PROJECT NAME
“BIGAYAN, BALAYAN, BAYANIHAN,
TATAK-KABANKALAN”
PROJECT SUMMARY
As the COVID-19 pandemic spreads around the City, people are forced to stay home,
some workers are losing their jobs, health care systems are being pushed to limits, and local
businesses are closing permanently. The crisis has laid bare the inequities and injustices that
threaten people’s lives, property, and safety.
The Philippines employs a whole-of-government approach to uplift the dignity of
Filipinos by alleviating poverty, promoting social inclusion, and making communities safer and
more secure. The entire Philippine government is working under such a mandate.
Over 34.4 percent of poor families were badly affected by the community quarantine
triggered by the COVID-19 pandemic. Because of this, the program "Kapwa Ko, Sagot Ko' or
Adopt-a-Family Program had been launched as one of the initiatives of the Kabankalan City
Police Station as the first phase of "Bigayan" as a giving or sharing project.
Homelessness also calls the attention of the KCPS towards the adaptation of indigent
families in our areas of responsibility by providing them food packs or grocery items as well as
attending to their basic needs. Another is to provide a safe shelter for the family by building a
house structure. Thus, paving the way for the "Balayan" housing initiative. These series of small
acts shall serve as the foundation of “BAYANIHAN” as a spirit of communal unity and
cooperation.
PROJECT OBJECTIVES
To reach out to indigent families who are vulnerable to the recruitment of criminality,
drugs, and agitation of a communist terrorist group;
To act as a reagent of change, peace, and order operating as a direct intermediary of
government's aid and concern;
Provide a template for police-community partnership that brings a combination of food
(via the Food Bank) and bayanihan help and services for the people.
Create awareness and amplify the community affairs and development component in
policing;
Strengthen PCP and barangay stakeholder/s partnership and collaborations;
Forge more robust ties with the grassroots constituents;
Manifest public’s (barangay folks and stakeholders) willingness and trust to work with
the PNP; and
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The Food Bank will serve as reservoir for donations that maybe used during disasters
and calamities.
To gradually diminish homelessness by providing equality, sustainable aid, and security
by giving a home to the least privileged and assuring that each and every member of the
society is well provided and taken care of and that no one is ever left behind.
.
PROJECT DETAILS
BALAYAN
With this, Kabankalan City Police Station in coordination with the local government unit of
Kabankalan City, City Social Welfare development, stakeholders, and Liga ng mga Barangay
distributed a total of 3,212 families who benefited from a relief good to augment the
government’s Social Amelioration Program.
Last September 3, 2020, this station had initiated a project dubbed “Balay Mo,
Handom Ko” (Your Home, Our Aspiration/Hope/Dream-choose ano mas bagay) at Barangay
Tagukon, It took more than a week to procure and consolidate all materials needed through the
voluntary contribution of the personnel of this station and other stakeholders to build the house
and turning it over to Sherly Villarin as our chosen beneficiary. This initiative is conducted
every year and aspire to build as a tradition keeping a legacy of the KCPS in giving shelter to our
unprivilege brothers and sisters.
BIGAYAN
The ongoing global COVID-19 crisis has affected more than 100 million people
directly in addition to far-reaching, severe effects on the global economy. Disasters will continue
to occur in the future. Emergency management agencies must carefully, comprehensively plan
for future disasters to safeguard human lives and minimize economic loss.
Another significant barrier to effective relief goods distribution is fairness among
affected areas. Relief goods may be surplus in some affected areas and seriously lacking in
others. If the relief goods distribution is unfair, derivative events may occur in parts of the area
affected by the disaster. The distribution of goods may be dependent on the occurrence of
calamities in order to avoid spoilage and/or wastage of goods. In case this happens, the
concurrence of all parties involved must be secured before distribution to pre-identified
beneficiaries.
This station had distributed food packs and other relief goods to more or less four
hundred fifty families in the upland portion of the city. These said places are insurgency-
affected area to be able to establish rapport with the members of the community.
BAYANIHAN
There are proposed four main impediments that hamper cooperation willingness between
organizations: a lack of proper perception of the importance of logistics, cultural and structural
differences, mutual distrust, and inadequate capacity of relief or logistics and budgets that shall
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propel towards the realizations of the above mentioned projects. This program BAYANIHAN
was enhanced to recognize the active and collaborative participation of the private citizens and
the external stakeholders for their notable contribution to the organization.
Further demonstrating the resolve to enable and empower every Filipino to achieve his or her
Ambisyon, the government has implemented two major initiatives: Bayanihan to Heal as One
(Bayanihan 1) and Bayanihan to Recover as One (Bayanihan 2). In response of the government’s
endeavors in attaining this, the KCPS established the program “BIGAYAN, BALAYAN,
BAYANIHAN, TATAK-KABANKALAN ”. This initiatives include provisions to build resilience.
The GO of an affected area is the main entity responsible for disaster relief. The
relationship between GOs and NGOs has also been studied extensively. We consider a
humanitarian environment here in which the GO, an NGO, and donors are the main providers of
relief goods. The government agency that is responsible for the event is determined by the
severity of the disaster. All agencies must obey the arrangement of the KCPS that is responsible
for the event. Thus, it is reasonable to consider only one of the KCPS main goals in the disaster
relief system.
In the remaining Plan period, the Duterte administration is renewing its
commitment to enable and empower every Filipino to enjoy each and every one of his or her
aspirations - “matatag, maginhawa at panatag na buhay.”
PARTNERS INVOLVED
1. Kabankalan City Police Station;
2. Members of 604th Regional Mobile Force Batallion
3. Other NGOs/Stakeholders;
4. Other Government Agencies; and
5. Local Government Units.
FUNDING/LOGISTICAL REQUIREMENTS
2020 2021 Funding
Source
Repacking Materials LGU/NGO’s and
Stakeholders
Nr. of Goods/weekly 100 100
Cost per benificiaries P 120 P 120
Cost per year P 576, 000 P 576, 000
Build a house LGU/NGO’s and
Stakeholders
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Nr. of beneficiaries 1
Cost per benificiaries 85, 000
Cost per year P 85, 000
Gas allocation LGU/NGO’s and
Stakeholders
Nr of liters/weekly 5 5
Total Nr of Liters 240 240
Price per Liter 47 47
Cost per year P 11, 280 P 11, 280
Total: P 672, 280 P 587, 280
Grand Total 1, 259, 560
PROJECT SCHEDULE
Timeline Office of
2022 Primary
Responsibility
Activity
Giving of relief
(Every Saturday of the Month) PCR
goods
PCR/SUPPLY and
Build a house
December 17, 2022 FINANCE SECTION
ACCOMPLISHMENTS
Activities 2020 2021 2022
Giving of relief goods 49 23
Build a house 1 0 0
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PROJECT ACCOMPLISHMENT/DEVELOPMENT
PROJECT TEAM
BPB
DESIGNATION NAME
DESIGNATION
COP PLTCOL RAYMOND I CRUZ Chairman
DEPUTY, COP PMAJ ROBELITO DL MARIAN Vice Chairman
FINANCE PNCO PEMS FELICIMO VINGNO Member
PCR PNCO PEMS EDDIE F CASUYON Member
ASST. PCR PNCO PSSG JOSEPH IAN E ALCALA Secretariat
PCR MEMBER PCPL CHLOIUE CHARM I DOLAR Member
SUPPLY PNCO PCPL CLEMENCE T TIŇ A Member
COORDINATING INSTRUCTION
Barangayanihan is a pormanteu of two Tagalog words Barangay and Bayanihan or
Bayanihan sa Barangay, was conceptualized in order to revitalize the involvement of the
community through voluntary cooperation in providing security and public safety
services. Through the spirit of voluntarism, the PNP hopes to emulate and adopt such
practice in the implementation of home-grown community-oriented policing concept in
providing public safety services in the barangay.
NEEDS ANALYSIS
A rebound of the epidemic in autumn 2020 is increasing the uncertainty. The nature
of the crisis is unprecedented: beyond the short-term repeated health and economic shocks,
the long-term effects on human capital, productivity and behaviour may be long-lasting. The
COVID crisis has massively accelerated some pre-existing trends, in particular
digitalization.
Barangay Peacekeeping Action Team (BPAT) members lack training and lack of
capable police personnel are factors that affect the effectiveness of BPAT. Absence of BPAT
Patrol Program; Limited police officers to lead in the joint patrol operation; and Limited
funds in medical service are serious problems that needs to be given appropriate action. The
suggested actions are mere proposals and must be reviewed to come up with the best
solution on how to sustain the program. Relevant training in patrol operation, intelligence
analysis and detection, crime scene protection, traffic management, event security, first aid
and proper rescue technique. Assign capable police personnel and continuous ugnayan.
Local Chief Executive must provide funds and equipment. The problems noted must be
given priority especially in knowledge enrichment of BPATs members; supervision of police
personnel and lack of fund and equipment. Institutionalization of Barangayanihan Program.
Contingency Plan
The most common projects and programs adopted by the LGUs are on the
distribution of food and other essential provisions within their respective jurisdictions,
transportation, and sleeping quarters for medical frontliners, curfew, and checkpoints, and
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the like. In addition, innovative solutions to adapt with the new normal, while ensuring the
safety of their constituents, were also adopted and implemented such as contact tracing
applications, mobile market and pharmacy, computerization of online applications for local
services, and other technology-based solutions that ensure continuity of local services.
These are only some of the innovative programs and projects that the LGUs have
adopted and implemented to help assist their constituents, especially during the height of
the pandemic and natural calamities.
Introduce, activate or reorient existing multi-level coordination bodies that bring together
national and subnational government representatives to minimise the risk of a fragmented
crisis response.
Support cooperation across municipalities and regions to help minimise disjointed
responses and competition for resources. Promote inter-regional or inter-municipal
collaboration in procurement especially in emergency situations. Promote the use of e-
government tools and digital innovation to simplify, harmonise and accelerate procurement
practices at subnational level
Cross-border cooperation should be actively pursued and supported at all levels of
government, in order to promote a coherent response recovery approach across a broad
territory (e.g. border closure and reopening, containment measures, exit strategies, migrant
workers).
Consider adopting a “place based” or territorially sensitive approach for measures to fight
the pandemic
Strengthen national and subnational-level support to vulnerable groups to limit further
deterioration in their circumstances and to strengthen inclusiveness, including by
simplifying and facilitating access to support programmes, ensuring well-targeted services,
introducing adequate and/or innovative fiscal support schemes, and identifying the needs
for revising fiscal equalisation policies.
Explore and introduce other temporary or permanent, fiscal tools and measures, including
tax arrangements, easier access to external financing (debt), and more flexible, modern and
innovative financial management tools. Focus on reviewing subnational financial
management and strengthening expenditure and revenue effectiveness, as a means to
contribute to restoring fiscal stability over the medium and long terms.
Integrate a territorial dimension in national investment recovery strategies and involve
subnational governments in their implementation early on, and not only municipalities but
regions as well.
Draw some lessons from the crisis in the implementation of investment recovery strategies
to avoid some mistakes which were made at that time. Among the risks to avoid are to
atomise the allocation of the funding in a myriad of small infrastructure projects to spend
the money rapidly at the expense of long-term priorities (e.g. sustainability and resilience).
Use public investment across at all levels of government to support COVID-19 recovery
over time: avoid using it as an adjustment variable; minimise fragmentation in the
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allocation of investment funds targeting COVID-19 responses; ensure allocation criteria are
guided by strategic regional priorities; integrate social and climate objectives into recovery
plans designed by all levels of government; and consider introducing a resilience-building
criteria for the allocation of public investment funding for all levels of government.
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