Municipal Disaster Risk Reduction and Management Plan CONTINGENCY PLAN

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MUNICIPAL DISASTER RISK REDUCTION
AND MANAGEMENT PLAN
CONTINGENCY PLAN
Calendar Years 2017 to 2021
[June 2017]
Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN

Municipality of San Jose, Occidental Mindoro 5100
Page 2 of 77
For the Calendar Years 2017 to 2021
SUMMARY OF CONTENTS
Background and Rationale
Chapter 1 SITUATIONAL ANALYSIS... 9 - 17
1.1 The General and International Context of DRR

1.2 DRR Context at the Local Level
1.3 Analytical Review of Disaster Issues in the Municipality of San Jose
CHAPTER 3 MUNICIPAL DISASTER MANAGEMENT POLICY GOALS AND

OBJECTIVES
2.1. Disaster Management in Municipality of San Jose

2.2. Justification of the Strategic Plan
2.3. Vision, Mission, Goals and Objectives
CHAPTER 4 MUNICIPAL DISASTER MANAGEMENT STRATEGIC

FRAMEWORK FOR ACTION
3.1 Vision and Goal of the Action Plan

3.2 Goal of the Strategic Plan
3.3 Guiding Principles for Strategic Programming
3.4 Key Stakeholders
3.5 Priority Areas for Action
3.6 Expected Outcomes
3.7 Priority Target Groups
3.8 Strategies
CHAPTER 4: ACTIVITY MATRIX OF THE STRATEGIC PLAN
CHAPTER 5: IMPLEMENTATION FRAMEWORK
5.1 Implementation Framework

5.2 Implementation Structure
5.3 Monitoring and Evaluation Framework
Annexes
Page 4 of 77
BACKGROUND AND RATIONALE
The Municipality of San Jose has been experiencing quite a significant

number of disastrous events of both natural and anthropogenic origin.
Recent information on the hazard profile of the Municipality and its
vulnerability and capacity assessment shows that these disasters are related
to drought, water and climate, locust invasion, environmental degradation,
floods and epidemics. Disasters have caused great losses to lives in the past
and property and have pushed several people into poverty. The economic
impact of disasters usually consists of direct damage e.g. infrastructure, crops,
housing, and indirect damage e.g. loss of revenues, unemployment and
market destabilization. It is therefore increasingly becoming a major
developmental issue of urgent concern for the government, development
partners and local communities.
In the Municipality of San Jose, quite number of significant numbers of

disastrous events and anthropogenic in origin is what the Municipality is
experiencing. Municipalitys recent data on hazard profile and its vulnerability
assessment shows that these disasters are related to drought, water and
climate, locust invasion, environmental degragation, floods, erosion,
landslides and epidemics that caused great losses to lives and properties and
pushed several constituents in the area into edge of poverty. Impacts of
disasters causes direct damage on the economy consisting of infrastructure,
crops, housing, loss revenues, unemployment and market distabilization.
Considering flooding is the most significant hazard affecting the population of
San Jose.
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.
In view of this situation, the government had formulated a disaster

management policy and promulgated a disaster risk reduction and
management bill (which was later put into law, the PDRRM Act of 2010 in May
2010 while its Implementing Rules and Regulations was later issued in
September of the same year) aimed at building safe and resilient
communities by enhancing the use of and access to knowledge and
information in disaster prevention and management at all levels of society.
This clearly testifies the national concern on this hindrance to sustainable
development. The policy and bill clearly pave the way for ensuring that we
work together for a safer world and country and in order for the country to
attain its Social Contract 2016, the SNAP Objectives by 2019, poverty
reduction and millennium development goals, disaster management is
crucial and forms an integral part of the process.
The development of this strategic plan is undermined by a

comprehensive disaster management approach that seeks to achieve the
right balance of prevention, preparedness, mitigation and response. The
strategy is based on the realization of the multi-dimensional nature of disaster
Municipality of San Jose, Occidental Mindoro 5100 Page 5 of 77
which needs to be mainstreamed into the overall national, regional,
provincial, and municipal development process and is a useful document
that will serve as the main reference material by all stakeholders in disaster
management during the three to five years implementation period.
The main objective of the strategy is to provide a pathway for the

implementation of the PDRRM Act of 2010 and policy at the municipal level. It
coherently provides the logical steps and actions required to bring about
efficient and effective disaster management in the country. The strategy is in
five chapters; chapter one provides the global and national and the local
situation on disasters, chapter two highlights the national and municipal
policy to respond and militate against disasters, chapter three outlines the
building blocks of the municipal disaster strategy. Chapter four provides the
activity matrix in a logical manner with the required resources and
measurable benchmarks, and lastly, chapter 5 presents the implementation
framework and structure for the delivery of the identified activities within the
timeframe. There is also a monitoring and evaluation framework provided in
the annex.

Page 6 of 77
CHAPTER 1
SITUATIONAL ANALYSIS
1.1 International and Global Context
Disasters are situations or events which overwhelm local capacity,

necessitating a request to national or international level for assistance. These
are classified into two main categories i.e. Natural disasters which are hydro-
meteorological and Geophysical, and non-natural disasters which are man-
made and can be industrial related; chemical spill, collapse of industrial
structures, explosion, fire, gas leak poisoning, radiation; miscellaneous events
such as collapse of domestic/non industrial structures, explosion, fire, and
Transport related; air, rail, road and water-borne accidents (World Disasters
Report, 2002).
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)
It has been evidently documented that, vulnerability to disaster is not

simply by lack of wealth, but by a complex range of physical, economic,
political and social factors. Flawed development is exacerbating these
factors and exposing more people to disasters. Rapid population growth and
unplanned urbanization force poorer communities to live in more hazardous
areas. However, even the better-off are at risk as expansion of infrastructure
over the past decades including bridges, railway lines and roads have
created a barrier across the valley leading to limited access, and excessive
rainfall resulting in floods. Growth in infrastructure across the globe has
increased both the level of assets at risk from disasters, and the people
dependent on such lifelines as electricity, gas and water mains.

Economic growth may increase risks particularly in the poorest
countries of the world as economic activities can result to environmental
degradation, deforestation which disrupts watersheds leading to more severe
droughts, as well as floods. People switch jobs or their mode of crop
production in response to improved marketing opportunities, and in doing so,
they may increase their vulnerability to disasters. Clearly, disasters are a major
threat to the global economy and to society and therefore sustainable
development is societys investment in the future or otherwise; investments will
be squandered if not adequately protected against the risk of disaster.
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.
The United Nations Convention to Combat Desertification (UNCCD)

also provides the international community with a framework for sustainable
development of dry lands. The objective of the convention is to secure the
long-term commitment of its parties through a legally binding document. It
provides an international framework for States affected by desertification to
work jointly with industrialized countries to implement National Action
Programmes. The Convention is a powerful instrument for sustainable natural
resource management in affected regions and for ensuring long-term,
mandatory external support for these efforts. Such declaration calls for the
concerted efforts of all UN member states to reducing the occurrence and
impact of natural disasters and therefore disaster mitigation and
preparedness appear to be firmly on the aid agenda.
Further to the declaration of the international decade for disaster

reduction (1990-1999) the UN General Assembly in 2000 founded the ISDR
(International Strategy for Disaster Reduction), a coalition of governments, UN
agencies, regional organizations and civil society organizations. In 2002, the
UN published a document entitled Living with Risk: A Global review of disaster
reduction initiatives. In 2005, a major reform within the UN system resulted in
some UN agencies, in particular UNDP, becoming increasingly concerned
about disaster risk issues by actively engaging in enhancing disaster risk
programmes at country level. The road map towards the implementation of
the United Nations Millennium Declaration (Secretary Generals report to the
General Assembly) touches on areas which are closely linked to vulnerability
to natural hazards such as ensuring environmental stability, the eradication of
extreme poverty and hunger and promoting gender equality.
In furtherance of these UNs efforts, several governments and NGOs

championed issues of disaster reduction. During the world conference on
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disaster reduction held in Kobe, Hyogo, Japan, world governments agreed
on the Hyogo Framework for Action 2005-2015 which was formulated as a
comprehensive action-oriented response to international concern about
disaster impacts on communities and national development. For its part, the
World Bank launched the Global Environment Facility in the mid 1990s and
Pro Vention Consortium in 2000, which works towards a more effective public-
private dialogue on disaster risk.
The Millennium Development Goals (MDGs) declared by the

international community to halve extreme poverty and hunger, combating
infectious diseases, ensuring universal primary education and sustainable
development, are critical to disaster management. Bearing in mind the
importance of disaster management, the UN declared in 1990 the
International Decade for Natural disaster Reduction (IDNDR). Thus the
realization that environmental threats could result in serious socio-economic
and human costs has refocused the disaster management agenda on some
critical challenges relating to disaster reduction initiatives. Some of these
challenges are in essence development challenges, especially when many
of these threats that confront the international community emanate largely
from failures of development.
1.2.1 DRRM Context at the Local Level
The proneness of the Philippine archipelago to hazards is defined by its

location and natural attributes. It is situated in the Pacific Ring of Fire where
two major tectonic plates (Philippine Sea and Eurasian) meet.
This explains the occurrence of earthquakes and tsunamis, and the

existence of around 300 volcanoes of which 22 are classified as active
because their eruptions have been found in historical records. The Philippines
is located along the typhoon belt on the Western North Pacific Basin where
66 percent of tropical cyclones enter or originate. On the average, the
country faces 20 tropical typhoons a year, of which 5 to 7 can be rather
destructive.
The eastern seaboard is highly exposed to tropical cyclones with wind

speeds greater than 150 kilometers per hour. Mean annual rainfall in the
country varies from 965 mm to 4,064 mm. Extreme rainfall events trigger
landslides and lahar flows and are responsible for severe and recurrent flood
in low lying areas. Tropical cyclones are responsible for an average of 40
percent of the annual rainfall in the country. Slow moving or almost stationary
tropical cyclones account for extended periods of rainfall.
Other facts about Philippine disasters are:
Annual direct damage from previous reported disasters between 1990

and 2006 amount to PhP20 billion per year in constant 2005 prices
based on NDCC data. This is roughly 0.5% of the GDP on the average
every year;
Flooding has become the most prevalent disaster since 2000;
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Coastal areas along the over 17,000 km coastline are increasingly
exposed to high risk and more vulnerable to tidal surges (some
associated with seasonal typhoons) due to high population density;
Based on historical average, earthquakes kill the most per event and
cause the highest economic loss. The single event that killed the most
(6,000 dead) was the earthquake of 1976 while the Luzon earthquake
of 1990 caused PhP695 million of economic damages, the second
highest ever recorded; and
From 1995-2003, an annual average of 8,161 fire incidents occurred
nationwide.
Environmental factors such as denuded forests aggravate flood risks.

The pace of deforestation since the 1930s accelerated in the 1950s and
1960s, before falling slightly in the 1980s. Even now, the effects of loose soil
and reduced forest cover from past forestry activities are felt in frequent
landslides and floods. The likelihood of drought and poor availability of water
is also increased by the loss of forest cover. Tropical cyclones (also called
windstorms) have caused the most loss of lives and property. Accompanying
or resulting from these hazard events are secondary phenomena such as
strong winds, landslides, floods/flash floods, tornado and storm surges. There is
evidence that the occurrence of extreme weather events is a consequence
of climate change. The Philippines may therefore be substantially affected
by climate change.
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.
However, the different regions and their component provinces,

municipalities and cities that comprise differ in terms of exposure to hazards,
risks and vulnerabilities. Some parts of the country are more prone to specific
hazards than others; some parts are exposed to more hazards than others. In
an analysis of natural disaster hotspots by the Hazard Management Unit of
World Bank, the Philippines is among the countries where large percentages
of population reside in disaster prone areas. Many highly populated areas
are exposed to multiple hazards: 22.3% of the land area is exposed to three or
more hazards and in that area, 36.4% of the population are exposed. Areas
where two or more hazards are prevalent comprise 62.2% of the total area
where 73.8% of the population are exposed.
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.
The sub-national picture is highlighted by disparities in poverty

incidence. Majority of the poorest provinces in terms of income are found in
the Autonomous Region in Muslim Mindanao (ARMM) and Bicol Region while
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those with the lowest incidences are in Luzon, particularly Regions I to IV. The
ARMM is rated to have a very high risk to El Nio; it is also situated in an
area which has high tsunami potential. The Bicol river valley which traverses
several Bicol provinces is a flood-prone area.
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 municipality, like Philippine archipelago, has the proneness to

hazards due its location and natural attributes. It is situated east of the South
China Sea and the southern tip of the Manila Trench where two of the major
trenches (Manila and Negros trenches) almost meet. Southern Mindoro Fault
is also identified as one of the active faults in the country; however, crustal
movements are almost unnoticed even by equipment. Mindoro Island is
located along the South China Sea where almost 30% percent of tropical
cyclones enter or originate.
Other feature that may be relevant to the municipality is its coastal

areas which may also be prone to tsunami and other fortuitous events
caused by geological movements.
Southwestern Mindoro is alongside with the Manila Trench which is

associated with frequent earthquakes, and the plate movements.
Convergences between the Philippine Mobile Belt and the Manila Trench
have been estimated using GPS measurements.
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)
A lot of areas in the urban center have medium to high susceptibility to

flood. These areas are vast plains and do not have proper drainage systems.
Page 11 of 77
On the other hand, some parts in the north and east including some parts of
the island barangays, which are mountainous are risked to landslides.
Coastal areas and urban areas of the municipality are liquefaction

susceptible as Identified by the liquefaction Susceptibility Map of the
Philippines and the Active Faults and Liquefaction Susceptibility Map of
region IV-B from the Philippine Institute of Volcanology and Seismology. This
has also further elaborated that Sothern Mindoro Fault, one of the active
faults in the country, encompasses the municipality. San Jose is also included
in the collision zone of the Manila Trench and the Negros Trench.
Based on the maximum computed wave height and inundation using

the worst case scenario earthquakes from major offshore zones, PHIVOLCS
Tsunami Hazard Map of Mindoro Island identified the area as prone to a six to
12 meter Tsunami. The area is potentially high prone to tsunami as it had a
history of tsunami occurrence.
Other facts about disasters in the Municipality of San Jose are:
In 2009, Ondoy and Pepeng affected 3, 151 families roughly resulting

to Php 51, 513, 300.00 agricultural production loss and damages to
infrastructures amounting to Php 8, 750, 000.00;
5, 400 hectares of agricultural lands are rain fed while 2, 500 hectares
of arable land are highly vulnerable to drought;
Small floods occur along low-level roads where incapacitated
drainage systems are prevented;
Latest earthquake bulletin showed that Occidental Mindoro
experienced an average of 1.13 to 2.53 earthquake magnitude
among 34 recorded earthquakes for the first 83 days of the year 2017.
Thirty three of these arent being felt in San Jose.
Coastal areas are among the most densely populated barangays
which are all prone to tsunami. Seven inland barangays and 13 island
barangays are among these places;
Based on historical average, tsunami prone area map from PHIVOLCS,
San Jose has had a historical tsunami; and
Of the 55, 192.94 hectares of land area based on the 2000 CLUP,
8,639.50 hectares of land are prone to erosion hazards while majority
of the 1,703.69 hectares of existing built-up areas have high
susceptibility to hazards.
Environmental factors such as denuded forests aggravate flood risks.

The pace of deforestation since the 1930s accelerated in the 1950s and
1960s, before falling slightly in the 1980s. Even now, the effects of loose soil
and reduced forest cover from past forestry activities are felt in frequent
landslides and floods. The likelihood of drought and poor availability of water
is also increased by the loss of forest cover. Agricultural sector is the most
affected when it comes to tropical storms and extreme drought for more
than 5,400 hectares of agricultural lands are highly dependent on rainfall.
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
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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
The demand on disaster-related organizations has changed

dramatically and the intensity of performance demanded of certain tasks
has become more pronounced.
With a paradigm shift from response and relief to preparedness and

mitigation, long-term recovery needs to be considered earlier or before a
hazard strikes. Planning for recovery essentially becomes part of
preparedness planning. As the enactment of RA 10121 was welcomed, the
Build Back Better principle has influenced the current practice greatly. This
is to advocate that rebuilding does not create more vulnerable dwellings.
Also, as disaster-affected households and communities need to recover, the
need to be inclusive in making decisions that will affect them cannot be
overemphasized. In this sense, planning for DRR is similar to planning for
development; approaches that promote feedback and empowerment are
needed.
Stakeholder roles in DRR range from legislating or adopting policies or

programs on all local levels (public entities and officials), implementing the
policies, mandating others to take action or provide incentives for others to
take action, to assisting in implementation and providing political momentum
such as advocacy groups. In this sense, capability building among public
officials, participating organizations, and other individuals concerned is a
necessity. A community-based warning system is a must in order to integrate
a participating community to disaster preparedness.
Recurring Issues
Numerous projects and activities have been undertaken by various

stakeholders. Some of these efforts have been valuable experiences for those
who have been involved; however; sustaining the positive results has always
been constantly threatened. There are indications that these positive results
have not simply penetrated day-to-day affairs or businesses. Old practices of
doing things remain and existing organizational and societal structures do not
allow the gains to thrive in the decision-making environment as well as
operational setting.
Although human (or technical) and financial resources are often

committed, in-kind contribution must however be neglected. Partnerships
between government and private entities public private partnerships have
been done spontaneously when need arises or in a few instance, formalized
through memorandum of agreement (or understanding). These significant
moves, however, do not fall under a general strategic plan of action where
the contribution of each stakeholder is seen in terms of the larger whole,
particularly through the lens of national safety or resilience.

Page 13 of 77
Threats remain if the level of awareness about dealing with hazards is
low and when little focus on risks is considered whenever one is faced to
make a decision. In the worst case, this behavior may manifest a culture of
disasters rather than a culture of prevention.
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.
At the national level, disaster management issues are gradually being

given more attention in national planning processes but until recently was
seen in sectoral lens and hardly have the effective structures, policy, legal
framework and more so the proper understanding and capacities. The
recurrence of disaster events and the increasing concerns about disaster
impacts have attracted a lot of attention from both governments and
development partners not the least because the risk calculus for vulnerable
groups within society and the infrastructure is enormous.
The countrys SNAP has elaborated these recurrences as a strong

challenge and needs to be addressed by every LGU. Being 23rd among
disaster-risk provinces from which the Municipality belongs, San Jose local
government should take into consideration every measure to at least be
prepared and mitigate disasters. The implications for the Province of
Occidental Mindoro, particularly the Municipality, in this ranking is evident in
that if no prevention and preparedness measures are taken now to mitigate
this high risk, it may erode the significant development gains registered in the
Municipality especially in the area of infrastructure and the well elaborated
poverty reduction strategies among others.
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.

Page 14 of 77
1.2.2 Analytical Review of Disaster issues in the Municipality
The World Watch Institute in Washington estimates that the earths

continents lose 24 billion tons of fertile topsoil every year and forest
destruction put at 15 million hectares of forest worldwide with depletion worst
in developing countries such as the Gambia. The expansion of the
agricultural frontiers into fragile ecosystems, eliminating stabilized forest cover
has increased the frequency of flash floods and lower agricultural
productivity.
In 2000, about half of the Municipalitys population lived in the

unplanned peri-urban peripheries which are already stretched to breaking
point. Uncontrolled urban sprawl and speculative land markets have pushed
many marginal settlements into high-risk areas that are flood-prone areas.
Though it was not been affected by the spread of avian influenza cases in
some countries, a lot of epidemic cases especially the cholera may cause a
great threat to both animals and human population in the Municipality due
to the close proximity and trade relationship among other regions and places
as well. The Municipality has very volatile environmental condition, which can
lead to disaster at any time. The areas natural resources and the
environment are slightly to seriously endangered as human lives are
increasingly harmed by pollution, degradation of farmlands, climate change,
floods and unplanned urbanization (although the presence of CLUP and
zoning ordinance, it has not been strictly followed by citizens).
Climate change will have repercussions as it can lead to land

degradation, rising sea levels, rapid shifts in vegetable zones, lower
agricultural production and a greater shortage of fresh water. This affects the
Municipality in general particularly the poorest who will be worst hit. In recent
years, the Municipality of San Jose experienced a significant number of
disastrous events of both natural and human origins. The Hazards Profile of the
Municipality indicates that these disasters are related to drought, floods,
locust invasions, environmental degradation and epidemics. For example,
between 1985 and 2010, there were a lot of flood related disasters, three of
which had resulted to great loss of lives and mostly of properties and
agriculture, and a lot of incidents of fire urbanized areas. The severe floods in
late 1980s, earthquake in the start of the 1990s and storms in 2009 in has
affected 50 per cent of the Municipalitys population. There were also pest
and locust invasions during the 1980s, 90s, in 2010 and of recent affected
most farmers in the Municipality. The influx of these disasters also had
negative consequences on economic development of the Municipality.
Other cases were cholera epidemic, perennial floods, landslides/erosion, etc.
causing lost of some lives, huge properties and contributed to food insecurity.
The vulnerability of the area to disasters is quite evident by the existing
manifestations.
All these incidents, a combination of man-made and natural disasters

are causes for concern and thus call for concerted and coordinated efforts
to plan to prevent, manage and mitigate the effects of disasters. This should
not be done in isolation but integrated into the municipal development
planning framework.
Page 15 of 77
Areas Identified Experiencing Flooding Hazards
in the
MUNICIPALITY OF SAN JOSE
(MGB ASSESMENT)
BARANGAY SITIO/PUROK REMARKS
Flooding is due to overflowing of

LABANGAN Bukidzon
Labangan River
Flooding is due to overflowing of

MAGBAY Purok 2 Magbay River/Sinkhole hazard
noted in the area.
Punzalan
Bayotyot Creek Riverine flooding affects these

areas in Brgy.
BAYOTBOT Baba BayotbotwhenLabangan River
overflows its banks during
Gulod I (Ricefield area) incessant rains.
Gulod II (Ricefield area)
Barangay Proper (near Flooding in the area is caused by

CAMBURAY
Camburay Creek) the swelling of Camburay Creek.
Incidents of flood inundation and

Yaw-yawi
erosion in these three sitios of Bgy.
MURTHA Murtha occur near the banks and
floodplain of meandering
Baulan
Labangan River.
Purok 6A Flooding affects these areas when

Pandurucan River overflows its
Purok 3 bank.
SAN ROQUE These areas are affected by
Purok 1A coastal flooding during storm
surge or when continuous rains
Purok 2A coincide with high tide.
Paterson
Masagana A Overflowing of Tubaon and
BAGONG SIKAT Masagana B Pandurucan River causes flooding
Baybayang San Jose in the area.
Tagumpay
Page 16 of 77
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.
Purok 2 Major contributor of flooding in

Bgy. Batasan is the upstream
section of Busuanga River and its
Purok 3 tributaries.
The low-lying areas of
Batasan PurokNaptan and Insulman in the
Purok Naptan
eastern section of Bgy. Batasan is
affected by flooding due to
overflowing of Labangan River
PurokInsulman and excessive runoff during
extreme rainfall event.
Affected areas by flood
Purok 3 inundationare the lowlands and
icefields near the braided streams
Purok 1 ofBusuanga River in
Purok3.Flooding hazard in these
lowland areas of southern Monte
Panguluyan Carlo are can be attributed
mainly to overflowing of Manus
Monte Claro River, a tributary of Busuanga River
Bato-litao
on the east.
Moderate to steep slopes with
Ilaya 1 highly fractured rocks
characterizedthe areas identified
as prone to mass movement
Balingaso hazards .Minor landslide were
reported in these areas.
These puroks are situated near the

Maligaya
mouth of river systems (Lambayan
Caminawit River). Continuous rains coinciding
with high tide cause flooding in
BagongSilang
these areas.

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ROOT CAUSES, EARLY WARNING & TRIGGERRING FACTORS OF FLOOD
HAZARD /
ROOT CAUSES EARLY WARNING TRIGGERING FACTORS
DISASTER
Geographical location of Data from

Silted River Bed and River Deltas
San Jose PAGASA,DOST
Occurrence of typhoon 15 PAGASA WEATHER
FLOODS Clogged Drainage Canal.
times or more in one year. FORECAST.
Habagat RAINGAUGE Improper Disposal of garbage
Monitoring of
Wet season: July Occurrence of High Tide During
Community Based
toDecember Rainy Season
Early Warning System.
Low lying areas
Denudated Forest

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CHAPTER 2
MUNICIPAL DISASTER MANAGEMENT POLICY:

GOALS AND OBJECTIVES
2.1. Introduction: Disaster Management in the Municipality of San Jose
Disaster issues had long been pronounced in normative and policy

documents in various government policy documents and development
agenda. These include Philippine Strategic National Action Plan 2009-2019
which lays down the foundation of the national roadmap of the DRRM.
The main limitations and major obstacles to effective disaster

management policies in the past has been a dominant approach that
justifies disaster response. The current debate is now moving from the idea of
a basic diagnosis of relief operation to a more proactive strategy of disaster
prevention, preparedness and mitigation. Existing policy responses of both
governments and the international community treat disaster as a series of
unexpected events whose remedy lies in the provision of humanitarian relief
which in essence is what is called crisis survival as the aim is to minimize
short-term suffering. The need to move away from the old technocratic,
command-and control approach to risk reduction to more innovative
approaches and partnerships opens the door for greater success in disaster
management.
The paradigm shift in recent years from disaster response to disaster

prevention and DRR is largely motivated by the high toll of disasters both in
terms of human sufferings and the loss of economic assets. What is needed is
clearly indicated as a well-resourced and prepared response system with a
focus on national and local capacity.
Cognizant of the above, the municipal government, in line with the

passage and mandates of the RA 10121 in 2010, developed this Municipal
DRRM Strategic Action Plan and Policy for Calendar Year 2017 and lays down
the foundations in the next years which emphasizes that any successful
mechanism for disaster prevention must be multifaceted and designed for
the long-term. The capacity to anticipate and analyze possible disaster
threats is a prerequisite for prudent decision-making and effective action. Yet
even practical early warning system will not ensure successful preventive
action unless there is a fundamental change of attitude towards disaster
perceptions. An integrated approach that brings together the efforts of the
national government, NGAs, local government, NGOs, CSOs, local authorities
and local communities is the most viable, effective and sustainable disaster
management strategy.
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
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.
2.2. Justification of the Strategic Plan
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.
In view of this, considering the Personal Services limitations on the side

of LGUs, it is therefore a strategy of the LGU to create an office of the DRRMO
under the MPDO since the data banking is concentrated in the aforesaid
office. Furthermore, an additional workforce is needed but a transfer of
position that will act on the said matter is seen.
The critical need for the disaster management office to have a

comprehensive plan that will guide its interventions towards effectively
implementing its mandate gives the right to the formulation of at least a
three-year plan 2021-2021 Strategic Plan (DRRMP). The Plan is a critical
instrument to establish, build capacity of the local disaster management
office and/or the MPDO and the MDRRMC and creating the conditions to
effectively execute its mandate.
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.
2.3. Vision, Goals and Objectives
Vision
Assurance of safer and resilient communities in which the

impact of hazards would not hamper development and the
ecosystem and provision for a better quality of life will be
achieved through effective emergency and disaster services.
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Policy Goals
The overall goal of the disaster management policy and

strategy is to ensure a proper and effective mechanism for
disaster mitigation and preparedness that will save lives and
livelihoods in the country. The goals are:
1. Articulate the vision and goals for disaster risk reduction

and management in the Municipality of San Jose
2. Outline the strategic direction to guide the development
of disaster risk reduction and management policies
3. Align the strategic direction for disaster risk reduction and
management with national norms and framework
4. Mainstream disaster mitigation into relevant areas of
activity of local government, NGOs, private sector and civil
society organizations.
5. Strengthen the governance and accountability
arrangements in place that support achievements of
disaster risk reduction and management priorities.
6. Build adequate and sustainable capacity at the
community level in order to enhance the culture of safety
and resilience in the Municipality.
Policy Strategic Objectives
1. To integrate disaster risk reduction into sustainable

development policies and planning
2. To develop and strengthen institutional mechanisms and
capacities to build resilience to hazards
3. To systematically incorporate all international, regional,
national and local disaster risk reduction strategies and
approaches into the implementation of emergency
preparedness, response and recovery.
4. To achieve a comprehensive, all hazard, all agencies
approach by achieving the right balance of prevention,
preparedness, mitigation, response and recovery
5. To prepare communities in the area to ensure that they are
fully equipped to anticipate and respond to disaster
events
6. To promote a transparent, systematic and consistent
approach to disaster risk assessment and management
7. To promote a multi-stakeholder participatory approach
including community participation at all levels
8. To develop a database and information exchange system
at national, regional and international levels

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CHAPTER 3
Planning Assumptions
ALERT LEVEL FOR ACTIVATION OF CONTINGENCY PLAN
The Philippine Atmospheric, Geophysical and Astronomical Services

Administration (PAGASA) under the Department of Science and Technology
(DOST) monitors atmospheric and meteorological activity such as tropical
cyclones and issues warnings if it falls in the Philippine Area of Responsibility
indicating where and when the events will occur, how long it will last and
what possible consequences are expected. Messages will also be issued
giving general advice on precautions to be taken to minimize the loss of life
and damage to property, followed by supplementary information and
advice as the situation develops. This is further explained in the annex.
The MDRRMO constantly monitors and receives information from PAGASA

upon issuances of warnings and weather bulletins and thereafter activate the
appropriate alert system described within this plan
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
DRRMC CODE ALERT SYSTEM
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.
DECLARATION: In the event of any incident with a threat or occurrence of an

emergency or disaster, the Code Alert is declared and/or raised by the
MDRRM Officer.
LIFTING: When threat is no longer present, or when no significant incident is

monitored and the hazard or condition (typhoon, mass gathering, etc.) is
finished and/or contained, the Code Alert will be lowered or suspended by
the MDRRM Officer.

DISSEMINATION OF ALERT CODE: Once Code Alert has been raised, it must be
properly disseminated to MDRRMC members. The MDRRMO shall have
developed a scheme for dissemination.
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 ALERT DESCRIPTION AND CORRESPONDING ACTION
CODE WHITE
Conditions for Adopting Code White

Forecast Typhoon (Signal No. 1) or Heavy Rainfall
Any planned mass action or mass gathering within the area with large
number of participants
National holidays or celebration
Other conditions with potential to be declared as emergencies or
disasters
Any emergency with potential 10-50 casualties (death, injuries)
Notification of reliable information of terrorist attack/activities
Any other hazard that may result in emergency
Unconfirmed report of re-emerging diseases.
Course of Action
MDRRMC/operational units of the MDRRMC will be convened as

deemed necessary.
Operational Departments should take precautionary measures to
prepare for activation of response.
Maintain close communication with the EOC for updates
When advised, the on-duty response personnel shall be on standby on
site or in constant monitor of the events until code is suspended.
When this code is declared, all off-duty/on-call/back-up response
personnel near the vicinity shall be on alert, ready to be called upon
and deployed if deemed necessary.
All response personnel should adhere to alert operational procedures
prescribed by their department
Make sure all personal equipment and supply are adequate for
operations.

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CODE BLUE
Conditions for Adopting Code Blue

Any of the conditions identified during Code White deemed necessary
to upgrade alert code.
Signal No. 2 typhoon
Less than 50% of the community in the area are affected or damaged.
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.
operations
CODE RED
Conditions for Adopting Code Red

Any of the conditions identified during Code Blue deemed necessary
to upgrade alert code.
Declaration of disaster in the affected area.
100 or more casualties in one area.
50% or higher of the community is affected or damaged
Local personnel in the area not capable of handling entire operation
If Mobilization of the MDRRMC is needed
Mobilization of operations related offices in the LGU
Uncontrolled human-to-human transmission of diseases
Course of Action
This Contingency Plan shall be activated

MDRRMC members will be convened as soon as code red 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.

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When advised, All response personnel shall be on standby on site or
designated staging areas
All response personnel shall adhere to their prescribed

department/agencies standard operating response procedures or
disaster response procedures.
operations
OPERATIONAL RESPONSE PLAN TO EMERGENCIES AND DISASTERS
Hours 0 2 Immediate Response:

Conduct RDANA
Contact key agencies/departments concerned
Establish Incident Command System
Develop immediate response objectives and establish an action plan
Sector Lead to establish communication and maintain close
coordination with the Emergency Operations Center (EOC)
Assign and deploy resources and assets to achieve established
response objectives
Document all response activities
Hours 2-12 Intermediate Response

Verify RDANA
Ensure provision for facilities, equipment and supply necessary for
response
Provision of basic needs of affected areas as well as special
populations (I.e. children, disabled, elderly, etc.)
Manage resources (i.e. donations, volunteers, etc.) for proper
allocation
Maintain constant communication with EOC for updates and actions
taken
Collect and analyze data provided by operational
departments/agencies.
Continuous assessment of damage and needs of incident
Hours 12 24 Extended Response

Prepare for transition to extended operations or response demobilization
Address environmental risks
Continuous provision of basic services to affected population
Continuous monitoring and data collection
DRRM MITIGATION MEASURES
As the constant threat of disastrous impacts of typhoon and flooding impede,

Paranaque City through the CDRRMC constantly strives to mitigate these
impacts through structural and non-structural initiatives:

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STRUCTURAL NON-STRUCTURAL
Opening of River Deltas Functional MDRRM Office
Declogging of Canals Functional MDRRM Council
Relocations of informal settler along Strict implementation of National Building Code
waterways and Land Use Plan of the Municipality
Construction of Flood Control Creation and implementation of law/ordinances
Projects related to DRRM
Establishment of weather Implementation of Waste Management
monitoring systems Laws/Ordinances

Page 28 of 77
CHAPTER 4
Sectoral Plans and Protocols, Strategic Framework for Action and Protocols,
General Policies and Objectives
Vision and Goal of the Action Plan
The disaster management strategy seeks to outline the concrete steps

required towards realizing the goal, vision and strategic objectives of the
national disaster management policy.
VISION
Transform the Municipality of San Jose, Occidental Mindoro

into a fair and secure society, in which the impact of hazards
would not hamper development and the ecosystem and will
further ensure the provision of a better quality of life through
effective emergency and disaster services
This vision, which establishes a strong link between sustainable human

development, risk reduction and poverty, is in tandem with the national and
regional policies of the government.
Goal of the Strategic Plan
The goal of this municipal disaster risk reduction and management

strategic action plan is to contribute to the sustainable improvement of the
well-being of San Joseos by:
(i) Creating a socio-economic, legal and institutional environment that is

conducive to disaster management in the Municipality of San Jose,
Occidental Mindoro and;
(ii) Effectively mainstreaming disaster management issues into national
policies as well as in sector-specific development programmes and
projects.
General Policies and Objectives for the Contingency Plan
It is the duty of the Municipality to provide its constituents a safe, peaceful

and sustainable environment. Consequently, it is everyones civic duty to
help, support and cooperate with government undertakings and abide by
the laws enacted by the government authorities in order to attain the
following objectives:
1. To achieve zero casualty in times of disaster through an effective and

efficient disaster control and mitigation mechanism;
2. To ensure an organized and mobilized Barangay Disaster Risk
Reduction and Management Committee to each barangay as a

functional sectoral committee of each Barangay Development
Council;
3. To have an easy access to health care and other medication in times
of disaster;
4. To have an easy access and ready relief goods and services such as
proper shelter, enough food and clothing;
5. To increase the level of awareness regarding disaster preparedness
among its stakeholders;
6. To ensure that all possible logistical support during pre- disaster
activities and during response are ready and properly organized;
7. To ensure all rescuers and concerned personnel are ready and
capable to conduct rescue.
8. To ensure that the 5% of the LGUs IRA allocated as Calamity Funds be
properly utilized;
9. To strengthen and/or re-organize our Local Disaster Risk Management
Councils (MDRRMC, BDRRMCs);
10. To act immediately on the identified program of priorities of the
different sectors;
11. To ensure the full implementation of the Contingency Plan during the
actual operation;
12. To create a Special/Technical Working Group, whose members will be
responsible for monitoring early warning signals, updating plans,
activities and resources; and
13. To provide psychosocial treatment/counseling to disaster survivors who
need it most.
1. In connection with the national policies, Republic Act 10121 provides
the following policies which this Plan adopts in the local disaster risk
reduction and management matters:
Section 3 Declaration of Policy. It is the policy of the State, pursuant

to Republic Act 7160 otherwise known as the Local Government Code
of 1991, the Republic Act 10121 otherwise known as the Philippine
Disaster Risk Reduction and Management Act of 2010 and Presidential
Decree 1566, to:
a. Uphold the people's constitutional rights to life and property
by addressing the root causes of vulnerabilities to disasters,
strengthening the municipality's institutional capacity for
disaster risk reduction and management and building the
resilience of local communities to disasters including climate
change impacts;
b. Adhere to and adopt the universal norms, principles and
standards of humanitarian assistance and the global effort
on risk reduction as concrete expression of the country's
commitment to overcome human sufferings due to recurring
disasters;
c. Incorporate internationally accepted principles of disaster
risk management in the creation and implementation of
national, regional and local sustainable development and
poverty reduction strategies, policies, plans and budgets;
d. Adopt a disaster risk reduction and management approach
that is holistic, comprehensive, integrated, and proactive in
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lessening the socioeconomic and environmental impacts of
disasters including climate change, and promote the
involvement and participation of all sectors and all
stakeholders concerned, at all levels, especially the local
community;
(b) (e) Develop, promote, and implement a comprehensive
Municipal Disaster Risk Reduction and Management Plan
(MDRRMP) that aims to strengthen the capacity of the
Municipal Government, together with partner stakeholders,
to build the disaster resilience of communities, and' to
institutionalize arrangements and measures for reducing
disaster risks, including projected climate risks, and
enhancing disaster preparedness and response capabilities
at all levels;
a. Adopt and implement a coherent, comprehensive,
integrated, efficient and responsive disaster risk reduction
program incorporated in the development plan at various
levels of the local government adhering to the principles of
good governance such as transparency and accountability
within the context of poverty alleviation and environmental
protection;
b. Mainstream disaster risk reduction and climate change in
development processes such as policy formulation,
socioeconomic development planning, budgeting, and
governance, particularly in the areas of environment,
agriculture, water, energy, health, education, poverty
reduction, land-use and urban planning, and public
infrastructure and housing, among others;
c. Institutionalize the policies, structures, coordination
mechanisms and programs with continuing budget
appropriation on disaster risk reduction from municipal down
to local levels towards building a disaster-resilient
municipality;
d. Mainstream disaster risk reduction into the peace process
and conflict resolution approaches in order to minimize loss
of lives and damage to property, and ensure that
communities in conflict zones can immediately go back to
their normal lives during periods of intermittent conflicts;
e. Ensure that disaster risk reduction and climate change
measures are gender responsive, sensitive to indigenous
know ledge systems, and respectful of human rights;
f. Recognize the local risk patterns across the municipality and
strengthen the capacity of local government for disaster risk
reduction and management through decentralized powers,
responsibilities, and resources at the regional and local
levels;
g. Recognize and strengthen the capacities within the
Municipal Government and communities in mitigating and
preparing for, responding to, and recovering from the
impact of disasters;

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h. Engage the participation of civil society organizations
(CSOs), the private sector and volunteers in the
government's disaster risk reduction programs towards
complementation of resources and effective delivery of
services to the citizenry;
i. Develop and strengthen the capacities of vulnerable and
marginalized groups to mitigate, prepare for, respond to,
and recover from the effects of disasters;
j. Enhance and implement a program where humanitarian
aid workers, communities, health professionals, government
aid agencies, donors, and the media are educated and
trained on how they can actively support breastfeeding
before and during a disaster and/or an emergency; and,
k. Provide maximum care, assistance and services to
individuals and families affected by disaster, implement
emergency rehabilitation projects to lessen the impact of
disaster, and facilitate resumption of normal social and
economic activities.
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:
To build organizational capacity of the local disaster risk reduction

major stakeholders;
To arrange potential response structure, mechanism, and resources
that are focused into certain emergency event prior to its occurrence;
and,
To generate commitment among stakeholders involved with the end
in mind of acting in a coordinated manner before, during, and after
the disaster.
As embodied in Presidential Decree 1566 on the Organization of Local

Disaster Coordinating Councils (LDCCs) at the local government levels, the
Chief Mayor is the chairperson of their respective councils. The Municipal
Mayor is the chairperson of the Municipal Disaster Risk Reduction
Management Council (MDRRMC) while the Barangay Chairman acts as the
chairperson of the Barangay Disaster Risk Management Committee
(BDRRMC). Some of the salient policies include:
a. As stipulated under 324 (d) of the Local Government Code of 1991 as

amended by RA 8185, a percentage of the Local Calamity Fund (LFC)
shall be utilized for the aid, relief, rehabilitation, reconstruction and
other works or services in connection with calamities which may occur
during the budget year, including training of personnel and other pre-
disaster activities;
b. Preparation of the local calamity and disaster preparedness
plans/programs (LCDPPs);

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c. That this Plan of the Municipality of San Jose be endorsed and
supported by local executive; and,
d. That support of RDRRMCs and NDRRMC be requested should the
identified needs be beyond the capacity and capability of MDRRMC
and PDRRMC.
Guiding Principles for Strategic Programming
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:
Social cohesion and solidarity (self-help and citizen-based social

protection at the neighborhood level)
Trust between the authorities and civil society
Investment in economic development that explicitly takes potential
consequences for risk reduction or increase into account
Investment in human development
Investment in social capital
Investment in institutional capital (e.g., capable, accountable and
transparent government institutions for mitigating disasters.)
Good coordination, information sharing and cooperation among
institutions involved in risk reduction
Attention to lifeline infrastructure
Attention to the most vulnerable
An effective risk communication system and institutionalized historical
memory of disaster
Political commitment to disaster management
Laws, regulations and directives to support all of the above
Key Stakeholders
The stakeholders involved in the implementation of this strategy are

numerous and can be categorized as follows:
Government including local authorities

NGOs including civil society organizations
Private sector
International development partners
Local communities
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Women and youth groups
Other vulnerable groups such as children and the physically
challenged
Priority Areas for Action
The definition and identification of disaster management priority areas

for intervention over the next four years is informed by its policy, bill and the
outcome of disaster analysis in the country. This strategic plan is thus an
important framework for the establishment of an institutional framework for
Municipality especially the MDRRMC and its enforcing body which will
position itself as an Office of excellence by responding to disaster and risk
reduction matters in an efficient and prudent manner. The following priority
areas will be the disaster management agencys building blocks to
championing disaster management and risk reduction issues in the
Municipality of San Jose.
Priority Area 1: Development of institutional framework and structures

capable of preventing, preparing for and responding to disasters.
Interventions in this area will aim at creating institutional environment

for addressing disaster and risk reductions. This will involve the establishment
of Municipal Disaster Risk Reduction and Management Office (by virtue of an
Executive Order depending on PS Cap and could be either an
independent office under the Office of the Mayor or an office section under
the MPDO) and related technical and operational committees and the
strengthening of capacities of all actors: government, civil society, organized
private sector, decentralized agencies, institutions and development
partners.
Priority Area 2: Integration of DRR into sustainable policies and plans.
The interventions in this area will focus on mainstreaming DRRM into

local policies and development plans through the development of local
platform for disaster management, sensitization, and awareness creation on
disaster management, capacity building and introduction of disaster risk
reduction into the school system. Establishing the necessary linkages and
capacity building will be among the key activities. Interventions in this area
will aim at building capacity at all levels and develop and implement an
effective resource mobilization mechanism and necessary follow ups.
Mechanisms will be developed for mainstreaming disaster issues in overall
development plans and policies.
Priority Area 3: Creation of a body of knowledge that is useful to support the

local government, humanitarian organizations and other partners; to
anticipate, plan for and manage disasters effectively.
Interventions in this area will aim at developing and improving on

effective early warning systems, development of a comprehensive database,
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system development, conduct surveys and develop communication
channels.
Priority Area 4: Create broad and effective partnership among government,

humanitarian organizations and other partners, to engage in disaster risk
reduction activities and addressing the underlying factors in disasters
The MDRRMCs as well as the MPDO/MDRRMOs intervention will focus

on ensuring that the necessary platform or structures and processes exist for
genuine partnership and concerted efforts in disaster risk reduction. The
interventions will focus on policy dialogue and establishment of effective
linkage with the environmental impact assessment process.
Priority Area 5: Develop an efficient response mechanism to disaster

management and make available the necessary resources
Interventions in this area will aim at building capacities at all levels;

develop strategies for resource mobilization and for monitoring and
evaluation.
Priority Area 6: To strengthen the LGUs capacity in the timely detection,

prevention, control, and investigation and reporting of all cases of
calamity/epidemic and other diseases within animal and human populations.
Interventions in this area will focus on training livestock, wildlife and

health personnel and other critical partners for early diagnosis and reporting.
It also emphasizes the need to provide basic supplies and also strengthen
laboratory diagnostic capabilities.
Priority Area 7: Introduction and/or building knowledge about regional and

international best practices in disaster risk reduction and management.
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
A well-functioning Municipal Disaster Risk Reduction and Management

Office under the Municipal Planning and Development Office in the
short-term and under the Office of the Mayor (as an independent
department or office) in the long-term
Formation of well-functioning participatory structures e.g., committees
at all levels
Strengthened municipal/local capacities in disaster risk reduction and
management strategies
Availability of sufficient, reliable and timely data for informed decision-
making on DRR matters
Disaster issues fully mainstreamed or realigned in all local policies,
programs and projects

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School system introduces DRRM in their teaching curriculum e.g.,
integration into social studies
Resources available for DRRM activities. (The LGU should take the lead
role by making adequate provision as a startup for counter funding.)
The approval of a Municipal DRRM Code and adoption of the national
action plan for DRRM and policy providing legal and administrative
authority for implementing the set actions as well as adoption and
approval of MDRRMP.
Existence of an early warning system which is regularly updated.
Existence of effective communication strategy and a well-informed
citizenry on disaster and risk reduction issues.
Priority target groups
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.
Special attention will be paid to special interest groups like school

(formal and non-formal) and people living in highly disaster prone areas.
Strategies
To achieve this, the MPDO/MDRRMC/MDRRMO with the support of the

LGU as a whole will embark on the following:
1. Financing and Resource Mobilization Strategy
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.
For resource mobilization, the LGUs budget is very important for

successful implementation of the strategic plan. It will illustrate local
governments strong commitment to DRRM.
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
Page 36 of 77
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:
National government agencies

Disaster management focal points
National, regional and local NGOs
Traditional institutions and leaders
Private sector/business community
Researchers
Civil society organizations
Faith-based organizations
Security and emergency services
The Council will also develop partnership with actors in other places to
share knowledge, experience and good practices.
Communication Strategy
Communication strategy is instrumental not only in the implementation

of the strategic plan but also in the area of profiling and positioning the
proposed organization of an MDRRMO in the Municipality and beyond.
Within the framework of information and communication technology

(ICT) the MDRRMO will:
Establish a documentation and information center responsible for

collecting, managing and disseminating reliable information on
disaster and risk reduction in the country.
Develop a national platform that will organize on-line (and/or other
interactive means such as in the broadcast) discussions on current
and emerging DRR issues in the Municipality and the province/region
as well.
Create a bi-annual news letter that will keep all actors informed on
MDRRM issues or by incorporating it in the LGU newspaper.
Involve the private and public media in the activities of the National
Office.
Monitoring and Evaluation (M&E) Strategy
Monitoring and evaluation is part and parcel of any planning process,

as it is critical to the assessment of progress against benchmarks.
While monitoring and evaluation are closely linked, it is important to

understand the distinction between them. Whereas monitoring is a routine
on-going activity to assess program implementation in terms of resources
(inputs) invested in the programme and the outputs produced, evaluation is
concerned with the assessment of the programmes impacts on disaster and
risk reduction management e.g. on the safety and welfare of citizens.

Page 37 of 77
5. Municipal/Local Emergency Strategy
There is an urgent need to develop a national emergency

strategy/plan since not all emergencies are classified as disaster but could be
fatal and threaten national security and stability.
Risks - During the implementation of this strategic plan, the disaster

management agency is likely to face a number of risks that can undermine
and or slow down the effective implementation of the well-outlined strategic
actions. Some of these risks are:
Lack of adequate capacity to implement the strategic plan owing to

the weak Council/LGU staffing (in quality and quantity)
Lack of enough funding is also an important risk as, without enough
resources, the agency will not be able to translate the strategy into
concrete actions.
However, giving the high commitment of local government and the

donor community especially other DRRM actors and NGOs, these risks could
be met and overcome.
Sectoral Protocols - DRRM is divided into five sectors which will function based
on each sectors objectives.
1) Communication, Warning, and Public Information

To provide adequate information/communication system and warning
mechanism to be used during calamities and disasters.
To provide proper information thru any available communication
based according to the information about weather disturbance from
PAG-ASA.
The Communication, Warning and Public Information flow chart begins

from the issuance of warning signal from PAG-ASA and other agencies. These
warning signals or information are then disseminated to the 38 barangays of
San Jose through radio, text brigades and other means of communication
Upon receipt of the Information the Communication, Warning & Public
Information Sector is activated. The sector then receives information/reports
from affected barangays and concerned agencies.
Then it manages and disseminates these information/reports to and

from the communities and concerned agencies. The reports are then
processed, consolidated, prepared, and submitted to the Municipal Disaster
Risk Reduction and Management Council (MDRRMC). The MDRRMC then
submits the report to the Provincial Disaster Risk Reduction and Management
Council (PDRRMC) who submits it to the Regional Disaster Risk Reduction and
Management Council (RDRRMC). The RDCC then submit it to the National
Disaster Risk Reduction and Management Council (NDRRMC).

Page 38 of 77
ISSUANCE OF DISSEMINATION OF ACTIVATION OF
WARNING SIGNALS INFORMATION/ COMMUNICATION,
FROM PAGASA & WARNING TO WARNING & PUBLIC
OTHER AGENCIES DIFFERENT INFORMATION
BARANGAYS TO SECTOR
RADIO,TEXT
BRIGADES AND
OTHER MEANS
PROCESSING, MANAGEMENT & RECEIPT OF

CONSILIDATION, DISSEMINATION OF INFORMATION/
PREPARATION & INFORMATION/REPO REPORTS FROM
SUBMISSION OF RTS TO FROM AFFECTED
REPORT TO PDRRMC COMMUNITIES & BARANGAYS AND
CONCERNED CONCERN AGENCIES
AGENCIES
MDRRMC PDRRMCPROCESSIN RDCC

PROCESSING, G,CONSOLIDATION, PROCESSING,CONSO
CONSOLIDATION, PREPARATION AND LIDATION,
PREPARATION AND SUBMISSION OF PREPARATION AND
SUBMISSION OF REPORTS TO SUBMISSION OF
REPORTS TO RDRRMC REPORTS TO
PDRRMC NDRRMC

Page 39 of 77
2) Transportation and Evacuation
To provide enough transportation and evacuation center to affected
families and population in a timely manner

EARLY ACTIVATION COORDINATI
WARNING OF ONWITH
TRANSPORTA OTHER
TION & SECTOR
EVACUATION
CENTER
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 transportation & evacuation sector flowchart begins with the

receipt of an early warning from the communication, Warning & Public
Information Sector. Upon receipt of the information, the transportation &
Evacuation sector is activated. It then coordinates with the other sectors.
After Coordinates with the other sector, the transport vehicles are then
dispatched and the evacuation center starts operation. The center then
starts receiving evacuees. The transportation & Evacuation sector the
monitor, evaluates, consolidates and reports the whole operation.
3) Recovery and Rehabilitation
To identify the affected areas and provide immediate services

needed such as repairs/reconstruction of destroyed infrastructure and
facilities that largely affect the community.

Page 40 of 77
To provide immediate response on rescue operation to the affected
families.
To provide security assistance during the engineering activities and
rescue operation
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 Relief and Rehabilitation Flow Chart
4) Health and Medication
Provide medical services the soonest possible time

Maintain cleanliness of the area
Prevent the spread of diseases
Provide safe drinking water
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
Page 41 of 77
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.

Page 42 of 77
Chapter 5
Sectoral Plans and Arrangements
MUNICIPAL DISASTER RISK REDUCTION & MANAGEMENT COUNCIL

ORGANIZATIONAL STRUCTURE
As per EO No.041series of 2016
LOCAL CHIEF
EXECUTIVE
(Mayor and the
Vice-Mayor as Co-
Chairpersons)

Cluster I- Security, Lifeline and Search, Rescue and Retrieval
CLUSTER LEAD SUPPORT OTHER SUPPORT

Search, Rescue and
Retrieval Team Members of the
MDRRMC, NGO, PDRRMC, RDRRMC,
Chairman:
CSOs VOs, BERT, NDRRMC
Vice-Chairman: BFP MERU& Others
NRC
Security Team Members of the
Chairman: PNP MDRRMC, NGO, PDRRMC, RDRRMC,
CSOs VOs, BERT, NDRRMC
Vice-Chairman: AFP MERU& Others
Medical Team Members of the

Chairman: MHO CSOs VOs, BERT, NDRRMC
MERU& Others
Vice-Chairman: SB Member
Clearing Operations
Team Members of the
Chairman: CSOs VOs, BERT, NDRRMC
Vice Chairman: MEO MERU& Others
MENRO
Cluster II- Humanitarian
CLUSTER II LEAD SUPPORT OTHER SUPPORT

Evacuation/Camp Members of the
Management MDRRMC, NGO, PDRRMC, RDRRMC,
Chairman: DH/SSD CSOs VOs, BERT, NDRRMC
Vice-Chairman ABC President MERU& Others
Mass Feeding and Members of the
Relief Distribution MDRRMC, NGO, PDRRMC, RDRRMC,
Chairman: MSWDO CSOs VOs, BERT, NDRRMC
Vice-Chairman: MAO MERU& Others
Cluster III- Information and Awareness
CLUSTER III LEAD SUPPORT OTHER SUPPORT
1.Information Members of the PDRRMC, RDRRMC,

Awareness MDRRMC, NGO, NDRRMC
Chairman CSOs VOs, BERT,
Vice-Chairman MDRRMO MERU& Others
IOPRT
Page 44 of 77
Cluster IV- Finance
CLUSTER IV LEAD SUPPORT OTHER SUPPORT

Members of the PDRRMC, RDRRMC,
1.Finance MDRRMC, NGO, NDRRMC
CSOs VOs, BERT,
Chairman MTO MERU& Others
Vice-Chairman MBO/GSO
Municipal Disaster Risk Reduction and Management Office

Page 45 of 77
Emergency Response Unit
Incident Command System
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)

Page 46 of 77
Interoperability of MDRRMC, EOC and the ICS

Page 47 of 77
The above chart describes the relationship between and among the
MDRRMC Chairperson as Responsible Official (RO), MDRRMC Emergency
Operations Center and the ICS organization at the scene level.
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
Alert Medical Relief Team

EOC S&R TEAM Comm. & Warning
Level Team
Convene
BDRRMMC
and Readiness of
Preparation Team, Alert & Stand- Alert & Stand- Activate all Disaster Command &
LEVEL I
of master Equipment, by by Auxiliary Command Center
Listing of Facilities
possible
Evacuees
Ready
Mobilized Deployment of Ready Relief
Medical
BDRRMC & Rescue Team & Team Provide Necessary Advisory to
LEVEL II Convene pre-emptive
Team,
Supplies & affected residents
Supplies &
MDRRM Evacuation Vehicles
Vehicles
Forced
Evacuation,
Ensure safety &
Mobilization Deployment Deployment
security of the Advice to Follow proper
LEVEL III & Actual
evacuees and
of Team & of Team &
evacuation procedure
Operation Supplies Supplies
monitor the
security of their
properties
Conduct
Monitoring,
Medical Relief
search & rescue
LEVEL Operation at Operation at Provide Updates of on-going
Monitoring operation for
IV possible
Evacuation Evacuation Operation
center Center
missing/injured
person
Post-
Submission of Reports, Pack-up and Organize group to handle the orderly rehabilitation of evacuees
Disaster

Page 48 of 77
Needs Projection and Resources Gap Identification
Sector: Transportation and Evacuation

Hazard:FLOOD
Population
Projected Needs
Likely to Standard Existing Possible
Item Gap
be Requirement Resources Source
Affected 1 10 14
Day Days Days
Landslide
Local Radio 14 Urban 70%

Mobile
stations and Barangays LDRRMF/20%
Phones
communication plus DF/PDAF
equipment Central, 70%
San Portable
LDRRMF/20%
Agustin, Radio
DF/PDAF
Mangarin 6 Radio
and Station
Mabini
2 Cable
Network
Portable 70%
Power LDRRMF/20%
Supply DF/PDAF
70%
Whistle
LDRRMF/20%
Gong
DF/PDAF
70%
Sirens LDRRMF/20%
DF/PDAF
70%
2
LDRRMF/20%
Megaphone
DF/PDAF
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

Page 49 of 77
Sector:Transportation and Evacuation
Hazard: Flood
Population Projected Needs

Item Likely to be Standard Existing Gap Possible
Affected Requirement Resources 1 Day 10 14 Source
Days Days
Transportation:
Multi-Cab 30,000 indi- 30 45 15 excess LGU
Dump Truck viduals or 4 4 0 LGU
Ambulance 6,000 house- 2 2 0 LGU
holds from
Loader 18 high risk 1 1 0 LGU
barangays
in floods
Rubber Boats 20 0 20 LGU
Flat Boats 20 2 18 LGU
Banca 0 LGU
Bus 2 3 1 excess LGU
Service Vehicles 10 20 10 excess LGU
Transportation Private
Coops/TODAs Sector
Chopper AFP
Evacuation:
Public Schools 78 DepEd
Barangay Halls 18 Barangays
Municipal 1 LGU
Gymnasium
Churches 30 St. Joseph
Parish
Rural Health Unit

Page 50 of 77
Sector: Relief and Operations
Hazard: Flood

Item Likely to Standard Existing Gap Possible
be Requirement Resources 1 Day 10 Days 14 Source
Affected Days
Rice 6,000 HH 3 kg/day per 2,500 kg or 18,000 180,000 252,00 4,990 cavans LDRRMF
or 30,000 HH 50 cavans kg kg 0 kg Funds of
individuals LGUs, NGO
donations
and grants
Canned Goods 6 cans/day 320 cans or 36,000 360,000 504,00 503,280 cans
per HH 10 boxes c c 0c
Noodles 6 pcs/day per 720 pcs or 10 36,000 360,000 504,00 503,280 pcs
HH boxes p p 0p
Salt kl 250 kg or 5 3,000 30,000 42,000 835 cavans
cavans kl kl kl
Sugar kl per week 250 kg or 5 3,000 30,000 42,000 835 cavans
cavans kl kl kl
Coffee (25g) 1 pc/5 days 1,000 pcs or 6,000 60,000 84,000 83,000 pcs of
10 boxes pcs pcs pcs 25g
Clothing 5 pairs none
Blankets 1 none 6,000 6,000 6,000 6,000
Tent 1 none
Drinking Water 1 gal/day per none 60,000 60,000 84,000 84,000 gallons
HH gal gal gal
Emergency 1 per HH none 6,000 6,000 6,000 6,000
Lights/Search
Lights

Page 51 of 77
Sector: Health and Medication
Hazard: Flood

Item Likely to Standard Existing Gap Possible
be Requirement Resources 1 Day 10 Days 14 Days Source
Affected
Hospital 6,000 HH 300 patients 1 public, LDRRMF
or 30,000 (SJDH). 30 3 private Funds of
individuals (private) LGUs,
Doctors 1 per 150 3 (MHO), 15 200 200 200 169 NGO
person (SJDH), 8 donation
private s and
Clinic 10 persons per 11 private grants,
day DOH,
Ambulance 2 2 4 4 4 2 NGAs,
PRC
Barangay Health 50 individuals 38
Stations per days
Rural Health Unit 200 individuals 1
per day
Barangay Health 455
Workers
Barangay Nutrition 36
Scholars
Nurses 15 (MHO), 28 200 200 200 107
(SJDH), 50
Private
Nursing Aide/RC 50
Volunteers
Sanitary Inspectors 5
Stretchers 2 20 20 20 18
Trucks for Waste Mgt. 20 4 4 4 4
*Medicine Kits 4 100 10,000 100,000 108,000 107,900
(standby)
**Medical/First Aid Kit 1 Kit per 3 HH 30 6,000 6,000 6,000 5,970
(Standby) for five days
Medical P80,00 per P250,000.00 P2.4 M P24 M P33.6 M P33.35 M
Assistance/Medicine individual

Page 52 of 77
Sector:Recovery and Rehabilitation
Hazard:Flood

Item Likely to be Standard Existing Gap Possible
Affected Requirement Resources 1 Day 10 14 Days Source
Days
Life Vest 6,000 HH or 15 LDRRMF
30,000 Funds of
Trained individuals 75/day 100 75 75 75 LGUs, NGO
Personnel donations
and grants
Rubber Boat 2 0
Ambulance 2 1 1
Petroleum, Oil, 100 L/Equipment per 500 L 10,000 10,000 140,000 139,500
lubricant day L L L L
Emergency 5 Units/barangay 15
Light
Search Light 10 Units/barangay 15
Chain Saw All 1 Unit/barangay 2
barangays
affected
Ropes 1 roll/barangay 2
Stretcher 100 pax 1 Unit/pax 6
Bolt Cutter 1 Unit/barangay 1
Trucks/Dump 4 4
Trucks
Generators 1 Unit/barangay 1
Transit Mixer 1 1
Excavator 1 1
Payloader 1 1
Road Grader 1 1
Road Roller 1 1
Back Hoe 1 1
Catterpillar 1 0
Cement 50 bags/day 100
Gravel 15 loads/day
Seedlings/Seed 1,000 HH 1 Sack/farming HH 30 1,000
s (for rice lands
affected)
Organic 1,000 1 Sack/farming HH 30 1,000
fertilizer (for rice
lands affected)

Page 53 of 77
Chapter 6
Activity Matrix of the Strategic Plan and 2017 Annual Work Financial Plan
Specific Operational Expected Performance Estimated

Objectives Strategies Outcomes Indicators Priority actions Period Responsibility Partners cost
Objective 1.1 To -Enactment of Enhanced A well -Enactment by 2017 Office of the NGOs & P20,000.00
establish a MDRRM partnership, functioning the SB (MDRRMO Mayor, SB, private (for supplies)
municipal Ordinance/Code networking disaster -Budgeting under MDRRMC sector
disaster risk -Make provision and coordination allocation, MPDO via
reduction and for staff and information office exists. recruitment of an EO)
management recruit qualified sharing staff and
office personnel among equipment 2021 (an P200,000.00
-procure actors in -Develop terms of independe (for office
equipment and disaster reference for nt office) requirements
furniture for office managemen coordinating )
t office.
1.2 Establishment and Enhanced MDRRMC Review present 2017 Office of the LGU officers, P400,000.00
To establish and restructuring of coordination sectoral status and form Mayor, SB, developme for trainings
restructure municipal disaster / integrated committees or restructure in MDRRMC nt partners
municipal committees disaster established line with P100,000.00
disaster -Establishment of managemen and well- attached for supplies,
committees, coordination and t approach capacitized composition and research,
coordination operational achieved functions and other
committee and committees 38 barangay needs
technical -Training and Community DRRM Mobilize
committees capacity building participation committees resources for the P780,000.00
of municipal and established. municipal and assistance to
disaster awareness barangay funds, barangays

committees. levels rose as LDRRMF Training of for DRRM
-Creation of a foundation preparednes committees operations
LDRRMF for s and and
-Periodic sustainability. mitigation Develop terms of committee
monitoring and funds reference for the mobilizations
evaluation of Municipal operational coordinating
activities ownership committees
consolidated
Establish a data-
base of all key
partners
2. -Make DRRM a Local A platform Availability of well 2017 MDRRMO, National P50,000.00
To integrate development policies, disaster/risk qualified SB, Office of government
disaster risk priority programs reduction personnel and the Mayor, agencies,
reduction in and budget dialogue resources for MPDO, LGU developme
sustainable -To sensitive to established mainstreaming Officers/Hea nt partners,
policies and systematically DRRM. process. ds NGOs
plans incorporate all Handbook
national and Well for a Development of 2017-2021
local DRRM established localized well coordinated P400,000.00
strategies and structures disaster/risk mechanism for annually
approaches into and reduction advocacy
the processes for sensitive /lobbying.
implementation mainstreami planning
of emergency ng disaster developed. Training through 2017-2021 P200,000.00
preparedness, issues. workshops/semin
response and Training for ars at all levels
recovery. Disaster/risk key actors

-To achieve a reduction conducted Enforcement of 2017-2021 P50,000.00
comprehensive, fully environmental annually
all hazard, all integrated in Media laws including
agencies municipal application forestry, physical
approach by planning on planning, water
achieving the processes awareness and sanitation 2017
right balance of creation
prevention, Creation of a
preparedness, Introduction disaster and risk
mitigation, disaster risk reduction fund. 2017 P50,000.00
response and reduction in
recovery; schools. Development of
an intensive
-Awareness Incorporatio sensitization 2017-2021 P200,000.00
creation n other program
- places best targeting all
Advocacy/lobbyi practices levels of society.
ng with sectors into local
and budget activities Disaster issues
and introduce in
-Links with planning. school curriculum
national including
development professional
processes training schools.
-Prepare
guidelines for
disaster/risk

reduction
sensitive policy,
programming
and budget.
-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

implementation. lives and -Integration of
properties. the early warning
systems into a
comprehensive
national early
warning systems
-Create early
warning units in
all institutions and
offices
-Carry out risk

and hazard
mapping
-Community
sensitization on
early warning
-Facilitate and
conduct
innovative
research on
scientific and
indigenous early
warning with
academic

institutions and
research bodies.
-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

among alliance building exists. nt. resource sector,
government, among institutions mobilization NGOs,
humanitarian and agencies. Frequent research
organizations consultations -Organize institutions
and other -Establish and partnership
partners; to participatory networking. forums to
engage in structures and establish MDRRM
disaster risk processes Sector-wide platforms and the
reduction programmin development of
activities and -Establish g involving memorandum of
addressing the relationships all understandings
underlying based on respect stakeholders with clear roles
factors in and capacities. and
disasters Support and responsibilities.
-Capacity joint use of
building and same data Develop
awareness and mechanisms for
creation. strategies. inclusive
processes at all
stages from
planning to
evaluation.
-Development of
a partnership
strategy
-Develop an IEC
strategy
5. -Enhance Existence of Disasters are -Identification of 2017-2021 MDRRMC, NGOs and

To develop an communitys Proper effectively potential trainers LGU developme
efficient capacities; to mechanism managed for the required nt partners,
response prepare for and for disaster training NGAs
mechanism to respond to managemen Resources
disaster disasters rapidly t both human -Development of
management and efficiently in and material training plans P50,000.00
and to make a well Existence of are and manuals
available the coordinated adequate available for
necessary manner transportatio disaster -Conduct training
resources. -Prepare n means, manageme of trainers on
communities to relief and nt. community P400,000.00
ensure that they rescue based disaster risk
are fully operations reduction.
equipped to equipment,
anticipate and heavy -Conduct step
respond to equipment down training at P300,000.00
disaster events. and other district and
DRRM village/ward
-Develop paraphernali levels.
institutional a
framework -Simulation
-Capacity Adequate exercises of P200,000.00
building and stock pile of information on
training relief goods, various disaster
-Mobilize blankets, scenarios
resources in etc.
support of such -Dissemination of P100,000.00
coordinated information on

action. various disaster
-design scenarios.
monitoring and
follow-up -Conduct joint P150,000.00
mechanisms. assessment and
investigation on
disasters.
-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

-Mainstreaming
gender, poverty P1,000,000.0
and environment 0
in
disaster issues
P1,000,000.0
-Establish 0
personal survival
parks
-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

emergency
stocks and
procurement of
battery cells,
flashlights, coffee,
sugar, salt, rice,
plastic bags,
water, canned
goods, noodles,
blankets, etc. for
relief goods and
operations and
for distribution
6. To strengthen -Mobilizing of A well -Well trained -Training of staff 2017-2021 MDRRMC, Developme P500,000.00
the LGUs resources developed staff on disease LGU nt partners,
capacity in the -Capacity and -Organized recognition, local
timely detection, building coordinated and sample collection authorities
prevention, -supervising local sensitized and laboratory and critical
control, and surveillance program in communities diagnosis sectors,
investigation and activities and response to techniques. NGAs,
reporting of all monitoring calamities Partnerships -Conduct NGOs
cases of -Establishment of and and monthly field
calamity/epide cooperation epidemics. cooperation surveillance
mic and other between partner established supervisory visits
diseases within institutions and -Provide sampling
animal and other places. kits, laboratory
human -Networking with equipment,
populations national and consumables

regional and protective
stakeholders. gears.
-Purchase
additional
materials and
equipments.
-Establish hotline
reporting
mechanism
7. Provision Quick Intended for P6,450,000.0
for the Quick Response additional needs 0
Response Fund Fund (QRF) during response
(RA 10121) and for
rehabilitation
TOTAL P21,500,000.
00

Chapter 7
Implementation Framework, Procedures for

Feedback, Upgrading and Future Action
Procedure for Feedback, Upgrading, and Future Action
To ensure continuity and permanency, the Technical Working Group headed

by the Municipal Planning and Development Officer or his designate shall
consolidate all documents to finalize this draft Plan. Following this
contingency plans will be the Multi Hazard Mitigation Plan, Search and
Rescue Plan, and Risk and Vulnerability Assessment Plan is scheduled to be
finished by on the following years upon the implementation of this Plan.
Testing and Actual Drill is scheduled will be scheduled by the Council.
Reproduction and dissemination to all concerned is scheduled immediately
after the approval but shall not be later than 30days after approval.
The Municipal Planning and Development Officer as Head of the Technical
Working Group shall call meetings and ensure the finalization, completion,
and updating of the sectored plans.
In any event that disaster may occur; this DRRM contingency plan shall be
the operation plan.
Monitoring and Evaluation
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.
A monitoring and evaluation tool on the status of each corresponding

strategic actions and responses pertaining to DRRM is annexed on this report.
Monitoring disaster management issues, particularly the operationalization and
constant monitoring of a nearly warning system is critical. The general framework for
monitoring and evaluating the program is as follows:
Monitoring systems development and operationalization

Develop/review indicators for each priority area
Set up data collection system for management (during disasters) and
mitigation of effects (when, who and how)

Develop analysis and reporting mechanisms (municipal-wide and barangay
levels)
Set up feedback systems (municipal-wide and barangay levels)and develop
formats for monthly and quarterly reports
Social auditing, investigations, inquiries into disaster events
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.
5.2 Implementing Structures
The governments strategy for the management of disasters in the country is

not to create new or additional structures but to ensure the maximum utilization of
existing resources. Furthermore, since disaster management is multi-sectoral and
multi-disciplinary it calls for the concerted efforts of people in different professional
backgrounds and institutions with expertise in disaster management. The local
government will therefore establish, pursuant to the mandates of RA 10121, the
MDRRMO either as a sub-section of the MPDO or as an independent office under
the Office of the Mayor in the long-term which will coordinate the work of institutions
involved in disaster management both national and decentralized levels.
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.
Technical Advisory Group
A technical advisory group or a Secretariat made up of at least three (3) to

five (5) employees of the LGU shall be formed and will provide advice through the
Agency and work with the Agency to prepare DRRMP and review barangay
disaster management plans.
At the barangay levels, there shall be established Barangay DRRM

Committee. The Punong Barangay shall chair such committees and comprise of
other Sangguniang Barangay Members and private sectors in the barangay and
shall perform the functions of disaster management in addition to their
responsibilities. Details on composition and functions of such committees can be
seen as annex.

Composition of MDRRMC
Disaster management in the Municipality of San Jose will be coordinated and

supervised through series of consultative forums, the LGUs MDRRMO and
committees. These committees enhance wider participation in disaster and risk
reduction activities in the country.
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:
(1) The Local Chief Executives, Chairperson;

(2) The Local Planning and Development Officer, member;
(3) The Head of the LDRRMO, member;
(4) The Head of the Local Social Welfare and Development Office,
member;
(5) The Head of the Local Health Office, member;
(6) The Head of the Local Agriculture Office, member;
(7) The Head of the Gender and Development Office, member;
(8) The Head of the Local Engineering Office, member;
(9) The Head of the Local Veterinary Office, member;
(10) The Head of the Local Budget Office, member;
(11) The Division Head/Superintendent of Schools of the DepED, member;
(12) The highest-ranking officer of the Armed Forces of the Philippines (AFP)
assigned in the area, member;
(13) The Provincial Director/City/Municipal Chief of the Philippine National
Police (PNP), member;
(14) The Provincial Director/City/ Municipal Fire Marshall of the Bureau of Fire
Protection (BFP), member;
(15) The President of the Association of Barangay Captains (ABC), member;
(16) The Philippine National Red Cross (PNRC), member;
(17) Four (4) accredited CSOs, members; and
(18) One (1) private sector representative, member.
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
A technical advisory group shall be formed and it shall, through the

MDRRMO, advise the MDRRMC and will also assist in the preparation of the MDRRMP
and review Barangay DRRMPs.
Composition and Terms of Reference for the MDRRMO

The under listed terms of reference for the MDRRMO are to serve as a guide
to their operations. Anent to and aside from what RA 10121 enumerated, the
MDRRMO shall be operating at the strategic level of disaster management.
Prepare plans for the prevention of disasters and mitigation of the effects of
any disasters.
Coordinate ward plans on the prevention of disasters and their mitigation
submitted by the ward disaster committee.
Ensure the performance in the municipality and barangay of any function
of the MDRRMC that they may be directed to do.
Disseminate information to educate the public on:
o Human activities most likely to cause environmental disasters
o The hazards and natural disasters which are likely to affect the region
o Actions to be taken in the event of a disaster of whatever nature
Shall present quarterly and annual reports on disaster management
activities in the region/municipality.
Collect and preserve information/data on all disasters.
Build partnership with all stakeholders in the disaster industry.
Identify, receive, manage and supervise relief items for disaster victims in
case of any occurrence.
Ensure effective flow of information on disasters between the
region/municipality and the national disaster management committee for
effective coordination.
In the event of any disaster assess the extent of damage and the needs for
affected areas and report to the appropriate authorities
Take steps to ensure efficient training of organized personnel and other
persons available for emergencies and disaster duties.
Proposed composition of MDRRMC of the Municipality of San Jose
Executive orders issued relevant to MDRRM matters are hereto attached to

form parts hereof.
Barangay/Ward Disaster Management Committees
It is hereby recommended to form as well a committee that will manage and

supervise disasters in their specific areas. They are responsible for preparing, in
coordination with the BDRRMCs, barangay level disaster plans and serve as main link
with the regional committee.
Composition of district/ward disaster management committee

The Punong Barangay as Chair
Representatives of institutions/agencies at barangay level
Representative of Council of elders/religious leaders in the barangay
Youth and women representatives in the barangay
Physically-challenged individuals in the barangay (PWDs)
Purok Disaster Management Committees
The village/purok committees shall perform this function and will be

responsible where feasible and appropriate for disaster management at purok level,
prepare disaster plans, and actively participate in disaster management when ever
it occurs. At this point, it is very important to organize peer groups within each village
to ensure the safety of its people and coordinate each calamity in the BDRRMCs,
MDRRMC, and the MDRRMO. The village committee also safeguard against disasters
e.g. annual construction of fire belts around the village. They may also undertake
several mitigation and preparedness activities.
Representatives of institutions/agencies at village level e.g. agricultural and

extension workers, teachers, health workers, community development
assistants.
Representative of the youths and women
Representations of local organizations/peer groups
Proposed MDRRMC Special Committees
Fire Disaster Technical Committee

Hydro-Meteorological (Floods) Disaster Technical Committee
Pest, Insects infestation and food disaster Technical committee
Epidemics Disaster Technical Committee
Reponses, Rehabilitation and Reconstruction Technical Committee
Technological/Environmental Technical Committee (Pollution and Oil spillage
etc.)
Technological/Environmental Technical Committee on Marine, Aviation,
Road Accidents
In the event of any disaster, assess the extent of damage and the needs of
the affected victims and report to the regional/municipal disaster
management committee for action and/or onward transmission to the
MDRRMC and all concerned authorities where necessary.
Identify, receive, manage and supervise relief items either donated or meant
for distribution to disaster victims (only for committee on responses,
rehabilitation, and reconstruction).
Ensure operational readiness of all sectors in the DRRM matters and the
barangay level committees
Aid in the training of organized personnel and other persons available for
emergencies and disaster duties.
Disseminate information to educate the public on disaster issues.
The composition of these technical committees will designed to enhance

effective handling of disasters. This notwithstanding, members shall be called to duty
depending on the type, scope and gravity of a particular disaster. Members shall be
further enlightened on this during the proposed training and workshops to be
conducted.
Monitoring and Evaluation Framework
Monitoring disaster management issues, particularly the operationalisation and

constant monitoring of an early warning system is critical. The general frame wok for
monitoring and evaluating the programme is as follows:
I. MONITORING THE DISASTER RISK REDUCTION AND MANAGEMENT PROGRAM
Setting up an early warning system for disasters of different nature

o Development of indicators (early warning signals)
o Periodic gathering, review and analysis of information
o Documentation of status and implications
o Regular feed back to stakeholders
o Financial planning of responses
Monitoring systems development and operationalization

o Develop/review indicators for each priority area
o Set up data collection system for management (during disasters) and
mitigation of effects (when, who and how)
o Develop analysis and reporting mechanisms (municipal-wide and
barangay levels)
o Set up feedback systems (municipal-wide and barangay levels) and
develop formats for monthly and quarterly reports
o Social auditing, investigations, inquiries into disaster events
II: EVALUATION OF THE DISASTER RISK REDUCTION AND MANAGEMENT PROGRAM
Review/Evaluation of the Early Warning System

o Six monthly review of the early warning system (EWS) for suitability in
providing warning signals; should include review and analysis of global
situation and potential implications for the Municipality of San Jose
o Municipal level review of report and revision of strategies and
coordinating the results to concerned authorities
Evaluation of the DRRM program

o Annual program review of municipal-wide and barangay levels and
Annual Report preparation with critical review of issues in the year
(revision of program activities and/or PPAs and strategies if needed)
o Mid-strategy evaluation after 18 months of implementation
o End of strategy implementation and policy evaluation (should form the
basis for a new strategy)

References
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.
Manila Observatory. 2005. Mapping Philippine Vulnerability to Environmental

Disasters (available http://www.observatory.ph/vm/cw_maps.html), December
2005; PAGASA. Undated. Rainfall and Climatological Normals of the Philippines
(1961-1990). Quezon City: PAGASA. In Delfin.
Strengthening Disaster Risk Reduction in the Philippines: Strategic National Action

Plan 2009-2019


Municipal Disaster Risk Reduction and Management Plan CONTINGENCY PLAN

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Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN

Background and Rationale

Chapter 1 SITUATIONAL ANALYSIS... 9 - 17

1.1 The General and International Context of DRR

CHAPTER 3 MUNICIPAL DISASTER MANAGEMENT POLICY GOALS AND

2.1. Disaster Management in Municipality of San Jose

CHAPTER 4 MUNICIPAL DISASTER MANAGEMENT STRATEGIC

3.1 Vision and Goal of the Action Plan

CHAPTER 4: ACTIVITY MATRIX OF THE STRATEGIC PLAN

CHAPTER 5: IMPLEMENTATION FRAMEWORK

5.1 Implementation Framework

The Municipality of San Jose has been experiencing quite a significant

In the Municipality of San Jose, quite number of significant numbers of

In view of this situation, the government had formulated a disaster

The development of this strategic plan is undermined by a

The main objective of the strategy is to provide a pathway for the

Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN

1.1 International and Global Context

Disasters are situations or events which overwhelm local capacity,

It has been evidently documented that, vulnerability to disaster is not

Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN

The United Nations Convention to Combat Desertification (UNCCD)

Further to the declaration of the international decade for disaster

In furtherance of these UNs efforts, several governments and NGOs

The Millennium Development Goals (MDGs) declared by the

1.2.1 DRRM Context at the Local Level

The proneness of the Philippine archipelago to hazards is defined by its

This explains the occurrence of earthquakes and tsunamis, and the

The eastern seaboard is highly exposed to tropical cyclones with wind

Other facts about Philippine disasters are:

Annual direct damage from previous reported disasters between 1990

Environmental factors such as denuded forests aggravate flood risks.

However, the different regions and their component provinces,

The sub-national picture is highlighted by disparities in poverty

The municipality, like Philippine archipelago, has the proneness to

Other feature that may be relevant to the municipality is its coastal

Southwestern Mindoro is alongside with the Manila Trench which is

A lot of areas in the urban center have medium to high susceptibility to

Coastal areas and urban areas of the municipality are liquefaction

Based on the maximum computed wave height and inundation using

Other facts about disasters in the Municipality of San Jose are:

In 2009, Ondoy and Pepeng affected 3, 151 families roughly resulting

Environmental factors such as denuded forests aggravate flood risks.

The demand on disaster-related organizations has changed

With a paradigm shift from response and relief to preparedness and

Stakeholder roles in DRR range from legislating or adopting policies or

Numerous projects and activities have been undertaken by various

Although human (or technical) and financial resources are often

Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN

At the national level, disaster management issues are gradually being

The countrys SNAP has elaborated these recurrences as a strong

Municipal Disaster Risk Reduction and Management Plan- CONTINGENCY PLAN

The World Watch Institute in Washington estimates that the earths

In 2000, about half of the Municipalitys population lived in the

Climate change will have repercussions as it can lead to land

All these incidents, a combination of man-made and natural disasters

BARANGAY SITIO/PUROK REMARKS

Flooding is due to overflowing of

Flooding is due to overflowing of

Bayotyot Creek Riverine flooding affects these

Gulod II (Ricefield area)

Barangay Proper (near Flooding in the area is caused by