. At least one member of the rescue team's top management should

be a part of the committee to help give it direction and to verify that it stays

on course.

Phase Ill: Development of Team. Selection of the required team

members must be based on the overall teams’ needs and requirements.

The team must comprise the core members that can be deployed

immediately for the task. Additional members could be recruited on

volunteer basis and their services will only be rendered upon availability.

Key considerations such as the acquired skills, knowledge, expertise and

competency need to be considered in the selection of the member. One of

the best and uniform methods for selecting team members is to conduct

interviews. Start by soliciting personnel who are interested in joining the

team. Have them complete a short questionnaire about why they want to

join the team and what skills they could bring. Any person who has outside

skills in areas such as construction, rappelling, EMS, etc. will bring added
 34

skills at no extra cost to the organization. The sponsoring organization

must delineate the additional demands and responsibilities that will be

expected of those joining the team before they officially join.

Phase IV: Development of SOPs. SOPs are integral to a technical

rescue team and should complement the approved Concept of

Operations. Some organizations function without SOPs, but these are vital

for a safe and organized rescue operation. SOPs establish technical

rescue team organization, processes, and techniques before an

emergency incident occurs. SOPs should answer questions such as who

is in charge, what equipment will be used, what techniques will be used,

who is qualified to perform a technique, what is expected of each

responding unit, and what staffing is required at a rescue incident. Most

importantly, they provide a structure by which a technical rescue team can

respond safely in an organized fashion to the chaos and uncertainty

presented at almost any emergency incident. Development of technical

response SOPs can often prove challenging. If the sponsoring

organization requires assistance, it should contact the INSARAG

Secretariat who can provide an introduction to resources that have these

SOPs on hand. Technical rescue teams should consider forming two

types of SOPs: administrative and operational. The procedures should be

 35

consolidated into one manual, and they should be fully integrated with the

sponsoring organisation’s existing SOP system. The Administrative SOPs

provide the framework for the personnel structure of the team while the

Operational SOPs describe techniques and unit responsibilities used

during an emergency incident.

Organization. The minimum standards for the organization shall be

categorized by levels of response as stipulated in the USAR response

framework and its corresponding organizational structure and typologies

of teams in line with the INSARAG minimum standards and Incident

Command System (ICS).

 36

Theoretical Framework
 37

Conceptual Framework

Statement of the Problem

1. How do the NCRRCDG reservists be described in terms of their:

a. Age

b. Employment status

c. Marital status

d. Knowledge in health works

e. Frequency of volunteerism

f. Amount of time spend in volunteerism

2. What is the level of capability of NCRRCDG reservists rescue

operation during the onslaught of the COVID-19 pandemic as

perceived by the two groups of respondents in terms of:

a. Organization

b. Training

c. Equipment

d. Logistical support

e. Mobility

3. Is there significant difference in the perceptions of the two groups of

respondents on the capability if NCRRCDG reservists rescue

 38

operation during the onslaught of COVID-19 pandemic in terms of

the aforementioned variables?

4. What are the problems encountered in rescue operations?

5. What measures can be proposed to address the problems

encountered?

6. Based on the findings of the study, what action plan can be

recommended to enhance the level of capability of NCRRCDG

reservists rescue operation during the onslaught of COVID-19

pandemic?

Scope and Limitation of the Study

Significance of the Study

This study is conjectured to provide information through scientific

investigation. To a large extent, the findings of this study would be

beneficial to the following entities:

Legislators. This will be a basis for revisiting the existing law

Republic Act 9163 for its appropriateness and applicability in remote

learning and teaching (Distance Education).

 39

Army Reserve Command. This will help them to enhance the

modified mode of instruction using the same program of instructions of

Military Science 1 and 2 to continuously educate ROTC Cadets and instil

patriotism amid this pandemic and to develop, organize, train, equip and

administer reservists into a capable responsive and mobilizeable reserve

force as an integral component of the total army in the defense of the state

and to participate in socio-economic development effort.

Armed Forces of the Philippines. This will give them assurance

that even in the midst of pandemic, delivery of quality education and

training to the cadets will not be compromised because school

administrators focuses on the principle of humanity (consists in directing

the educational process to an individual, creating the most favorable and

comfortable conditions of study; mastering the military profession through

the manifestation of creative individuality, civic, moral and intellectual

qualities and their purposeful creative systematic development, which

would provide cadets (trainees) with secure and comfortable conditions for

professional education).

Department of Information and Communications Technology

(DICT). They will serve as a channel in the information society, network

educational data centers and modern ICTs which can contribute to

significant improvement of the military and professional training of

 40

specialists, including Instructors the ability to use them comprehensively in

accordance with the educational and military-professional needs of cadets

(trainees) of particular importance.

Commission on Higher Education (CHED). This will serve as

their guide in creating a methodology for the development of

competencies of Instructors/Facilitators of military education system in

applying the distance form of learning/ teaching.

Instructors/Facilitators. This will enlighten them the need to

constantly improve their professional and pedagogical competence in line

with the changes taking place in the information society and in the military

education system.

Academe/Educational Experts. This substantiates the

educational process in Higher Education Institutions in the information

society, develop innovative technologies and methods of professional

training of military specialists/trainers/facilitators/instructors, including with

application of ICT, are of particular importance.

Administrators. This will lead them in the development of the

subject component (pedagogical subjectivity of an instructor in the

information society; the ability to objectively self-evaluate as the subject of

pedagogical activity within the framework of official functions of the

instructor of specific general and military-specialized disciplines.

 41

Colleges/State Universities. This will provide them flexibility and

mobility (creation of information networks, databases and banks of

knowledge and data for distance learning in the military education system,

which allows adjusting, supplementing and improving the educational

program; preservation of information invariant education).

Training Providers/Consultants. This will guide them in their

development to adhere to the pedagogical principles of training at a higher

military school taking into account creatively the principles of distance

learning.

Cadets/Trainees. This will encourage them for individualization of

training which allows each cadet (trainee) to master creatively and at an

individual pace the educational material in the conditions of joint

educational

activity, taking into account the level of their own intellectual and military

professional development, individual cognitive and practical needs,

interests, motivation activity, will and capacity.

Parents/Community. This will provide them awareness and

realization of activity in learning which defines the subjective role and

position of both the Instructors and cadets (trainees) in the educational

process; provide awareness and self-stimulation of the pedagogical and

educational activity and purposeful management of it; formation of a

 42

positive attitude in cadets (trainees) towards a military specialty, an

interest in educational material, close connection of training with military

practice and its use in field, challenges of training, differentiated approach,

use of modern information technologies and tools.

Local Government Units. This will show them their role in

education sector in the provisions of training for Instructors, the need of

internet connectivity in the community where cadets can easily access and

the provision of gadgets for the cadets.

Non-Government Organizations. The result of the study will be

their guide in designing and setting up activities and programs to enhance

the learning of the Cadets in different aspects of military training and

disciplines.

Private Sectors. This will be a window of opportunity for them to

engage and support all initiatives on attaining inclusive and sustainable

distance learning in military education for the local colleges and

universities in the country and to have a wider reach of business

development assistance by bringing programs, activities, and services

closer to the countryside.

Future Researcher/s. Researchers and individuals interested in

the study would be able to gain insights and inputs from the findings of this

study as a useful reference for further researches on the support of the

 43

different programs and activities in using virtual platform in teaching

Reserve Officer Training Corps.

Definition of Terms
 44

Chapter 2

RESEARCH METHODOLOGY

This chapter contains a detailed discussion on the major

components of a research methodology namely: the research design,

the sampling technique and the actual respondents of the study, the type

of instruments used, the data gathering procedure and validation of

tools, and the statistical treatment of data. These usual methods and

procedures give a clearer view of the study and further search out the

output of the investigation.

Research Design

Participants of the Study

Research Instruments

Validation of the Instrument

Data Gathering Procedures

 45

Data Analysis

Ethical Consideration

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 46

Hearn, LD (2013). National Military Strategy: Army Reserve Readiness.

Unpublished Masters Thesis: United States Army War College