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MUNICIPAL DISASTER RISK REDUCTION
AND MANAGEMENT PLAN
CONTINGENCY PLAN
Calendar Years 2017 to 2021
[June 2017]
Annexes
Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN
Municipality of San Jose, Occidental Mindoro 5100
Page 4 of 77
For the Calendar Years 2017 to 2021
BACKGROUND AND RATIONALE
The needs to updates the contingency plan for flooding that will
define the systematic procedures on how to effectively prepare for, respond
to, face the consequences, capacitate the key actors in the time of
calamities are the valuable steps to be undertaken by every local entity in
order to improve the capability and capacity of every constituents for
environmental adaptation.
SITUATIONAL ANALYSIS
Disasters and how they are managed, have become the subject of
increasing research and debate in recent years. This heightened interest
signifies that the world has become a more dangerous place for its
inhabitants who are becoming more vulnerable to disasters.
Data gathered worldwide over the last three decades suggest that,
while the number of people killed by natural disasters has leveled out at
around 80,000 per year, the number affected by disasters and associated
economic losses have both soared. As during the 1990s, an annual average
of around 200 million people was affected by natural disasters nearly three
times higher than during the 1970s. Economic losses from such disasters in the
1990s averaged US$ 63 billion per year which is nearly five times higher in real
terms than the figure for the 1970s (Brussels-based Centre for research on the
Epidemiology of Disasters-CRED)
While the figures sound sobering, they disguise the devastating effects
that disasters can have on poorer nations development as disasters
undermine development by contributing to persistent poverty. As Didier
Cherpited says disasters are first and foremost a major threat to
development, and specifically to the development of poorest and most
marginalized people in the world. Disasters seek out the poor and vulnerable,
and ensure they stay poor. (World Disasters Report, 2002)
Recognizing the fact that disasters are complex problems arising from
the interaction between the environment and the development of human
beings, disaster requires complex responses drawing on a wide range of skills
and capacities. It requires the cooperation between multilateral
development agencies, national and local governments, non-governmental
organizations, businesses, natural and social scientists, technical specialists
and the vulnerable communities. Central to the United Nations Conferences
in Stockholm in 1972, Rio de Janeiro in 1992, and the World Summit on
Sustainable Development held in Johannesburg, was global commitment to
mainstreaming sustainable development in all aspects of national
development.
Along with China and Thailand, the Philippines is among the lower
middle income countries, according to World Banks country income
classification. High risk due to the above hazards can discourage foreign
investments in the country and affect long-term economic development.
The western and central portions of the archipelago are less exposed
to the full extent of tropical cyclones that enter the countrys boundaries.
Provinces with the highest climate risk in central Luzon are also those with the
most urban centers. Climate risk includes exposure to super typhoons, and
other extreme weather, El Nio-events (droughts), projected rainfall change
and projected temperature increase.
Natural hazards are part and parcel of the Philippine environment, but
disasters happen because human settlements, infrastructure, people and
their economic activities are placed where hazards happen. Costs of
disaster impacts are borne by government and individual households; thus,
threatening socio-economic development gains. Other threats that warrant
attention are complex emergencies that are primarily human-induced, often
associated with armed conflict. Issues related to internally displaced persons
(IDPs) are part of dealing with such threats. The country has also been
preparing for regional and emerging risks such as avian influenza, weapons of
mass destruction, and climate change.
According to studies, the World Wide Fund for Nature once declared
that the Philippines, particularly all regions are extremely vulnerable to the
ravages of climate change. Occidental Mindoro is ranked 23rd among the 80
provinces in overall vulnerability. (Henrylito D. Tacio Philippines: A Hotspot for
Climate Change)
The 2006 dual Pingtung earthquake event and the 2004 South Asia
tsunami highlighted the potential tsunami hazards from Manila trench. Based
on the faults parameters issued by USGS and the seismic record from Global
CMT, a study created a hypothetical earthquake tsunami scenario caused
by seismic motion at Manila trench. The magnitude of the earthquake is 9.35
(Mw), the total length is 990km, and the maximum initial free-surface height is
9.3m. (Tso-Ren Wu, Hui-Chuan Huang: Modeling tsunami Hazards from Manila
Trench)
However, the place is along the western and central portions of the
archipelago which are less exposed to the full extent of tropical cyclones that
Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN
Municipality of San Jose, Occidental Mindoro 5100
Page 12 of 77
For the Calendar Years 2017 to 2021
enter the countrys boundaries. Climate risk includes exposures to super
typhoons, and other extreme weather, El Nio-events (droughts), projected
rainfall change and projected temperature increase.
The Stakeholders
Recurring Issues
The locality must have adopted risk management standards which will
set into a motion a wide-ranging set of activities spurring government and
private sectors to re-think and ultimately adopt the risk management
framework into their business philosophy and day-to-day operations. The
message is that awareness must penetrate all levels of government, and in
household, firms, and offices.
The risk calculus for vulnerable groups within society and infrastructure
will be enormous and hence the urgent need to design this strategy that
would outline the development of standard instruments for disaster
prevention and preparedness as well as the organizational mechanisms for
plan implementation. The underlying assumption, as indicated in the SNAP, is
that disaster prevention and preparedness are crucial entry points for disaster
risk reduction.
Despite the potential high risk been posed by disaster, the old view of
disasters as temporary interruptions on the path of social and economic
progress and should be dealt with through humanitarian relief is deeply
rooted in the country. Until recently, disaster issues were treated and handled
through our various environmental management programmes and sectors as
an added on activity. It is increasingly becoming evident that those notions
are no longer credible and disaster issues are too big to be an added on to a
sector or being perceived as a sectoral mandate. Disaster issues are
multidimensional, multi-sectoral and need to be mainstreamed in all
development concerns with a central coordination.
Punzalan
Paterson
Masagana A Overflowing of Tubaon and
BAGONG SIKAT Masagana B Pandurucan River causes flooding
Baybayang San Jose in the area.
Tagumpay
Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN
Municipality of San Jose, Occidental Mindoro 5100
Page 16 of 77
For the Calendar Years 2017 to 2021
BARANGAY SITIO/PUROK REMARKS
Pagkakaisa
Tunnel
River Side Swelling of river water from the
braided streams of Busuanga River
CENTRAL Quartel Uno
frequently inundates these
SapangPalay lowland areas near river banks.
Santa Fe
Affected by the floodwater from
Santa Fe Busuanga River are the floodplains
and riverbanks near sitio Sta. Fe
and Barrio site of Bgy. Agustin
Barrio Site during extreme and prolonged
SAN AGUSTIN rainfall.
This area is affected by flooding in
the form of sheet flooding. The
D-6
source of floodwater is Patoy
Creek.
HAZARD /
ROOT CAUSES EARLY WARNING TRIGGERING FACTORS
DISASTER
Currently, the SNAP provides project support in the mainly in the form
of a technical management programs aimed at developing a
comprehensive disaster management framework in the local levels and to
improve national capacities to anticipate, manage and respond to disasters.
Through the project, a secretariat, which is the DND and OCD, was fully
operational and served as the nerve-centre for all disaster-related issues in
the country. The capacities and institutional memory developed during the
Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN
Municipality of San Jose, Occidental Mindoro 5100 Page 20 of 77
For the Calendar Years 2017 to 2021
project implementation were used to establish an operations center charged
with the implementation of the national disaster Policy and Act thus justifying
the formulation of this strategy. The project also assisted in the development
of a national hazard/disaster profile, restructured regional disaster
committees and undertook training and capacity building country-wide in
addition to the development of a comprehensive DRRMP. This is likewise
mirrored in the local level as mandated in the Act. LGUs are encouraged to
create a separate DRRM Office headed by a department head, MDRRMO
and is supported by three staffs responsible for administration and training,
planning and research, and operations and warning. A 24/7 DRRM
Operations Center and Municipal/City/Provincial DRRMP should also be
developed.
To fully operationalize the PDRRM Act of 2010 and its Policies at the
local level, there is a need to develop a multi-dimensional strategy that
provides for disaster mainstreaming in development, the strengthening of the
institutionalization of disaster, the strengthening of disaster management
analysis skills, research and the development of an information system,
advocacy, partnership and policy dialogue at the local level. The autonomy
of all LGUs gives a mandate to act on its own strategies guided with the
principles and mandates of the national government.
The strategic plan will serve as the roadmap and building blocks for
operationalizing and reaching the disaster management goals and
objectives in the Gambia. It will further serve as an integrated document for
all stakeholders participation in this urgent and important national task.
Vision
Planning Assumptions
The Communications Sector will handle public enquiries. The PIO will deal with
the media generally. The Security Sector will handle operational matters such
as traffic accidents, traffic congestion, road diversion and road closures. The
Search and Rescue, Health/Medical and Evacuation will handle response
operations.
Members of the MDRRMC will maintain close contact with the MDRRMO for
updates on meteorological conditions and prevailing effects if any. The
MDRRMC members through the MDRRMO should fully and proactively keep
each other informed. This will enable all parties to respond quickly and
effectively in a coordinated manner. It will also enable concerned parties to
collate all available information, monitor the situation as it develops, identify
problems and ensure that departments receive any support necessary
The Code Alert system is a designed scheme for organizing personnel and
equipment in the assumption that any emergency or disaster may arise or
worsen.
Once this code is raised MDRRMC and MDRRMO should adhere to the course
of action indicated in each code alert unless otherwise advised. The alert
shall continue to be in effect until lifted. There should likewise be preparation
of the necessary equipment, tools and supplies that may be utilized.
If there is a strong possibility that a need to change from code white to blue
or red, MDRRMC members/department heads is authorized to:
Cancel all leaves of personnel and for them to report to their offices
Put back-up teams on standby within the vicinity for rapid deployment
Take necessary steps to respond to emergency/disaster situation
CODE WHITE
Course of Action
Course of Action
MDRRMC/operational units will be convened as soon as code blue is
raised.
Operational Departments shall maintain communication and prepare
necessary reports and submit to the EOC
MDRRMO monitor and oversee operations and prepare necessary
reports to the Local and Regional agencies concerned.
When advised, the on-duty response personnel shall be on standby on
site or in constant monitor of the events until code is suspended.
All on-call/back-up personnel shall report to designated appointments
as prescribed in their department/agencies standard operating
response procedures or department head.
Make sure all personal equipment and supply are adequate for
operations
CODE RED
Course of Action
Sectoral Plans and Protocols, Strategic Framework for Action and Protocols,
General Policies and Objectives
VISION
The updating of this Disaster Risk Reduction and Management Plan was
purposely anchored to the Policy Statement, Contingency Plan and/or Risk
Reduction Measures, Local Climate Change Action Plan and Manual of
Operations and Protocol and Comprehensive Land and Water Use Plan
which aims to:
All the activities in operationalizing this DRRM strategic action plan and
policy must consider the following crosscutting core principles and
mainstream them into local development:
.
Advocacy
Service delivery
Capacity building
Community/local empowerment
Emergency preparedness
Integrated planning and programming
Partnership and alliance building
For any DRRM program, the following features are essential for any
success:
Key Stakeholders
The LGU will establish links with external institutions for best practices
and sharing of experiences in disaster and risk reduction issues that may be
applied in the municipality depending on the resources and capacities.
Expected Outcomes
This strategy will assist every body in the development sector of the
Municipality in particular all the departments/offices of the LGU, state
authorities and agencies in the Municipality, collaboration with other local
governments, private sector, civil society, youth organizations, children,
women, the physically-challenged, reproductive health needs of vulnerable
groups, parliamentarians, opinion leaders, schools, technical and financial
partners to acquire knowledge, skills and right attitude for the attainment of
an effective DRRM system in the Municipality.
Strategies
To mobilize funds for financing of the strategic plan, two funding sources
are identified, namely:
To take advantage of available resources by incorporating some of
the activities of the plan into the regular annual budget of LGU
To resort to the mobilization of additional resources from development
partners and the private sector for activities that could not be
incorporated in the LGUs budget.
The MDRRM Secretariat will organize mini roundtable discussions with its
development partners and other stakeholders with a view of informing them
about the programmes of the strategic plan and identifying possibilities for
partnership and financing.
2. Partnership Strategy
Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN
Municipality of San Jose, Occidental Mindoro 5100
Page 36 of 77
For the Calendar Years 2017 to 2021
The MDRRMC together with the LGU specifically the MPDO/MDRRMO
will establish strategic partnerships and network with key actors involved in
disaster management and risk reduction in the country namely:
The Council will also develop partnership with actors in other places to
share knowledge, experience and good practices.
Communication Strategy
Sectoral Protocols - DRRM is divided into five sectors which will function based
on each sectors objectives.
MONITORIN
G.EVALUATI RECEIVING DISPATCH
ON. OF TRANSPORTATI
CONSOLIDA EVACUEES ON &
TION & OPERATIONALI
REPORTING ZATION OF
EVACUATION
The Transportation and Evacuation Sector Flow Chart
The relief and Rehabilitation Flow Chartstarts from the receipt of warning
signals from PAGASA. Upon the receipt of the warning signals the Relief and
Rehabilitation sector is convene or activated. The sector then ensures of
checks its relief stock, goods, or items are complete and ready. The relief and
Rehabilitation sector then communicate with other sector for and regarding
needs or help. From this communication affected areas that need assistance
are identified. Relief goods and assistance are the distribution to these areas.
After distribution reporting and accounting of distributed and undistributed
relief stocks, goods, or item is done.
RECIEVES STORM ACTIVATE OR ENSUSE/CHECK THE
SIGNAL WARNING CONVENE THE STOCKS/GOODS/
FROM PAGASA MEMBERS OF ITEMS FOR RELIEF
RELIEF SECTOR ARE COMPLETE AND
READY
IDENTIFICATION OF COMMUNICATE
DISTRIBUTION OF
AFFECTED AREAS WITH OTHER
RELIEF GOODS AND
THAT NEED SECTORS FOR AND
ASSISTANCE
ASSISTANCE REGARDING
NEEDS/HELP
REPORTING AND
ACCOUNTING
The health sector flow chart starts with the presence of weather disturbance
which is relayed by the communication and Warning sector to the four other
sectors including the Health Sector. Upon receipt of the information and
health sector immediately convenes. After convening it then prepares it
resources: manpower, materials, methods, and machinery. Then, it
Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN
Municipality of San Jose, Occidental Mindoro 5100
Page 41 of 77
For the Calendar Years 2017 to 2021
coordinates with other sectors to reach the target areas. The actual
operation begins upon reaching the specific target areas. After the
operation, reports are then prepared for filling and submission to proper
authorities.
LOCAL CHIEF
EXECUTIVE
(Mayor and the
Vice-Mayor as Co-
Chairpersons)
Clearing Operations
Team Members of the
MDRRMC, NGO, PDRRMC, RDRRMC,
Chairman: CSOs VOs, BERT, NDRRMC
Vice Chairman: MEO MERU& Others
MENRO
In line with the objectives of AADMER and RA 10121, the Local Government
Unit of San Joseadoptsthe Use of the Incident Command System (ICS) as an
On-Scene Disaster Response and Management Mechanism under the
Philippine Disaster Risk Reduction and Management System (PDRRMS)
The MDRRMC through its Chairperson and likewise the Responsible Official,
provides the Incident Commander his policy directions and strategic
objectives, the mission and authority to achieve the overall priorities of the
on-scene disaster response operations, namely, life safety, incident
stabilization and property/environmental conservation and protection.
The MDRRMC OpCen, which is generally located away from the disaster site,
supports the Incident Commander by making executive / policy decisions,
coordinating interagency relations, mobilizing and tracking resources,
collecting, analyzing and disseminating information and continuously
providing alert advisories/bulletins and monitoring of the obtaining situation.
The EOC does not command the on-scene level of the incident.
On the other hand, the Incident Commander manages the incident at the
scene with the support of the relevant Command and General Staff
depending on the complexity of the situation. The IC also keeps the
Responsible Official / MDRRMC Chairperson and the EOC of all important
matters pertaining to the incident.
General Protocols
Post-
Submission of Reports, Pack-up and Organize group to handle the orderly rehabilitation of evacuees
Disaster
Population
Projected Needs
Likely to Standard Existing Possible
Item Gap
be Requirement Resources Source
Affected 1 10 14
Day Days Days
Landslide
Sound
LGU
System
70%
Two-Way Radio 18 12 18 18 18 6 LDRRMF/20%
DF/PDAF
70%
Barangay 27(inland
17 27 27 27 10 LDRRMF/20%
Patrol w/ sirens barangays)
DF/PDAF
70%
Whistles (Part of
350 0 350 LDRRMF/20%
EWS)
DF/PDAF
Evacuation:
Public Schools 78 DepEd
Barangay Halls 18 Barangays
Municipal 1 LGU
Gymnasium
Churches 30 St. Joseph
Parish
Rural Health Unit
Activity Matrix of the Strategic Plan and 2017 Annual Work Financial Plan
-Prepare
guidelines for
disaster/risk
-Training of key
actors in the
guidelines.
3. -To develop and Resourceful Improved -Conduct a 2017-2021 MDRRMC, Line P1,000,000.0
To create a strengthen information early baseline survey of MPDO department 0
body of institutional data bank warning existing early s of the
knowledge that mechanisms and exists on systems warning systems LGU,
is useful to capacities to DRRM for use in various Donors,
support the local build resilience to by all -proper institutions and academic
government, hazards. stakeholders planning of agencies. institutions,
humanitarian -Developing and disaster researchers,
organizations improving on DRRM is manageme -Harmonization of NGAs
and other effective early integrated in nt. various existing
partners; to warning systems the CLUP early warning
anticipate, plan -Development of and CBMS Improved systems
for and manage information data disaster
disaster base. preparednes -Establish a data
effectively -Development of s and risk base
systems for reduction in Establish and
information the country strengthened
management early warning
-Modalities for Enhanced systems.
system Safety of
-Create early
warning units in
all institutions and
offices
-Community
sensitization on
early warning
-Facilitate and
conduct
innovative
research on
scientific and
indigenous early
warning with
academic
-Establish a
municipal
emergency
communications
control centre
where all
emergency calls
are received and
disseminated
-Radio /
television/ phone
communication.
-Vulnerability and
capacity
assessment
-Develop a
monitoring and
evaluation
strategy.
4. -Effective Broad-based Joint -Establish 2017-2021 MDRRMC Developme P300,000.00
To create broad collaboration and partnership programmin mechanisms for nt partners, annually
and effective networking for with all g, resource coordination and LGU heads,
partnership partnership and stakeholders manageme transparent private
-Development of P20,000.00
standard
reporting format
which should be
user-friendly
-Develop codes
of
conduct/ethics
for people
involved in
disaster
management
and response
-Develop a
resource
mobilization P80,000.00
strategy
-Procurement of
multi-cabs for
barangays and P2,500,000.0
other mass 0
transport vehicles
and/or additional
construction
-Procurement of
additional heavy
equipment and
rescue
operations
equipment and
other DRRM P5,000,000.0
paraphernalia 0
- Preposition of
TOTAL P21,500,000.
00
With the vast approaches used in the plan implementation monitoring and
evaluation (M&E),it has been cued to measure as to what extent did some
programs and projects reached or to what point it should be improved.
Consequently, monitoring and evaluation plan will be appended to the plan
implementations are selected and sequenced. This is needed as part of the
performance management and measurement.
In the sense of this action plan, the local government has adopted this part of
the report in order to assure the performance of the proposed plans and not only on
papers. It aims to establish a performance evaluation system on its programs
impact on the society and the overall success of the DRRM the local government.
This also aims to assure the conformity of the local DRRM plan with the national
frameworks. To execute the program, proper legislative and administrative measure
should also be met as a consideration. Key evaluation points to consider in the M&E
should encompass the baseline context of the plan implementation, the needs, the
inputs; the processes/ implementation flaws will have an outright correction.
Implementation Framework
The strategy will adopt various approaches to ensure that risk reduction in
particular and disaster management in general is indeed a national and specifically
a local priority with strong involvement of local actors, the victims of disaster and
institutional basis for implementation. A rights-based approach would ensure that
effective steps for disaster management no longer remain an optional discretionary
initiative on an ad hoc basis. Rather, it becomes a collective mandatory
responsibility. A legal framework that would create an enabling environment and
empowers institutional structures and agencies, protect the rights of people who
could be affected by disasters as well as the victims of disasters.
The MDRRMC will be chaired by the local chief executive. The composition of
the Council shall be in line with the mandates of the aforesaid Act while including
some members of the private sector. The council can co-opt other members when
the need arises.
The supreme body is the Office of the Civil Defense (OCD) of the DND
together with the DILG which provides policy guidelines and has the powers to
review and/or amend the policy to meet the emerging needs of the country in all
disaster-related matters in which the MDRRMC will conform to its policies and
localize those policies.
RA 10121 mandates that the composition of the MDRRMC shall be, but not
limited to, the following:
The council can co-opt other members when the need arises but members
from the civil service must not be below the rank of Permanent Secretary. The terms
of reference of the MDRRMC are outlined in the RA 10121 otherwise known as the
PDRRM Act of 2010.
Secretariat
Data sources include: OCD; NDCC; PAGASA; the PreventionWeb, that provides a
common information platform for the DRR community under the UNISDR (http://
www.preventionweb.net/english/countries/); on fire incidents:
http://www.pia.gov.ph.
World Bank, 2005 Natural Disaster Hotspots: A Global Risk Analysis (Disaster Risk
Management Series No. 5), pp. 4-12.