N ORMATIVIDAD Y M ARCO L EGAL

Handover of responsibility is the transfer of responsibility by the CMC to an appropriate organization or entity for the recovery and rehabilitation phase. The process requires preparation and the procedures are as follows:

1. Understanding/describing the crisis/emergency that transpired. Know the needs and

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priorities that should have been addressed, and the consequent issues that may have hindered resolution, and the skills and knowledge used in addressing the crisis, i.e. the supposed system that was adapted from this manual;

2. Knowing the most appropriate agency, department or organization that is most capable of taking over the responsibility;

3. Providing information briefings to the accepting agency/department on background of the case and key areas of responsibility;

4. Explaining the scarcity and availability of resources experienced during crisis and how to avoid a recurrence, as well as how communication between agencies or departments flowed;

5. If necessary, endorsing the accepting agency or department to other working partners;

6. Stepping back and being a shadow to the accepting agency/department; and

When the accepting agency or department is capable, and all information and communication is in place, the Handover is considered complete. The possibility of maintaining communication even after the handover is essential.

Post-Action and Assessment is essentially a guided discussion of on-going or near- end operation that enables its responders to discover for themselves what went well, what did not, and why while recovery efforts are ongoing. The generated information from the discussion and assessment can be utilized to validate current procedures and/or to propose for better processes.

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CONCLUSION

The National Crisis Management Core Manual offers, by far, the most expansive and organized approach in dealing with emerging and existing crises that threaten to harm national interests and diminish public confidence in the government. It covers a wide range of crucial areas of responsibilities that demand serious attention from officials and operators who will be tasked to deliver on such functions.

The components of an effective crisis management (each of which is discussed in this manual by a designated chapter) all put significant emphasis on the compelling imperative for inter-agency cooperation. This approach to crisis management is a general theme that runs through all the discussions in the CORE MANUAL. In cognizance of the challenging limitations in human and material resources, and even in time, the CORE MANUAL advocates maximum interface among relevant government entities for this is believed to have a significant (but often underestimated) multiplier effect on whatever precious time and resources are available to crisis managers.

Quite a number of previous crisis management failures could well be attributed to poor situation awareness, poor planning and poor inter-agency cooperation, aside from lack of needed resources. These are the challenges that this CORE MANUAL seeks and hopes to surmount.

The first step, however, is for crisis managers to revisit prevailing mindsets, overcome well-entrenched biases, and consider new and better ways of doing things. “No single agency could ever claim monopoly of knowledge and capabilities on crisis management” – this lesson could be a good starting point for a compelling inter-agency collaboration and convergence.

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RP: Acting Sec Felixberto M Serrano, DFA US: Amb Charles E Bohlen

1953 Military Assistance Agreement Date Signed: 26 June 1953

Signatories:

RP: Acting Sec Felino Neri, DFA US: Amb Raymond A Spruance

Agreement between GUS and GRP regarding the treatment of US Armed Forces visiting the Philippines

Date Signed: 10 February 1998

Signatories: RP and US Representatives

Equipment Loan Agreement Pertaining to Provision of SY -71E Communication Equipment and Services (STU-II) between the Department of Defense of the USA and the Ministry of Defense of the RP

Date Signed: 25 April 2000 Signed by:

ANGELO T REYES, SND, DND, RP ADM, Dennis Blair USCINCPAC LTGEN MICHAEL V HAYDEN, Dir.,

National Security Agency. US Dept of Defense

SCOPE OF COOPERATION

Mutual defense of each countries territory against attacks on its armed forces, public vessels, and aircraft in Pacific territory.

United States assistance in terms of education and training logistics and technical assistance and the attendant obligation of the Philippines.

Provisions on the respect for law, entry/

departure, driving, and vehicle registration, criminal jurisdiction, importation and exportation and movement of vessels/aircraft.

To assist in the establishment of a secure voice and data network to protect classified sensitive information transmitted between US and RP

ACTIVITIES / COMMITMENTS

Bilateral exercise, VIP visits, ship visits, symposiums, workshops, exercise related construction projects, MDB meetings, planning conferences, strategic war gaming etc.

Establishment of a Joint United States Military Advisory Group (JUSMAG); transfer of Excess Defense Articles (EDA) from US military institutions for RP. AIK support for operations of JUSMAG.

This agreement outlines the rules and regulations governing the temporary status of the US Armed Forces

The US shall loan SY-71E equipment and technical documentation, and provide initial training and maintenance regarding the procedures required to safeguard, control and manage this equipment.

OVERSEEING ORGANIZATION

The Council of Foreign Ministers with RP-US MDB serving as the machinery for consultations between the two countries’ Armed Forces under the MDB are Executive Committee as follows: Plans and Policy, Training and Operations, Intelligence, Logistics and Civil-Military Operations.

JUSMAG-Phil for the US and RP MDB committees oversee the functions and the obligations of this agreement. The MDB at the same time serves as the forum for discussion on matters related to this agreement.

IAD, OJ5 oversees this arrangement and controls/

monitors utilization of the equipment

REMARKS

MDB Executive Committee Meeting, 12-15 March 2003, Honolulu, Hawaii

MDB Meeting, 5-7 June 2003, Manila

State Partnership Program Meeting, 7-11 July 2003, Guam

Normal FMF (Mobility Maintenance Plan): $19.8M CT Assistance: $ 30M