MDRRM Plan 2017-2021

SUMMARY OF CONTENTS
Executive Summary
Introduction
Chapter 1 BRIEF PROFILE OF SAN JOSE
Chapter 2 GENERAL POLICIES AND OBJECTIVES

2.1 General Policies and Objectives
2.2 Doctrines of Disaster Management
2.3 Legal Bases and References
Chapter 3MUNICIPAL PROFILE

3.1 Geographical Location
3.2 Geological Features
3.3 Major DRRM Facilities
3.4 Hydrological Profile
3.5 Demographic Profile
3.6 Economic Profile
3.7 Disaster Risk Profile
3.8 Geography and Environment
3.9 Priority Development Plans
3.10 Other Information
Chapter 4 RISK PROFILE: THE HAZARDSCAPE ANDRECURRING ISSUES

4.1 Hazard Assessment
4.2 Vulnerability Assessment
4.3 Table: Risk Level of All Barangays for Each Hazard (Presentation has considered
PWDs, Children, and Women based on CBMS Data)
4.4 Capacity Assessment
4.5 The Stakeholders
4.6 Recurring Issues
Chapter 5 STRATEGIC ACTIONS AND RESPONSES

5.1 Vision and Goal of the Action Plan
5.2 Goal of the Strategic Plan
5.3 Guiding Principles for Strategic Programming
5.4 Key Stakeholders
5.5 Priority Areas for Action
5.6 Expected Outcomes
5.7 Priority Target Groups
5.8 Strategies
5.9 Table: 2010-2015 Strategic Action Plan
Chapter 6 CLIMATE CHANGE
Chapter 7 RISK REDUCTION MEASURES.

7.1 Priority Areas for Action
7.2 Expected Outcomes
7.3 Priority Target Groups
Municipal Disaster Risk Reduction and Management Plan

Municipality of San Jose, Occidental Mindoro 5100 Page 2 of 115
For the Calendar Years 2017 to 2021
7.4 Table: 2012 Annual Work and Financial Plan
7.5 Hazard Prioritization
7.6 Sectoral Plans, Arrangements and Flowcharts
7.7 Table: Sectoral Needs Projection and Resources Gap Identification
Chapter 8 PROGRAM IMPLEMENTATION

8.1 Strategies
8.2 Risks
8.3 Implementing Issues
8.4 Implementation Framework and Structures
8.5 Table: General Protocol for Hazards
Chapter 9 WORKING FOR TOMORROW

9.1 Five-Year DRRM Budget and Projections
9.2 Table: 2011-2015 Work and Financial Plan
Chapter 10 RECOMMENDATIONS AND EVALUATION

10.1 Recommendations
10.2 Monitoring and Evaluation
Annexes
Tsunami Hazard Map Region
IV-B Active Faults and Liquefaction Susceptibility Map
Region IV-B Earthquake-Triggered Landslide Susceptibility Map
2002-2010 General Land Use Plan/Map of San Jose
Landslide Susceptibility Map of San Jose, Occidental Mindoro
Flood Susceptibility Map of San Jose, Occidental Mindoro
Executive-Legislative Agenda 2010-2013 (for Social Services)
Executive Order No. 2011-30 (Creation/Designation of MDRRMO)
Executive Order No. 2011-25 (Strengthening MDRRMC)
Executive Order No. 2010-14 (Amending Executive Order No. 2010-04 or
Reorganization of MDCC/Constitution of MDRRMC)
2012 to 2015 Summary of the Projected LDRRMF Utilization

EXECUTIVE SUMMARY
It has been seen that the definition of roles among stakeholders, the cluster
approach in early recovery, and adherence to humanitarian standards are essential
to have efficient and complementary working relationships. Other formal
collaborate mechanism should be explored while informal collaborative mechanism
are equally useful for DRR.
This plan is indeed true to its vision, A disaster resilient, climate change
adaptive, highly responsive/sensitive local governance ensuring efficient disaster
preparedness and emergency response; health, cultural heritage and ecosystems
protection; and socio-economic security with a diversified livelihood strategies
towards a safe environment, resilient and progressive city.
To meet strategic objectives of this action plan in the attainment of that

vision, it is critical to determine the extent and how other sources of funding from
partners can be obtained. Understanding location-specific factors such as the multi-
hazard approach, gender perspective and cultural diversity, community and
volunteer participation, mechanism for capacity building and technology transfer
are essential in carrying out any DRR activity. With several dialogues undertaken, the
council, together with its complementing office MPDO- MDRRMO and its Secretariat,
has come up to five specific objectives, under each fall several actions and
responses for disaster mitigation and preparedness:
1. Responsive policies and enabling environment

2. Socio-economic soundness and efficient ways and means
3. Support systems
4. Enhancing the safety program implementation
5. Monitoring and evaluation
For CY 2016, the Municipalitys LDRRMF had a total appropriation of P

57,767,483.34 composed of current and continuing appropriations amounting to P
16,719,720.00 and P 41,047,763.34, respectively. Considering the budgetary
constraints faced by the Municipality, priorities of the LGU on DRRM matters is to
assure its capacity to operate during disasters, thus, preparedness on disasters. The
amount, as mandated by shall be utilized on the following proportions, as stipulated
under Rule 18 of the Implementing Rules and Regulations of the Republic Act 10121:
Section 1. Utilization of the LDRRMF The present Local Calamity Fund shall
henceforth be known as the Local Disaster Risk Reduction and Management
Fund (LDRRMF). Not less than five percent (5%) of the estimated revenue from
regular sources shall be set aside as disaster preparedness programs
including training, purchasing life-saving rescue equipment, supplies and
medicines, post-disaster activities, for the payment of premiums on calamity
insurance and construction of evacuation centers. The LDRRMC shall monitor
and evaluate the use and disbursement of the LDRRMF based on the LDRRMP
as incorporated in the local development plans and annual work and
financial plan. Upon the recommendation of the LDRRMO andapproval of
the sanggunian concerned, the LDRRMC may transfer the said fund to
support disaster risk reduction work of other LDRRMCs which are declared
under state of calamity.

Section 2. Quick Response Fund Of the amount appropriated for LDRRMF,
thirty percent (30%) shall be allocated as Quick Response Fund (QRF) or
stand- by fund for relief and recovery programs in order that situation and
living conditions of people in communities or areas stricken by disasters,
calamities, epidemics, or complex emergencies, may be normalized as
quickly as possible.
Section3. Special Trust Fund Unexpended LDRRMF shall accrue to a special

trust fund solely for the purpose of supporting disaster risk reduction and
management activities of the LDRRMCs within the next five (5) years. Any
such amount still not fully utilized after five (5) years shall revert back to the
general fund and made available for other social services to be identified by
the local sanggunian.
Thus, 70% percent of the annual appropriations for the local calamity fund or
the LDRRMF shall be primarily allocated to pre- disaster PPAs including DRRM
trainings and assistance to barangays while the remaining 30% annual
appropriations for the DRRM will be applicable only to quick response fund and in
view of the Build Back Better principle in DRRM response, relief and rehabilitation.
As the new law mandates, the fund will be accumulative in five years before it will
be automatically reversed to the general fund since any unexpended will be
automatically accrued to the succeeding LDRRMF.
A. Goal and Objectives
Consistent with the national DRRM Framework and the Strategic National
Action Plan (SNAP), the municipality of San Jose aims to build the resilience of rural
and urban communities to disasters. In more concrete terms, the expected
outcome is to reduce disaster losses in lives, in the social, economic and
environmental assets of communities within the municipality. It sets targets to
coincide with the medium-term timeframe local development plan. Its objectives
provide support to strengthen cooperative and coordination mechanisms among
various sectors and stakeholders.
B. The Process Methodology
Input to this action plan is obtained through a review of documentation,

strategic planning techniques (stakeholder or participation analysis, SWOT
<strengths-weaknesses-opportunities- threats> analysis), and focus group discussions
(FGDs). This action plan is a tool to strengthen the local platform for disaster risk
management, wider stakeholder participation is required. The LGU and other
cooperating agencies have provided the appropriate venue to elicit facts and
opinions from the different stakeholders on current future DRR programs, capacities
(strengths), weaknesses/limitations, opportunities and threats. The council has drawn
up strategic actions and responses for this purpose.
In this process methodology, the national strategic action plan was utilized to
review the progress and challenges in the implementation of DRR actions. It is the
LGUs first attempt to draft such action plan for disaster risk management. The results
of analyses and the other dialogues (strategic actions identified and prioritized by
the participating stakeholders) were synthesized further to yield a more coherent set
of strategic objectives and priority actions. It is expected that the LGU will hold
trainings and workshops on the proper formulation of DRRM plans at the community
level. With the aid of the department of Interior and Local Government, the goal will
be attainable for the sustenance of the DRRM programs and the better
implementation of it.
Participating stakeholders were guided by logic based on planning and

administrative protocols. The process drew participants to recognize and internalize
the need to adopt rules pertinent to mandates that specifically relate to DRRM Act
of 2010, and identify program and project activities funded by government, and
other sources acknowledging the pertinent budget allocation.
C. Structure of the Document
The remainder of this document consists of following below. Part 1 will be the
introductory action plan, while Part 2 will be the Annex of Hazard Maps and other
references.
PART ONE
(1) General Policies and Objectives this part identifies the primary goals and
objectives together with the governing policies of the local government on DRRM
concerns. Legal bases and policies particular to disaster management is also
included in this part.
(2) Municipal Profile Identifies the overview of the place and its general features,
the demographics, population activities and the geographical location.
a. Geographical Location
b. Geological Features
c. Major DRRM Facilities
d. Hydrological Profile
e. Demographic Profile
f. Economic Profile
g. Disaster Risk Profile
h. Geography and Environment
i. Priority Development Plans
j. Other Information
(3) Risk Profile - The Hazards cape and Recurring Issues identifies key issues being
undertaken for the preparation of this output, and the overviews of the risks faced
by the municipality.
a) Hazard Assessment
b) Vulnerability Assessment
c) Capacity Assessment
d) The Stakeholders
e) Recurring Issues
(4) Strategic Actions and Responses discusses the output of the multi-stakeholder
dialogues, and key informant interviews and presents the priority programs and
project after making a synthesis.

(5) Risk Reduction Measures included in this part is the Annual Work and Financial
Plan for the Year 2017.
(6) Program Implementation takes into account some strategies to be under taken
and risks and issues that will probably be faced by the implementers. A general
protocol for disasters is also set by the Council for uniformity of rules.
(7) Working for Tomorrow lists some underlying issues that require urgent attention
as the strategic actions and responses are put into practice. This includes the Five-
Year DRRM Work and Financial Plan together with the recommendations and
procedures for future actions.
(8) Monitoring and Evaluation focuses on the evaluation and impacts of the DRRM
programs aligned by the municipal government. This provides a toll for the impact
evaluation of DRRM programs

INTRODUCTION
The drafting of the first DRRM Plan during 2011 opened the door towards the
drafting of this second DRRM Plan 2017. It is expected to include the vulnerability, risk
assessment, and search and rescue plans of the municipality in a more consolidated
way. This was produced through the following ways:
An assessment of the disaster risks, vulnerability, and capacity;

Gap analysis that identifies and maps out significant ongoing initiatives, and
DRRM activities based on the records provided and considered by
stakeholders as achievable priorities for the municipality, with adequate
relevant resources, and capacity for implementation over the medium-term.
Several factors that support the development of an action plan such as the
time frame and the adequacy of the needed records for this output.
Current institutions that perform relevant tasks will have to be assessed in
terms of how well they meet emerging issues based on new realities and
commitments.
An integrated disaster risk management concept for the municipality is in

conformity with the recent developments in the national frameworks and policies on
disaster risk reduction and management. It brings together science, technology,
policy and community together. Current thinking holds that resilience of
communities comes from the dual activities of reducing vulnerability to hazard
impact and building capacity to deal with them when they occur. It has
considered four principles for the local DRRM.
1. Enhancing early warning systems present in the municipality at least cost

possible;
2. Intensification of public information and education campaign on disaster
preparedness;
3. Enhancing capacity building of role player and BDRRMCs, and;
4. Strengthening mechanism for government and private sector
partnerships.
It is supported by consultations with stakeholders who, in the final analysis,

must be part of ongoing dialogues in DRRM. There have been dialogues which were
based on mutual understanding of organizational mandates, strengths,
limitations/weaknesses, opportunities and threats. The inclusive process is designed
to actively engage stakeholder group representatives in a continuous improvement
strategy.
Different stakeholders have made significant gains in DRR over the last few
years; however, gaps remain with respect to integrating specific activities in the pre-
event and post event phases. A system for measuring gains based on reforms has
not been put in place.
As reflected in this Plan, after arduous preparations on the Annual Work and
Financial Plan for 2017, this plan now considers a 5-year period in the utilization of
the projected LDRRMF. However, considerations were undertaken for the figures
presented. Furthermore, climate change and informal settlers as well as gender and
development, persons with disabilities, the children, and the senior citizens were also
considered in this plan to make it more responsive to the policies and the needs of
the marginalized sectors. This also reflects the seriousness of the local administration
in answering the calls of all sectors in terms of DRRM matters. There are also funds
that may be utilized for the indigenous people and the agricultural sector.
This plan will indeed bring in us a picture of the present situation of the
Municipality as its capacities and susceptibilities are being considered. This also
utilized some data based on the Community-Based Monitoring System that has
been developed in the past.

CHAPTER I
ECOLOGICAL PROFILE
(Profile of the Municipality)
LOCATION
Figure2. Location Map of the

Municipality of San Jose
The Municipality of San Jose, thriving to become the first city in the
province of Occidental Mindoro, is a first class urban-rural municipality.
One of the 11 Municipal Local Government Units of the province, the
town lies over four watersheds in the Southern part of the province
Caguray, Busuanga, Cabariwan and Labangan of which Busuanga,
Labangan and Caguray are providing the most of the waters on all river
systems in the area.
It is situated approximately 130 kilometers away from the provincial

capital and 230 nautical miles South of Manila, bounded on the East by a
mountain range separating Occidental Mindoro and Oriental Mindoro
(with municipalities of Bulalacao, Mansalay and Roxas in Oriental
Mindoro), on the South by the Municipality of Magsaysay, on the West by
Mindoro Strait and on the North by the municipalities of Rizal, Calintaan
and the Southwestern portion of the Mts. Iglit-Baco National Park. The
municipality has a total land area of 67,257.23 hectares (about 15% of
Occidental Mindoros total land area) with thirteen (13) rural barangays
Mapaya, Mabini, Magbay, La Curva, Camburay, Magbay, Murtha,
Bayotbot, Monteclaro, Batasan, San Isidro and San Agustin; eleven (11)
island-rural barangays Ilin Proper, Labangan Ilin, Ambulong, Ansiray,

Ipil, Inasakan, Pawican, Catayungan, Buri, Natandol and Bangkal; and
fourteen (14) urban barangays, namely: Poblacion I (Uno), Poblacion II
(Dos), Poblacion III (Tres), Poblacion IV (Cuatro), Poblacion V (Cinco),
Poblacion VI (Sais), Poblacion VII (Siete), Poblacion VIII (Otso), Labangan
Poblacion, San Roque, Bagong Sikat, Bubog, Caminawit and Pag-asa. It
is traversed by five major creeks and rivers Busuanga, Batangan,
Kayakyan and Caguray at North-Northeastern parts; Labangan at the
central part; Caguray, Pinamanaan, Talaba and Palanghiran at South-
Southwestern parts; and, Pinamanaan, Tubaon and Busuanga at the
West-Northwestern parts, which all drain into the Mindoro Strait.
Table 1. Land area per barangay.

CLUP CLWUP
No. Barangay 2001-2010 2017-2030
(in hectares) (in hectares)
Urban Barangays
1 Bagong Sikat 375.00 559.08
2 Barangay 1 4.00 5.70
3 Barangay 2 4.00 8.87
4 Barangay 3 10.28 11.20
5 Barangay 4 6.86 8.66
6 Barangay 5 2.14 8.67
7 Barangay 6 6.48 6.71
8 Barangay 7 16.31 10.94
9 Barangay 8 3.97 6.31
10 Bubog 1760 1,351.27
11 Caminawit 77.09 170.58
12 Labangan Poblacion 850.00 718.33
13 Pag-asa 195.31 171.60
14 San Roque 241.00 298.75
Sub-Total 3552.44 3,336.67
Mainland Rural Barangays
1** Batasan 9,000.00 10,123.48
2 Bayotbot 5,000.00 2,396.02
3 Camburay 1,137.50 1,055.85
4 Central 2,540.00 3,624.87
5 La Curva 1,260.00 879.36
6 Mabini 427.00 513.40
7 Magbay 726.00 703.75
8 Mangarin 1,625.00 1,655.70
9* Mapaya 4,890.00 4,288.68
10* Monteclaro 9,662.00 15,952.84
11 Murtha 4,075.00 4,942.82
12 San Agustin 1,582.50 1,644.05
13 San Isidro 957.00 735.22
Sub-Total 42,882.00 48,516.05
Rural - Island Barangays
1 Ambulong 1037.5 1,033.41
2 Ansiray 1125 775.21
3 Bangkal 542.5 603.19
4 Buri 575 641.83
8 Catayungan 545 502.32
6 Ilin Proper 1025 1,398.05
7 Inasakan 470 483.02
8 Ipil 712 606.64
9 Labangan Ilin 820 689.10
10 Natandol 595 477.53
11 Pawican 1312 1,002.03
Sub-Total 8759.00 8212.34

CLUP CLWUP
No. Barangay 2001-2010 2017-2030
(in hectares) (in hectares)
Small Islands
1 Cauicay Island 1.06
2 Buri Island 5.23
3 Manadi Island 2.27
Sub-Total 0.00 8.56
Barangay in conflict with (not yet resolved)
Barangay with other Barangay
1 vs w/ Batasan and Monteclaro 2,299.44
2 vs w/ Camburay and San Isidro 23.52
3 vs w/ Catayungan and Natandol 97.81
4 vs w/ Central and San Isidro 101.20
5 vs w/ Labangan and Mabini 27.87
6 vs w/ Manggarin and Mapaya 51.83
7 vs w/ Pawican and Natandol 68.35
8 vs w/ San Isido and Lacurva 69.58
9 vs w/ Monteclaro and Manoot 4,444.00
Sub-Total 0.00 7,183.61
Grand Total 55,192.94 67,257.23
Source: Municipal Planning Development Office Data
HISTORICAL BACKGROUND
San Jose started as one of the settlements in the Mindoro archipelago with
concentrations in Mangarin (now Barangays Mapaya, Mabini and Mangarin)
and Ilin Island. History records of San Jose started in 14th century when
Chinese traders anchored at the shores of Mangarin, the oldest settlement in
the southern portion of Occidental Mindoro. When the Spanish took
possession of the Island, the first site of the presidencia was in the sitio of
Sinaoga. Due to frequent attacks of Moro pirates, appointed leaders had to
transfer the site of their government to the old barrio site of San Isidro, then it
was again transferred to Caminawit and finally in Pandurucan.
It became a Municipality in May 1, 1910. In 1911, Pandurucan, the old name

of SAN JOSE, became the seat of the Civil Government with Don German
Ramirez as its first appointed leader up to 1915. The southernmost town prior
to the creation of Barrio Magsaysay as a separate municipality sometime in
1969, San Jose is the most progressive and developed town in the province.
History records started in 18th century when Chinese traders anchored at the
shores of Mandarin, the oldest settlement in the southern portion of
Occidental Mindoro. Its name was derived from the word Mandarin, an
official Chinese Palace.
The remains of which can still be found in the old barrio of Mandarin. When
the Spanish took possession of the Island in the 14 th century, the first site of the
Presidencias was in site of Sinaloa situated in the western side of Barrio Sta.
Teresa which is now part of the Municipality of Magsaysay. A year later, it was
again transferred to Caminawit. In 1911, Pandurucan, the old name of San
Jose, became the seat of the Civil Government with Don German Ramirez as
its first appointed leader up to 1915.

When the Japanese Imperial Forces occupied the town in 1941, Bonifacio
Gomez was appointed as Mayor from 1941-1942, followed by Pedro Cuden
in 1942-1943 and finally Isabelo Abeleda in 1944 until 1946. During these times,
and subsequently by the American in 1955, San Jose began to experience
massive population influx due to the existence of Philippine Sugar Mill located
in Barangay Central.
During the time of American re-occupation, San Jose was used as an Air
Force Supply Base. Together with the base, they started developing major
roads within the town. Bibiano Gaudiel replaced Isabelo Abeleda who
regains his position in 1955. From then on, San Jose began to experience
massive population influx due to the existence of the Philippine Sugar Mill
located in Barangay Central.
Later on, migrants from the different regions succeeded local leadership. As
part of beliefs and culture, the town fiesta is being celebrated in honor of St.
Joseph (Patron Saint of the town). Up to the term of Mayor Tirso Abeleda, it
was held on March 19 but during the term of Mayor Juan Santos, it was
changed to May 1. Recently, Mayor Ernesto F. Jaravata, reinstated the
celebration of the town fiesta to the original date (March 19); then through a
Sangguniang Bayan resolution, it was reverted to May 1.
From then on, Caminawit was utilized as a docking shore. Presently, it was
developed into one of the major shipping port in the Province. Now, with the
existing facilities such as a two-hectare public market, Caminawit Pier, San
Jose Airport, schools and colleges, San Jose evolved into a major
commercial, industrial, agricultural, trading, cultural, and entertainment
center in the province. Until now, San Jose remains the most progressive and
developed town in the province.
San Jose is an intellectually dynamic and thriving first class municipality, rich
in culture and diversity. It is a developing municipality, dedicated to the
quest for an ecologically-balanced and disciplined community along with
being the center of commerce, industry, education and entertainment, not
only in the whole province of Occidental Mindoro, but also catering Southern
municipalities of Oriental Mindoro like Roxas, Masalay and Bulalacao;
Northern municipalities of Palawan like Coron and Agutaya; and
Northeastern municipalties of Antique like Caluya/Semirara (Visayan
Region/Archipelago).
ECONOMIC PROFILE/ LAND USE
LAND USE
The 2003 Zoning Ordinance of San Jose classified nine (9) areas in terms
of land utilization, namely: residential, commercial, institutional,
industrial, agricultural, parks and open spaces, forestry conservation

area, fish/salt farm, mangroves/marine protected areas and tourism as
shown below:
Figure 3. General Land Use Map of San Jose, 2000-2010
With the advancement of technology and proper geo-tagging, the

ongoing updating of the Comprehensive Land and Water Use Plan
revealed a generally different map shape and increase in total area
into more than 67,000 hectares from the original 55,000 hectares of the
old land use.

Figure 4. Proposed General Land Use Map of San Jose, 2017-2030
2.3.2. INFRASTRUCTURE
Eighty-five (85) big and small infrastructure projects totalling to almost

PHP 120 million (PHP 119,933,602.02) was spent on various infrastructure
projects which were completed in 2016, among which are the
following:
1. Repair/improvement of national roads, pathways, barangay roads

2. Construction/improvement of drainage system
3. Construction/repair of school buildings
4. Provision/installation of water supply

Table 2. Summary of Road Inventory (kilometers) in 2015
Road Surface (km)
Width
Administrative Length Paved Unpaved
(RW &
Classification (m) Earth- Unknown %
CW) Concrete % Asphalt % Gravel % %
filled
National 73.03 6.57 23.04 31.55 16.22 22.21 33.16 45.41 0.06 0.08
Province 34.64 5.71 6.27 18.10 8.37 24.16 20 57.74
Municipal Roads 14.3 6 13.72 95.94 0.06 0.42 0.5 3.50
Barangay 143.3 5.33 53.89 37.61 89.4 62.39
Other Barangay 232.95 4.5 232.95 100.00
(Rural)
Total 498.22 - 96.92 19.45 105.62 84.60 41.59 8.35 232.95 46.76 20.56 4.13
Source: DPWH; Provincial Engineering Office; MPDO RW Right of Way CW Carriage Way
Table 3. Summary of Inventory of roads and type of construction materials.

Descriptions Length Length Km
Meter
Alley 9,027.53 9.03
Barangay Road 211,626.20 211.63
Municipal Road 34,563.68 34.56
National Road 39,796.37 39.82
Proposed Road 78,008.21 78.01
Provincial Road 22,468.61 22.47
Trail 57,365.67 57.37
Grand Total 452,856.26 452.89
Sixteen bridges and 498.219 kilometers road network surrounds San Jose but
60 percent of which remains unpaved. Barangays roads comprise 380.32
kilometers of the total road network while 14.30 kilometers are municipal
roads. National highway measures 73.03 kilometers in length while the
provincial road is 34.64 kilometers.
National Power Corporation (NAPOCOR) and Island Power Corporation (IPC)

are the two sources of electric power supply which is distributed by the
Occidental Mindoro Electric Cooperative (OMECO) servicing 27 barangays.
However, due to several issues between power providers and distributors, IPC
has ceased its operations and is now under negotiations. Island barangays
are also being studied to be included power supply while a submarine
electric cable is now being established. Level III water supply (Pipeline Water
System) is accessible in 18 barangays with almost 5,000 individual household
connections. By mid-2013, a study together with the LWUA and a private
entity under a PPP scheme on the expansion of its operations. About eight (8)
hectares in Barangay San Isidro serve as disposal site for regular waste
collection in urban areas. Average waste collection in urban areas is at 106
m per day.
2.3.3. TRANSPORTATION/TRAFFIC SITUATION AND COMMUNICATIONS
The common public utility vehicle for most passengers in San Jose is the
tricycle, followed by the jeepneys, vans and buses. Other types of
transportation service are the following: cars/private vehicle, trolley

motorized/non-motorized banca. Between San Roque and Poblacion
Cuatro, residents also utilize flat boats in transporting to town center instead
of tricycles.
The Bagong Sikat-Labangan Poblacion By-Pass Road Project is proposed to

be a diversion of traffic from North of San Jose to South of San Jose without
necessarily crossing the town proper. Also proposed is a diversion road from
Caminawit Port to Labangan Poblacion. Both will serve as alternative routes
to avoid traffic congestion at the town center especially in Poblacion areas.
Seaport which is four kilometers away from the town proper operated by the
Philippine Ports Authority and domestic airport of about two kilometers away,
both with good facilities, provide external linkages. This is augmented by
provincial buses operating to and fro in Manila such as Dimple Star, RORO
Bus, Narpin Transport, JAM Lines, Amethyst Transport, et. al. Three airline
companies namely ZestAir, Cebu Pacific, and Philippine Airlines have daily
trip in San Jose-Manila route, of which, Cebu Pacific has a daily flight
operation in San Jose. However, sometime in 2012, ZestAir and Air Philippines
has temporarily stopped its operations in the municipality of which
resumption is still uncertain to locals. The Caminawit Pier has also temporarily
ceased operations for domestic passenger ships and roll-on roll-off, although
it is connected to Coron, Palawan and Batangas City International Port.
There are about 15,000 tricycle operators in the whole Municipality excluding
those unregistered ones. Data also shows that there is an average of 85 trips
per day or an average of 3 or 4 trips per hour for van operators going to
Calapan and Mamburao. This figure excludes van operators with door-to-
door services going to mainland Luzon and van operators going to
Magsaysay, Rizal and Calintaan. Jeepneys are also means of transportation
going to Rizal, Calintaan, Sablayan and Magsaysay which has an average of
2 trips per day. Bus operators RORO Bus and Dimple Star has an average of 6-
20 trips per day going to Manila via Abra de Ilog (North of Occidental
Mindoro) and Calapan City, Oriental Mindoro.
Most roads in the Poblacion area and nearby barangays are concrete and
asphalted. The major thoroughfares are Rizal Street, Liboro Street, Bonifacio
Street, Mabini Street, and the streets in and around the public market.
Tricycles are the common mode of transportation around the
town.Pumpboats also provide access to nearby Island Barangays. One can
charter pumpboats to ferry them to island resorts and diving spots. The table
below shows a total of 10,176 of various kinds of vehicles registered on a
monthly basis.
Table 4. Number of registered vehicles as of 2014

Total number of Registered Vehicles
Classification Grand
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Total
Light Car 15 11 11 10 20 11 3 14 11 7 6 2 121
Sport Utility Vehicle (SUV) 20 17 17 15 21 22 11 34 25 23 3 4 212
Utility Vehicle (UV) 146 156 139 127 182 146 84 166 155 131 45 15 1492

Total number of Registered Vehicles
Classification Grand
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Total
Truck (T) 58 72 67 41 52 58 29 72 63 48 13 10 583
Truck Bus (TB) 1 2 1 2 1 1 8
Motorcycle (MC) 98 756 396 401 486 413 214 378 392 417 241 80 4272
Motorcycle with side car (MTC) 555 55 71 33 68 52 30 74 68 48 31 10 1095
Sub-Total 892 1068 703 627 830 704 371 738 715 675 339 121 7783
Utility Vehicle (UV) 1 3 2 1 2 1 4 2 1 1 18
TC 157 248 216 179 255 222 139 203 231 203 113 53 2219
Truck for Hire (TH) 4 5 7 7 8 7 4 5 9 2 1 59
Sub-Total 162 256 225 187 265 230 143 212 242 206 115 53 2296
Light Car 1 1 2
Sport Utility Vehicle (SUV) 1 1 2 1 1 1 1 8
Utility Vehicle (UV) 4 5 9 7 3 4 4 6 4 1 2 49
Motorcycle (MC) 1 3 3 5 6 2 2 6 5 33
Motorcycle with side car (MTC) 1 1
Truck Bus (TB) 1 1
Truck (T) 2 1 3
Sub-Total 5 9 5 12 12 12 7 7 13 11 2 2 97
Grand Total 1059 1333 933 826 1107 946 521 957 970 892 456 176 10176
Source: Land and Transportation Office Annual Report, 2014.
Two cable television system, the L&S CATV and Ultimate CATV, provide cable
TV service. Telecommunication companies are also present in the area:
Digitel/PLDT Landline, Wireless PLDT, Bayantel/Globe Telecoms Landline,
Smart/TNT/Sun Cellular, and Globe/TM/Cherry/ABS-CBNmobile. Broadcast
and print media are also present. Two local newspapers namely: Tamaraw
Bulletin, and Mindoro Guardian circulate in the area. Meanwhile, there are
also two AM and four FM radio stations. Postal services include that of the
Philippine Postal Office, RCPI, JRS, LBC, FedEx/Air21, and 2GO. The
Department of Information and Communications Technology (DICT) is also
set to install public free wifi infrastructure at the San Jose Town Plaza,
Municipal Hall Building and Public Market area.
ENERGY
National Power Corporation (NAPOCOR) and Occidental Mindoro

Consolidated Power Corporation (OMCPC, a joint by OMECO and Emerging
Power, Inc.) are the two sources of electric power supply which is distributed
by the Occidental Mindoro Electric Cooperative (OMECO) now servicing 38
barangays (including island). Due to several issues between power providers
and distributors, Island Power Corporation (the private counterpart of NPC
until late of 2000 decade) has ceased its operations and is now replaced by
the newly-established OMCPC. Other sources of electricity are biogas, solar
energy and generator. There are approximately 553 residences (2.35%) still
without electricity due to isolation, like in the case far-flung sitios in
Monteclaro, Batasan, and sitios in Ambulong and Ilin islands.
WATER AND SANITATION
The main service provider of clean and potable water is the San Jose Water
District. Level III water supply (Pipeline Water System) is accessible in 18
barangays with almost 5,000 individual household connections. As of
December 2009, Laguna Water District (LWD) had served a total of 76,254
individuals consuming a total volume of 389, 736 m 3. A combined Level II and

Level III potable water system is established in Barangay Bayotbot. Level II
water systems are also present in the island and rural barangays and is
operated by their local barangay water and sanitation authority (BAWASA).
Secondary sources of water are deep well, artesian well, creeks, rivers, and
spring/free flow. Beginning mid-2013, a study together with the LWUA and a
private entity under a PPP scheme on the expansion of its operations. Below
is a more detailed description of the water services in the Municipality:
San Jose are being served by both Level II and III water supply. However, out
of 13,111 households only 4,200 or 32.03 percent have access to pipeline
distribution system. This reveals that majority of the households of the
municipalit depend on Level I system such as shallow well, pitcher pump of
jetmatic hand pumps and spring.
Level I water system is the primary source of water supply to 26 barangays

where Level II and III water system is inaccessible. There are around 17,771
households that depend on Level I water system. Currently, there are
8,087 Level I water source, of which 99.31% or 8,031 are shallow well. Only
69% or 75 are improved spring. However, there are few households
specifically within urban areas which has open access.
Level II for around 588 households are served by communal water faucet
in Barangays Bubog, Ilin Proper, Labangan Ilin, Ipil, and Monteclaro. The
same is also available in Barangay Batasan, however, household served is
still unaccounted for. Three pumps and engine with a capacity range of
2-6 liters per second generating a total of 1,296,000 liters per day are
being utilized to meet water demand in said barangays.
Leve lIII system through San Jose Water District provides Level III water
supply in 18 barangays with 2,699 residential connections, Service area
includes Barangays 1-8 (Poblacion), San Roque, Bagong Sikat, Pag-asa,
Labangan Poblacion, Caminwait, Magbay, Bubog, ILin Proper and
Batasan. The local water district is utilizing 13 pumpsets to facilitate water
distribution. Water capacity generation per day was computed at 68 liters
per second.Some of the Island Barangays have also access to a water
pipelined installed in the island operated by two Barangay Water System
Association (BAWASA). It also provides potable water supply in Barangays
Bubog, Batasan and Monteclaro.
About eight (8) hectares in Barangay San Isidro serve as disposal site for
regular waste collection in urban areas. Average waste collection in urban
areas is at 30-50 mt per day. Island barangays and urban barangays
Caminawit and Pag-asa still has the greatest challenge in sanitation or
access to sanitary toilets. No major sewerage system in the area and
Pandurucan/Tubaon Rivers serve as major final sewage disposal system.

PHYSICAL CHARACTERISTICS
GEO-HYDROLOGIC FEATURE
Various landforms comprises limestone hill which are generally located on

the northern (adjacent to Magsaysay) and eastern part (adjacent to Oriental
Mindoro), sandstone hill, complex unconsolidated sediment hill (sedimentary
and met volcanic), broad alluvial plain, coastal plain, terraces (residual soil),
and miscellaneous landforms were also observed in the area.
The land formations of the municipality consist of sedimentary rocks which

have eight specific characteristics, to wit:
a. Recent deposit fluvatile alluvium consisting of unsorted and

unconsolidated clay, silt, and sand gravel deposited in the lower reaches
of big river system and floodplain;
b. Pliocene Pleistocene marine and terrestrial sediment consisting of poorly
sorted and unconsolidated fine to coarse clastics composed of
undifferentiated poorly compacted conglomerated, sandstone and shale
associated in volcanic sediments and sporadic terrace gravel deposit;
c. Late Miocene limestone generally white in color, massive to bedded and
sometimes with marl reach in fora mini fera between badding plains;
d. Late Oligocene-Miocene sedimentary rocks consist dominantly of
interbedded sandstone and shale and sometimes conglomerate, well
compacted;
e. Late Miocene sedimentary rocks composed of bedded sandstone and
shale which are moderately well-compacted color and fossiliferous
sometimes overlain by pyroclastics;
f. Late Oligo-Miocene limestone generally hard, fine to medium grained,
pink to gray in color, coralline partly re-crystallized and sometimes with
nodules;
g. Paleocene sedimentary rocks composed of poorly sorted shale and
sandstone sometimes intercolated with tuff and lava flows;
h. Jurrasic Mansalay Formation sedimentary rocks composed of sequences of shale
and sandstone (arkose and-graywacked).
The municipality is traversed by 11 rivers/creeks, a system which also serves as

a natural drainage. Bounded by the Mindoro Strait and the West Philippine
Sea on the southwestern part is the Municipality of San Jose including its
island barangays. Busuanga River also has tributary river system within the
area which is the primary source of agricultural land irrigation. This river plays
a common boundary between the Municipality of Rizal and San Jose. On the
other hand, Panducrucan River is located at the urban center of the
Municipality of San Jose while Tubaon River is between the barangays of San
Roque, Bagong Sikat and Bubog sewer system of the municipality.
Furthermore, Labangan River and Palanghiran River which are now
considered as dead rivers can be found in Barangays Mabini and Mangarin

while Pinamanaan River can be also found in the aforementioned
barangays. There is a lagoon in Mapaya that disposes its excess water in
Talaba River. Creeks is also present in different barangays. These rivers
aforementioned are streaming down to Mindoro Strait.
Among the barangays traversed by the various rivers and streams, the
farthest distance travelled by these streams and rivers is 151.95 kilometers at
Barangay Monteclaro and Barangay Central wherein the rivers and streams
passes thru it covers a distance of 76.67 kilometers. The shortest distance
traversed by the rivers and streams are in Barangays San Isidro and La Curva
which covers a distance of 1.55 kilometers and at Mangarin and Mapaya
which traverses a distance of 1.98 kilometers. The various rivers and streams
that pass through the various barangays in the municipality cover a total
distance of 671.07 kilometers
CLIMATE AND TEMPERATURE
According to PAGASA, the classification of climate used the Coronas four

climate types (Types I to IV), based on monthly rainfall received during the
year. The whole Municipality is under Type I: having two pronounces seasons,
dry from November to April and wet during the rest of the year. Although
Type III is outside the political jurisdiction of the Municipality, yet it is located
northeast of the watershed and the heavy rain in this section will eventually
drain to the coastal villages of the Municipality. Type III: having season not
very pronounce, dry from November to April dry and wet during the rest of
the year.
Normal climatological gathered from January is at 3.7 mm being the nearest

station showed that most number of rainfall occurred between June to
September with the month of August as having the most number of rainfall at
492.9 mm.
Mindoro experiences the heaviest rainfall during the months of July and
August. Different rain causing weather patterns such as airstreams, tropical
cyclones, the local Inter-tropical convergence zone and the local
convective activities such as thunderstorms bring about rainfall in the area.
The intensities and amounts of rainfall are also influenced by the general
geographic setting, topography and exposure to the prevailing wind
streams.
Barangay MRF Composting facilities should not be located in the flood prone
areas particularly during rainy season.
Based on the 2020 and 2050 Climate Change Projections of DOST-PAG ASA,
presented in the Climate Change in the Philippines. February 2011, the
projected seasonal temperature increase, seasonal rainfall change and

frequency of extreme events in 2020 and 2050 under the medium-range
emission scenario in Palawan are presented in Tables 5 to 7.
Table 5.Seasonal temperature increases (in C) in 2020 and 2050 under medium-
range emission scenario in Province of Occidental Mindoro.
Observed Baseline Change in 2020 Change in 2050
Criteria (1971-2000) (2006-2035) (2036-2065)
DJF MAM JJA SON DJF MAM JJA SON DJF MAM JJA SON
Temperature
26.5 28.3 27.3 27.1 0.9 1.1 0.9 1.0 1.8 2.1 1.8 1.9
(in C)
Table 6. Seasonal rainfall change (in %) in 2020 and 2050 under medium-range
emission scenario in Province of Occidental Mindoro.
Criteria Observed Baseline Change in 2020 Change in 2050
(1971-2000) (2006-2035) (2036-2065)
DJF MAM JJA SON DJF MAM JJA SON DJF MAM JJA SON
Rainfall 159.5 265.9 1091.2 762.6 -143 -15.6 13.6 3.2 15.8 -23,8 26.7 -2.4
(in %)
Table 7.Frequency of extreme events in 2020 and 2050 under medium-range

emission scenario in Province of Occidental Mindoro..
No. of Days No. of Dry Days No. of Days
Criteria w/ Tmax>35 C w/ Rainfall >300mm
OBS 2020 2050 OBS 2020 2050 OBS 2020 2050
Frequency of
extreme events
in 2020 and 2050
1075 1773 3410 5437 7010 7128 8 5 14
(San Jose
Occidental
Mindoro)
NOTE: The seasonal variations are as follows:
DJF (December, January, February or northeast monsoon locally known as amihan) season;
MAM (March, April, May or summer) season;
JJA (June, July, August or southwest monsoon season, or habagat) season; and
SON (September, October, November or transition from southwest to northeast monsoon) season.
SOIL RESOURCES
A variety of soil types have developed in the area depending on the parent
materials, exposure and degree of weathering, and location with respect to
the topography. Composition of the soil is developed from recent alluvial
deposits that characterizes by the very deep surface and sub-soil horizon
with texture ranges from silty loam to clay loam. Soil derived from igneous
rock mostly dominated the upland areas.
Silt loam characterized as having a good balance has the ability to be very
productive if given minimum attention while clay loam are quite difficult to
manage but usually have good supply of plant nutrients and lime. The
Municipality of San Jose has eleven (11) known types of soils distributed
among its 38 barangays namely; Beach Sand, Clay Loam, Sandy Clay Loam,

Hydrosol, Sandy Loam, Clay, Clay Riverwash, Silt Loam, Loamy Sand, and Silty
Clay while the other type is undifferentiated.
The presence of undifferentiated type of soil in the Municipality of San Jose is

the dominant type of soil that constitutes an area of 28,580.52 hectares out
of 67,257.23 total land areas, followed by sandy loam comprising 12,454.40
hectares. Silty clay type of soil occupies the least area with 63.01 hectares.
On the other hand, soil types that are suitable for crop production are clay,
clay loam, silt loam, and sandy loam.
The coastal ecosystem has moderate to high suitability rating for residential
and recreational use. Agriculture is not generally advisable in this ecosystem.
The lowland ecosystem is moderately and highly suitable for residential,
recreational and light industry purposes. Wet diversified crops, dry root crops,
pasture tree crops and industrial trees are fairly to moderately suitable in this
area.
The upland ecosystem has moderate to high suitability for residential and
recreational use. Barangays Batasan and Murtha have poor to moderate
suitability for residential and recreational uses. All these barangays, however,
have high suitability for forest.
BIO-DIVERSITY
San Jose has a diverse flora and fauna. Some of it are only found in the
area. Below shows the Key Biodiversity Area in San Jose which are
principally located in six (6) areas, namely: Semirara Island, Iglit Baco
Mountains, Malpalon, Mt. Hilding, Mt. Hinunduang, and Siburan. These
areas have a total hectarage of 122,093.06 which directly or indirectly
affecting the area. The specific hectarages of the KBA areas could be
discerned in the table.
Table 8. Key biodiversity areas

No KBA Name KBA Type Hectares Percent
1 Semirara Island /Mindoro/Coron Triangle Marine 7,145.06 6.21
2 Iglit-Baco Mountains Terrestrial 56,297.03 48.91
3 Malpalon Terrestrial 14,092.83 12.24
4 Mt. Hitding Terrestrial 17,767.22 15.44
5 Mt. Hinunduang Terrestrial 8,222.42 7.14
6 Siburan Terrestrial 11,568.50 10.05
7 Ilin-Ambulong Island Terrestrial 7,000.00 approx
Total 122,093.06 100.00
DEMOGRAPHIC PROFILE
POPULATION
San Jose is the most thickly populated area in the province, with a
population continuously growing at around 3.47% annually, from 2007 to

2010. Out of the total population of 143,430 as of August 2015, around
48.13% resides in urban area and 41.94% are situated in rural mainland
barangays while the rest 9.93% are in the rural-island barangays.
Of the recorded average household size at 5 with built-up density of 65

persons per hectare, the municipality has had 30,164 households during that
year. About 69.42% are dependents resulting to a dependency ratio of 1:2.
On the other hand, male-female ratio is computed at 108:100. Tagalog is the
most spoken dialect and 83.97% are practicing Catholicism. The municipality
is projected to have a population of 144,844 for 2013 based on the finalized
output of the latest census in 2010. Literacy rate stands at 90% while the
common language is Filipino. However, dialects in the area are Tagalog,
Ilonggo, Ilocano, and Mangyan. There are also significant number of other
religions like Islam, and other Christian religions.
Table 9. Actual Population per Barangay, based on NSO/PSA 2010 and 2015
Number of
2010 2015 Mid-Decade Average
Households based
No. Barangay Census of Census Population Number
on CBMS-projection
Population of HHs
No. % No. %
Urban Barangays
1 Bagong Sikat 6,096 6,564 4.58 1,267 4.20 5
2 Barangay Poblacion 1 265 283 0.20 62 0.21 5
4 Barangay Poblacion 3 1,113 1,323 0.92 253 0.84 5
6 Barangay Poblacion 5 1,524 1,569 1.09 337 1.12 5
10 Bubog 8,134 9,356 6.52 2,030 6.73 5
11 Caminawit 10,564 12,223 8.52 2,313 7.67 5
12 Labangan Poblacion 8,872 9,683 6.75 1,726 5.72 6
13 Pag-asa 12,701 11,232 7.83 2,510 8.32 4
14 San Roque 14,119 14,706 10.25 3,299 10.94 4
Sub-Total 65,482 69,036 48.13 14,306 47.43 5
Rural (Mainland)Barangays
1 Batasan 4,851 6,260 4.36 1,136 3.77 6
2 Bayotbot 2,081 2,492 1.74 529 1.75 5
3 Camburay 1,856 1,849 1.29 435 1.44 4
4 Central 9,250 10,901 7.60 2,134 7.07 5
5 La Curva 3,270 3,034 2.12 878 2.91 3
6 Mabini 2,584 2,938 2.05 606 2.01 5
7 Magbay 3,651 4,299 3.00 856 2.84 5
8 Mangarin 3,049 3,410 2.38 791 2.62 4
9 Mapaya 7,349 7,982 5.57 1,669 5.53 5
10 Monteclaro 3,506 3,855 2.69 904 3.00 4
11 Murtha 5,279 5,985 4.17 1,256 4.16 5
12 San Agustin 5,301 5,363 3.74 1,231 4.08 4
13 San Isidro 1,844 1,785 1.24 488 1.62 4
Sub-Total 53,871 60,153 41.94 12,913 42.81 5
Island Barangays (Rural)
1 Ambulong 1,539 2,224 1.55 423 1.40 5
2 Ansiray 945 1,032 0.72 202 0.67 5
3 Bangkal 799 933 0.65 189 0.63 5
4 Buri 484 607 0.42 119 0.39 5
5 Catayungan 794 1,021 0.71 242 0.80 4
6 Ilin Proper 1,886 2,124 1.48 402 1.33 5

2010 Number of Average
2015 Mid-Decade
No. Barangay Census of Households based Number
Census Population
Population on CBMS-projection of HHs
7 Inasakan 581 625 0.44 152 0.50 4
8 Ipil 587 789 0.55 140 0.46 6
9 Labangan Ilin 1,009 1,070 0.75 206 0.68 5
10 Natandol 1,062 1,521 1.06 352 1.17 4
11 Pawican 2,149 2,295 1.60 518 1.72 4
Sub-Total 11,835 14,241 9.93 2,945 9.76 5
Grand Total 131,188 143,430 100.00 30,164 100.00 5
Source: Philippine Statistics Auhtority
Table 10. Population size and household distribution per barangay.

Total Population Number of Households
No. Barangay
No. % No. %
Urban Barangays
1 Bagong Sikat 5,685 4.52 1,225 4.20
2 Barangay Poblacion 1 140 0.11 60 0.21
4 Barangay Poblacion 3 1,019 0.81 245 0.84
6 Barangay Poblacion 5 1,251 0.99 326 1.12
10 Bubog 8,343 6.63 1,963 6.73
11 Caminawit 10,242 8.14 2,237 7.67
12 Labangan Poblacion 6,876 5.46 1,669 5.72
13 Pag-asa 9,990 7.94 2,428 8.32
14 San Roque 12,517 9.95 3,191 10.94
Sub-Total 57,758 45.89 13,836 47.43
Rural (Mainland)Barangays 0.00 0.00
1 Batasan 4,946 3.93 1,099 3.77
2 Bayotbot 2,212 1.76 512 1.76
3 Camburay 1,835 1.46 421 1.44
4 Central 9,268 7.36 2,064 7.08
5 La Curva 3,416 2.71 849 2.91
6 Mabini 2,445 1.94 586 2.01
7 Magbay 3,591 2.85 828 2.84
8 Mangarin 3,236 2.57 765 2.62
9 Mapaya 6,863 5.45 1,614 5.53
10 Monteclaro 3,863 3.07 874 3.00
11 Murtha 5,297 4.21 1,215 4.16
12 San Agustin 5,231 4.16 1,191 4.08
13 San Isidro 2,019 1.60 472 1.62
Sub-Total 54,222 43.08 12,490 42.81
Island Barangays (Rural) 0.00 0.00
1 Ambulong 2,105 1.67 409 1.40
2 Ansiray 941 0.75 195 0.67
3 Bangkal 932 0.74 183 0.63
4 Buri 551 0.44 115 0.39
5 Catayungan 1,039 0.83 234 0.80
6 Ilin Proper 1,854 1.47 389 1.33
7 Inasakan 637 0.51 147 0.50
8 Ipil 708 0.56 135 0.46
9 Labangan Ilin 961 0.76 199 0.68
10 Natandol 1,594 1.27 340 1.17
11 Pawican 2,559 2.03 501 1.72

Total Population Number of Households
No. Barangay
No. % No. %
Sub-Total 13,881 11.03 2,847 9.76
Grand Total 125,861 100.00 29,173 100.00
Source: CBMS Data 2013-2014
Table 11. Population size by gender per barangay

Total Number of Population
Barangays Male Female Total
No. % No. % No. %
Bagong Sikat 2,886 4.49 2,799 4.54 5,685 4.52
Barangay Poblacion 1 77 0.12 63 0.10 140 0.11
Barangay Poblacion 3 474 0.74 545 0.88 1,019 0.81
Barangay Poblacion 5 642 1.00 609 0.99 1,251 0.99
Bubog 4,185 6.52 4,158 6.75 8,343 6.63
Caminawit 5,333 8.30 4,909 7.97 10,242 8.14
Labangan Poblacion 3,490 5.43 3,386 5.49 6,876 5.46
Pag-asa 4,966 7.73 5,024 8.15 9,990 7.94
San Roque 6,186 9.63 6,331 10.27 12,517 9.95
Batasan 2,517 3.92 2,429 3.94 4,946 3.93
Bayotbot 1,127 1.75 1,085 1.76 2,212 1.76
Camburay 939 1.46 896 1.45 1,835 1.46
Central 4,727 7.36 4,541 7.37 9,268 7.36
La Curva 1,740 2.71 1,676 2.72 3,416 2.71
Mabini 1,276 1.99 1,169 1.90 2,445 1.94
Magbay 1,882 2.93 1,709 2.77 3,591 2.85
Mangarin 1,691 2.63 1,545 2.51 3,236 2.57
Mapaya 3,523 5.48 3,340 5.42 6,863 5.45
Monteclaro 2,030 3.16 1,833 2.97 3,863 3.07
Murtha 2,740 4.27 2,557 4.15 5,297 4.21
San Agustin 2,723 4.24 2,508 4.07 5,231 4.16
San Isidro 1,014 1.58 1,005 1.63 2,019 1.60
Ambulong 1,100 1.71 1,005 1.63 2,105 1.67
Ansiray 468 0.73 473 0.77 941 0.75
Bangkal 485 0.76 447 0.73 932 0.74
Buri 302 0.47 249 0.40 551 0.44
Catayungan 537 0.84 502 0.81 1,039 0.83
Ilin Proper 964 1.50 890 1.44 1,854 1.47
Inasakan 329 0.51 308 0.50 637 0.51
Ipil 371 0.58 337 0.55 708 0.56
Labangan Ilin 490 0.76 471 0.76 961 0.76
Natandol 835 1.30 759 1.23 1,594 1.27
Pawican 1,353 2.11 1,206 1.96 2,559 2.03
Total 64,233 100.00 61,628 100.00 125,861 100.00
Source: CBMS Data 2013-2014
MIGRATION, FERTILITY AND MORTALITY
Of the number of population surveyed by the CBMS in 2013-2014, 8.56

percent were noted to be migrants. Quite a number of migrants encroaches
into the forest areas some along the coastlines. Caution has to be observed
in this regard. Combining the rate of migration, mortality and fertility, the

Municipality slowed down to 1.68% of its annual growth rate from the 1.71%
population increase in 2010 and 2.04% growth rate in 2000.
Table 12. Historical growth of the population

Percentage
Increase / Average
Year Total Population Increase /
Decrease Growth Rate
Decrease
1903 1,764
1918 7,703 5,939 336.68 22.44
1939 11,788 4,085 53.03 2.52
1948 12,443 655 5.56 0.61
1960 36,211 24,768 199.05 15.91
1970 44,761 8,550 23.61 2.36
1975 53,100 8,339 0.19 3.72
1980 66,262 13,162 0.25 4.95
1990 87,520 21,258 0.24 6.42
2000 111,009 23,489 0.21 2.04
2010 131,188 20,179 0.15 1.71
2015 143,430 12,242 0.09 1.68
Source: National Statistics Office
Bridges
There are 16 bridges existing generally in good condition, mostly made of

concrete and steel. A total of 16 bridges located in 11 barangays ( Mangarin,
Mabini, San Roque, Bagong Sikat, Central, Bubog, Batasan, Monteclaro, La Curva,
Magbay and Mapaya). All bridges were made of good construction materials
(concrete and steel). Most of the roads are of good condition; however, the
Talabaan Bridge at Barangay Mapaya needs repair. The Talabaan Bridge is 6
meters long, 3 meters wide and good for 5 ton load capacity. Among the bridges
established in San Jose, the longest ones are the Busuanga III Bridge located at
Barangay Central which is 170 meters long, 6 meters wide and with load capacity of
15 tons and the Pandurucan Bridge at Barangay San Roque which is 150 meters
long (Table 1.18). The other types of bridges located in the other barangays could
be discerned in the table.

Table 1.18Inventory of Bridges and Type of Construction Materials.
Types of Construction
Bridges Name Location Concrete Steel
General
Condition
L W LC L W LC
Palanghiran Mangarin 25 6 15
Tinabunan Mangarin 12.2 4 5
Pinamanaan Mabini 50 6 15
Mabini Mabini 18.3 4 5
Pandurucan San Roque 150 6.7 15
Bagong Sikat Bagong Sikat 15 6 15
Busuanga I Central 109.8 4 10
Busuanga II Central 20 6 15
Busuanga III Central 170 6 15
Bubog I Bubog 26 4 15
Bubog II Bubog 15.2 4 5
Manus I Batasan 6.1 4 5
Manus II Monte Claro 36 3 15
La Curva Brgy. La Curva 12m 5m 10T
Good
Bayotbot Brgy. Magbay 10m 5m 5T
Good
Talabaan Brgy. Mapaya 6m 3m 5T
Need Repair
Source: Department of Public Works and Highways-1999
Provincial Engineers Office, Occidental Mindoro-1999
Legend: L- Length W-Width LC-Load Capacity (in Metric tons)
Airport
Domestic airport is located at Barangay San Roque about 2 kilometers away in the
Municipality of San Jose. It enhances air transport from the Municipality to Manila
and Manila to San Jose vice-versa. Cebu Pacific has available daily flights from San
Jose to manila and vice-versa viz-a-viz with sitting capacity of more or less 100
passengers.
Feeder Port/Wharves/Pier
Seaport is 4 kilometers away from the town proper operated by the Philippines Ports
Authority (PPA). Caminawit pier is classified a national port that serves as another
entrance and exit in transporting commodities from Visayan region and other
neighboring islands. Motorized boat ply from Caminawit pier to Antique and
Palawan, thus on small size marine vessels/pumpboats operates in the area due to
its closure to public pumpboats.

Social Services Facilities/Utilities/Amenities
Day Care Service and Supervised Neighborhood Play Facilities
In the years 2013 and 2014, a total of 88 and 85 service centers, respectively
were noted to have served the needs for day care services and neighborhood play
of the municipality. Figure 1.19 shows the various Service Centers located
throughout the whole municipality in the two years period; there are 72.73% or 64 of
the total in 2013 and 78.82 percent or 67 of the total in 2014 Day Care Centers which
attend to the needs of preschoolers particularly in their pre-school education. The
rest were the Supervised Neighborhood Sites of which 27.27 percent or 24 sites were
established in 2013 and 21.18 percent or 18 sites were established in 2014( Source:
MSWDO Annual Accomplishment Report 2013-2014).
72.73%78.82%
27.27% 2013
21.18% 2014
Figure 1.19Percentage of service centers in San Jose
Educational Facilities
Seventy five (75) public and private elementary schools are in the locality
with complete elementary education including minority and primary schools. In the
case of the secondary level, there are five (5) private and seven (7) public high
schools. These 12 secondary schools of San Jose have enough teaching staff to
meet the needs of their secondary students.
On the other hand, there are 5 tertiary schools in the municipality which
further enhance the education of the community people. With respect to the
tertiary level, the Divine World College (DWC) offer degree courses while the
Occidental Mindoro College (OMNC) offers both the degree and vocational
courses. The Abellada Technical School, Info Net, and the Mindoro School of
Electronics are purely vocational schools. Generally the schools in San Jose are all
dispersed in the locality to make them accessible to students.
Medical and Health Facilities
The health services in the municipality are being provided by 3 private

hospitals, 5 medical clinics, and 6 dental clinics. There are 7 private drugstores and
pharmacy which also exist in the area. Usually, the private health facilities are
situated in urban barangays. However services in private types of health facilities are

always available at much higher rates. Consultation fee in private clinics vary from
Php 200.00-Php 300.00 per clinic visit as compared to government health services.
The Public Health facilities include San Jose District Hospital, 1 Public Health and
Diagnostic Center (LGU operated), 38 Barangay Health Center and 29 Barangay
Health Stations (BHS).
Housing
Household by Tenurial Status
Types of housing ownership varies from the total households of 29,173 of the
38 barangays of San Jose, 18,649 or 63.93% mentioned to be owners of their own
residences while others said that they own their residences without the consent of lot
owners, others rent their residences and lot, or that they stay in their residences, by
squatting, etc.
Types of dwelling units and kinds of materials used
Residences in the 38 barangays vary in dwelling units in terms of materials

used. Some of them are in single detached house or duplex dwelling units, others in
apartment/accessories, etc. In terms of materials used, some are using concrete
bricks, stone and galvanized iron, or light materials for walling purposes; other used
salvaged/makeshift materials.
Number of households without access to sanitary toilet facilities
Of the 29,173 total households, 5,070 or 17.38% are households without access
to sanitary toilets. Most of these households are noted at Inasakan, Natandol, Buri,
Pawican, Ambulongm, Ipil and Catayungan.
Dwelling units with toilets
While so much has no access to sanitary toilet, others do have access to or

own water-sealed flush toilet to sewer safe septic tank (15,159 or 52% of total
households.) Others have access to sanitary toilet on sharing with relatives while
others used the closed pit type or the open pit type of toilet. Others disposed in
anywhere.
Households without access to improve water supply

Of the 29,173 total households in the CBMS Census 2013-2014, 3255 or 11.16%
of the total households are without access to safe water. Majority, however, have
access improved water source due to their nearness and/or accessibility to San Jose
Water District. Ambulong, Mapaya, Poblacion 7 and Caminawit are 4 of the
Barangays whose more than majority of its households have no access to improved
water.
Sources of drinking water
The common sources of drinking water in the Municipality of San Jose are
Tube well/borehole, water from public tap/stand pipe, protected spring water, own
faucet inside the household, protected dug well, own faucet inside their yard or
semi-protected dug well.

Households with access to electricity
Based on the 2013-2014 CBMS Census, the total number of households cited
was 29,173, however, only 22,291 or 76.41% are able to have access to electricity.
The over-all results shows that there are still quite a number of households of the
various barangays are in need of electrical services.
Sports and Recreational Facilities
The Municipality of San Jose, it were reported that there are numerous
basketball courts dispersed in each barangay. Some barangays are provided with
more than one basketball courts which serve as a major venue of various outdoor
sports activities. In some barangays, these court are utilized as solar dryer during
harvest season. In poblacion area, various sports and recreational facilities exist,
such as, the tennis court, gymnasium, pelota court, volleyball court, public plaza,
public beach (with cottages) where sunset is a major attraction, private swimming
pools and others. In some cases, gymnasium accommodates all star basketball
event and other entertainment activities like special talent exhibitions. Moreover,
there are four movie houses, a number of billiard halls, disco houses,
karaoke/videoke bars, and cockpit arena
Public utilities and Amenities
Power and Lightning Supply

National Power Corporation (NAPOCOR) and Power Barge are the two
sources of electric power supply distributed by the Occidental Mindoro Electric
Cooperative (OMECO) servicing the 29 barangays. Power barge is subcontracted
by the NPC in order to sustain its power generators while the Municipal Government
has initiated the provision of generators to the island barangays electrification
project. Power service is the major problem in the municipality despite the presence
of NAPOCOR in the area which is distributed through Occidental Mindoro Electric
Cooperative (OMECO). Provision of our is still needed in newly built houses. Fast
action on power failure problems is needed to ensure uninterrupted power supply in
the area.
Barangay Sitios Electrification Project
In the electrification project of San Jose undertaken through Occidental

Mindoro Electric Cooperative (OMECO), a total of 107 sitios in 26 barangays is
covered under different project description, to wit:
a. 52 sitios to be energized in 15 barangays;
b. 15 sitios completed electric post only in 10 barangays;
c. 11 sitios for energization in 6 barangays;
d. 8 sitios with funding released in 6 barangays
e. 6 sitios for funding with design in 5 barangays; and
f. 15 sitios for funding without design in 5 barangays
The concerned barangays and the specific sitios for the specific
electrification project could be discerned in Table 1.20.
Communication Network

The communication system operating in the Municipality on San Jose is
carried out by a number of sources, to wit:
1. Print Media
Newspapers, tabloids and magazines in Manila also circulate in the locality

regularly, Latest issueof the magazines/print media are available upon the arrival of
an airplane from Manila. Local events/current issues can be disseminated through
local tabloids , such as, Ang Bubog San Jose, Tamaraw Bulletin (regional circulation),
Mindoro Times (Oriental and Occidental circulation), and Mindoro Guardian, For the
Ang Bubog San Jose, the distribution are done monthly with 1,000 copies while
Tamaraw Bulletin has new issues weekly with around and 1,200 copies, respectively.
2. Telecast
Television programming from Metro Manila Channels and other international

entertainment channels can be clearly watched through cable network
subscription either L&S CATV or Ultimate CATV. Both are using satellite disc for
reception and cable for transmission. Broadband internet services are likewise
available through the numerous internet cafes located in the poblacion area.
3. Telephone
There are five telephone companies in the town, namely: Wireless PLDT,
Smart, Globe, Sun Cellular, and Western Union. Those who failed to subscribe from
PLDT may have an option to use cellular phones provided by SMART or utilize public
calling station by other companies or payphone using card system by PLDT.
Operator assisted public calling office are available from 6:00 A.M to 9:00 P.M while
PLDT card system offers 24 hours service.
4. Broadcast Media
Aside from the local radio stations, two AM (DZYM and DZVT), and four FM
(Bambi FM, Heart FM, Spirit FM and Radyo Natin FM), and DZRH can be clearly
heard over radio transistor while other Manila/Panay based AM and FM radio
stations can be received using antenna.
5. Postal Services
Postal Services are provided by the Philippine Postal Office (PPO) together
with other private companies such as RCPI, JRS, Fed EX/Air 2Go, and LBC. However,
PPO has as much lower change rate compared to private companies.
Currently, only registered mails were served in all government offices in San
Jose the PPO mail distribution center.
6. Other Telecommunications Services
It has been observed that majority of the people in the municipality are using
cellular phones and/or mobile phones. Owning one means a faster and convenient
mode of communication among them, their friends and others.

Payphones and two-way radios provide alternative means of communication
in the municipality. Barangay Chairmen are provided with a unit of a handled or
two-way radio for faster information dissemination especially during cases of
emergency.
Furthermore, communication is also served through e-mail or social networking (e.g.

internet, facebook, etc.).
Fish port
San Jose has one (1) major fishlanding center and fishport located in
barangay Caminawit whereas, minor fish landing center were located at Purok I,
Barangay Pag-asa; Poblacion IV; Poblacion V; San Roque; So. Quezon, Barangay
Bubog San Agustin (Sitios D6, Main Barrio and Lamis)
Tourism
Agriculture and tourism are the keys to unlocking the dawdling economy
towards sustainable growth that will directly benefit the marginalized sectors of the
communities in one municipality. The municipality has a vast area for agricultural
crops, livestock and fishery production that could support the needs for tourism
development.

CHAPTER II
General Policies and Objectives
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.
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 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;
1. (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;
(e) 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;
(f) 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;
(g) 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;
(h) 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;
(i) Ensure that disaster risk reduction and climate change measures are gender
responsive, sensitive to indigenous know ledge systems, and respectful of human
rights;
(j) 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;
(k) 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;
(l) 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;
(m) Develop and strengthen the capacities of vulnerable and marginalized
groups to mitigate, prepare for, respond to, and recover from the effects of
disasters;
(n) 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,
(o) 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 tothe 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);
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.
Doctrines of Disaster Management
The guiding principles/doctrines of Disaster Management in the Philippines

are laid down in Sec. 1 of PD 1566, which are as follows:
1. Self-reliance shall be developed by promoting and encouraging the spirit of
self-help and mutual assistance among the local officials and their
constituents.
2. Each political and administrative subdivision of the country shall utilize all
available resources in the area before asking for assistance from neighboring
entities or higher authority.
3. The primary responsibility rests on the provincial governors, city mayors, and
municipal mayors, (and Barangay chairman), each according to his area of
responsibility.

4. It is the responsibility of all government departments, bureaus, agencies and
instrumentalities to have documented plans of their emergency functions
and activities.
5. The national government exists to support the local governments. In time of
emergencies according to their level of assignment, all national government
offices in the field shall support the operations of the local government.
Among the salient provisions of PD 1566 which is also important in the area or
sector of disaster risk reduction and management are the following:
1. State policy on self-reliance among local officials and their constituents in

responding to disasters or emergencies;
2. Organizational of disaster coordinating councils from the national down to
the municipal level;
3. Statement of duties and responsibilities of the National Disaster
Coordinating Council (NDCC), RDCC and LDCCs;
4. Preparation of the National Calamities and Disaster Preparedness Plan
(NCDPP) by OCD and implementing plans by NDCC member-agencies;
5. Conducting of periodic drills and exercises; and
6. Authority for government units to program their funds for disaster
preparedness activities.
Legal Bases and References
Among the references which are of great importance in the formulation of

this Plan are:
1. Presidential Decree 1566 dated June 11, 1978. PD 1566 provided for the
strengthening the Philippine disaster control capability and establishing a
community disaster preparedness program nationwide.
2. Local Government Code of 1991 Sections 16, 17, 389, 324(d). this provision
ensures public safety, protection of the general welfare and provision of
basic social services.
3. Philippine Agenda 21, The Prospects for Green Economy, and the Institutional
Framework for Sustainable Development
4. Sendai Framework for DRR 2015 - 2030
5. Contingency Planning for Emergencies: A Manual for Local Government Units
6. The Republic Act No. 10121 otherwise known as the Philippine Disaster Risk
Reduction and Management Act of 2010 which was put into a law on May
2010 while its Implementing Rules and Regulations was issued by the Office of
the Civil Defense of the Department of National Defense on September 2010.
7. Climate Change Act of 2009

CHAPTER III
Major DRRM Facilities
a. Emergency Operations Center
Presently, the 2nd Floor ABC Building serves as the temporary Emergency
Operations Center where all stock pile of relief goods and emergency rescue
equipments1 are situated even before a disaster comes. The Municipality has also
forged partnerships with the National Food Authority and private partners and
businesses in order to supply goods whenever there is an emergency. Each locality,
as mandated, has to have an emergency operations center where the Disaster Risk
Reduction and Management Office headed by the Disaster Risk Reduction and
Management Officer whose support staffs are for the research and planning,
administration and training, and operations and warning.Further, it is included in the
Annual Investment Plan
b. Evacuation Centers
Evacuation centers could be a permanent structure solely intended for that

purpose and some seasonal activities, an institutional structure, or an open space.
However, there have been proposals to build a multi-purpose hall for DRRM
purposes including the operations center and office. Since there is no permanent
structure or a multi-purpose hall built for DRRM purposes in the municipality, the
following are the main evacuation centers identified throughout the municipality:1.
San Jose Municipal Gymnasium and 2. San Jose Pilot Elementary School Gymnasium
Evacuation centers also include all public and facilities of

private schools in the municipality whenever worse come worst
which includes:
Elementary Schools
1. Bayotbot Elementary School

2. Bato-ili Minority School
3. Camanggahan Elementary School
4. Curanta Elementary School
5. Danlog Minority School
6. Hilltop Elementary School
7. Pulang Lupa Elementary School
8. Labangan Elementary School Annex Cansubong Primary School
9. Mangga Elementary School
10. Natandol Elementary School
11. Pawican Elementary School
12. Pawican Elementary School Annex Pitogo Elementary School
13. Pawican Elementary School Annex Tibago Elementary School
14. Pawican Elementary School Annex Tabay Elementary School
15. La Curva Elementary School
16. Naitan Cluster Schools
17. Monteclaro Elementary School
18. San Agustin Elementary School
19. Caminawit Central School
20. San Jose Pilot Elementary School
21. Bagong Sikat Elementary School

22. Bubog I Elementary School
23. Bubog II Elementary School
24. Labangan Elementary School
25. San Roque I Elementary School
26. San Roque II Elementary School
27. Yaw-yawi I Elementary School
28. Yaw-yawi II Elementary School
29. San Agustin Annex (D6)
30. San Isidro Elementary School
31. Salafay Minority School
32. Siete Central School
33. Tugtugin Elementary School
34. Alitaytayan Elementary School
35. Antipolo Elementary School
36. Camburay Elementary School
37. G.E. Ramirez Memorial School
38. Himamara Indigenous People School
39. Kalinisan Minority School
40. Mabini I Elementary School
41. Mapaya II Elementary School
42. Mapaya III Elementary School
43. Ambulong Island Integrated School
44. Ambulong Elementary School Annex Bulwang Primary School
45. Ambulong Elementary School Annex Patag Primary School
46. Ansiray Elementary School
47. Bangkal Elementary School
48. Bunlao Elementary School
49. Buri Elementary School (Upper Buri)
50. Mabini II Elementary School
51. Magbay Elementary School
52. Mangarin Elementary School
53. Mangarin Elementary School Annex
54. Mapaya I Elementary School
55. Quintal Minority School
56. Tagumpay Elementary School
57. Buri Elementary School (Lower Buri)
58. Catayungan Elementary School
59. Catayungan Elementary School Annex Silom Primary School
60. Iling Elementary School
61. Inasakan Elementary School
62. Ipil Elementary School
63. Labangan Elementary School
64. Mapaya IV Elementary School
65. Mapaya V Elementary School
66. Murtha Elementary School
67. Narra Elementary School
68. Pag-asa Central School
69. San Jose North District
Secondary Schools
70. Iling National High School

71. San Jose National Agricultural and Industrial High School Murtha
72. San Jose National Agricultural and Industrial High School Annex Mangarin
73. San Jose National High School
74. Pedro T. Mendiola Sr. Memorial National High School
75. Central National High School
76. OMNC Caminawit Extension
77. Ambulong Integrated High School
78. Magsaysay National High School Annex Mapaya National High School
c. Lifeline Access and Integrity
San Jose is accessible either by land, air transport or by sea travel.

Commercial Flights are available three times weeks (3x/week) via the Cebu Pacific
while travel by the sea is made possible by Montenegro Shipping Lines and Baleno
Shopping Lines from Batangas to San Jose Pier or via Calapan Pier or Abra De Ilog
Pieron a daily schedule. Dimple Star Liner and Mindoro Cooperative Transport Inc.
provide land transport connecting the municipal to other localities of the Island
using in either the Municipality of Abra Pier or Municipality of Calapan Pier.
Jeepneys provide the main mode of public transportation between San Jose
and other towns of the province. Vans, RORO transport and sports utility vehicles
(SUVs) are likewise numerous. The number of land vehicles in San Jose has grown
because of the population boom starting in the early 2000s. dimple Star and Roro
Bus has a direct bus route from Cubao (in Quezon City), ferry that operates between
Abra De Ilog, Calapan Mindoro Pier and Batangas City (a three-hour trip across the
Verde Island Passage).
Furthermore, San Jose is linked to all towns of Occidental Mindoro via mostly-
dusty provincial highway that runs from north to south. Roads in and around San
Jose are well-paved mostly on flat terrain. Local bus and jeepney operators ply the
route from the northernmost town of Abra De Ilog all the way to south of San Jose.
From San Jose Bus Terminal, travelers can ride a jeepney to Magsaysay, the last
town of the province of Occidental Mindoro, and further across the mountains of
Bulalacao, Oriental Mindoro via the newly constructed Roxas-Bulalacao-San Jose
Road.
An intricate road network connects all the 27 mainland barangays of San

Jose making them easily accessible A total of 498.219 kilometers road networks
surround the Municipality of San Jose providing internal and external accessibility
but 60% of which remains unpaved while 14.30 kilometers are municipal roads.
National highway within San Jose measures 73.03 kilometers in length while the
provincial road is 34.64 kilometers. Majority of said roads are classified as barangay
roads comprising about 76.34% share or 380.32 kilometers. Only about 38% of the
total barangay roads are paved while the rest are unpaved mostly concentrated in
the rural barangays. About 60% of the total road network remains unpaved isolating
areas during a heavy rainfall.
The total road network system of the municipality covers a total length of
748.92 meters divided into three classified barangays as follows: Urban Barangays
have a total road network system of 607.65 meters long, Rural (Mainland) Barangays
have a total length of 28.49 meters and the island (Rural Barangays) 28.49 meters.
Among the urban barangays, only 2 roads in Barangay Bubog are asphalted,
12 roads in 4 Barangays (Bagong Sikat, Bubog, Labangan Poblacion and San
Roque) have concrete roads; and only in Barangay Pag-asa with 5 roads are
macadamized.
In the case of the rural (mainland) barangays, majority of the length of the
roads of the barangays are asphalted; however, none is surfaced with gravel; eight
roads in 5 barangays (Central, Mapaya, Mpnteclaro, San Agustin and San Isidro) are
concrete; and no barangays are with macadamized surface roads.

With regards to the island (rural) barangays, majority of the roads of the
barangays are asphalted; none with gravel surface while a quite a number of roads,
too, are earth-filled surface; however, part of the roads of Ansiray, Ilin Proper,
Inasakan, and Labangan Ilin are of concrete surface; and only one road in
Barangay Pawican is macadamized.
Priority Development Plans

The 2016 - 2019 Executive and Legislative agenda of the Municipality San
Jose includes the consolidation and preparation of the Municipal Disaster Risk
Reduction and management plan. The organization and mobilization of Barangay
DRRMCs are also supported through this. The executive branch of the LGU has been
coordinating with the department of interior and Local Government (DILG) for
training in the DRRM and other relevant matters for the finalization adoption,
preparation of official DRRM plan of the municipality.
Other programs and projects included in the ELA 2016 - 2019 and the annual
investment plan are viewed to directly and indirectly support the DRRM activities of
the municipality. These are exhibited through the existing support on all sectors and
the implementation of several infrastructure projects.
Below are the lists of DRRM Major Development Programs/Projects:
Desiltation of canals
Coastal and seawall protection
Riverbank and mangrove rehabilitation program
Acquisition of operation and training equipment
Acquisition of misting machine for dengue prevention during rainy
season
Acquisition of potable water system and other materials needed
Acquisition of backhoe, loader and dump trucks
Acquisition of communication equipment and facilities
Acquisition of rescue boats, quick response vehicle (ambulance),
portable generators
Early warning system and communication equipment
Provision of crop insurance to be drawn from calamity fund
Construction of evacuation center
Search and rescue retrieval operation
Relief operation and evacuation activities
Financial assistance to disaster victims
Provision of medicines and other medical supplies
Conduct of Psycho-social and other related activities
Mobilization of RDANA Team
Provision of drugs and medicine during rehabilitation process
Rehabilitation of Infrastructures affected by calamity
Shelter assistance to disaster victims
Food for work program
Planting and agricultural assistance to affected agricultural areas
Disaster response program
Climate change mitigation and environment program
Other Information
Types of housing ownership varies from the total household of 29,173 of the 38
barangays of San Jose, 18,649 or 63.93% mentioned to be owners of their own
residences while others said that they own their residences without the consent of lot

owners, others rent their residences and lot, or that they stay in their residences, by
squatting, etc.
Residences in the 38 barangays vary in dwelling units in terms of materials
used. Some of them are in single detached houses or duplex dwelling units, others in
apartment/accessories, etc. In terms of materials used, some are using concrete
bricks, stone and galvanized iron, or light materials for walling purposes; others used
salvaged/makeshift materials.
Of the 29,173 total household, 5,070 or 17.38% are households without access
to sanitary toilets. Most of these households are noted at Inasakan, Natandol, Buri,
Pawican, Ambulong, Ipil and Catayungan.
Epidemic occurrences are most related to with environmental & sanitation
problem. Crude mortality rate is 3.0 percent. Around 36% of the total population
suffered from the different degrees of malnutrition. Day Care centers dispersed in
the locality and senior citizen center is available. Blighted areas are commonly
located in marine zone comprising more than 2,600 families. Basketball courts,
karaoke bars, disco houses, cockpit arena, mall and many more are also available
for recreational activities.
Protective force includes policemen and numerous civilian volunteers
otherwise known as Barangay Tanods. Grass fire and fault electrical wirings are
common causes of fire occurrences.

CHAPTER IV Risk Profile:
The Hazardscape and Recurring Issues
A. Hazard Assessment
Where and What We Are
Different stakeholders have made significant gains in DRR over the last few
years; however, gaps remain with respect to integrating specific activities in the
pre-event phases. A system for measuring gains based on reforms has not been put
in place. Likewise, the municipality has found to have no existing risk assessment,
vulnerability and contingency plans on multi-hazards which are likely to be
experienced by the area.
The Hazardscape
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 to 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 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. 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 (see
Annexes) 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.
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 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.
B. Vulnerability Assessment
A growing population, economic and environmental losses due to natural or

human-made disasters, provides the need for a systematic approach to the
management of risks. It is generally accepted that a multi-disciplinary understanding
of disaster risk management is required.
The ISDR (2002:25) defines disaster risk reduction as "the systematic

development and application of policies, strategies and practices to minimize
vulnerabilities and disaster risks throughout a society, to avoid (prevent) or to limit
(mitigate and prepare) adverse impacts of hazards, within the broader context of
sustainable development.
Vulnerability on the one hand means the degree to which an individual, a

household, a community or an area may be adversely affected by a disaster. On
the other hand, resilience is a measure of the capacity to absorb and recover from
the impact of a hazardous event. Traditional resilience is common in the less
developed countries particularly our country where disaster is a normal part of life
and group coping strategies are important.
Disaster risk management seeks to reduce the vulnerability of those

communities most at risk through improved access to services, development
opportunities, information, education and empowerment. It also seeks to enable
communities at all levels to uphold the optimal use, conservation and protection of
the natural resources of the country. This brought about a focus area for scientific
endeavors to achieve a better understanding of the hazards that shape our natural
and built environments, to set standards to bring about a safer world, for example,
interpreting the early warning signals of natural phenomena, similarly involving risk
reduction measures, contingency planning, and response to emergency events
triggered by both natural and non-natural forces within the agricultural sector.
In order to understand the vulnerability of agriculture it is necessary to

recognize a number of risks and hazards that can result in disasters, each with its
own peculiar characteristics. The following provides an exposition in this respect:
Although drought is a normal phenomenon worldwide it is often one the most

common and devastating disasters the municipality has to face. April 2016,
the Municipality has declared a state of calamity in selected barangays due
to extended drought which result into the spread of pests in crops.
Flooding is the most common environmental hazard worldwide, costing the
most lives after disease and transport accidents. Lowland communities in the
municipality have been experiencing this and become a perennial problem.
In line with current observed climatic conditions, global warming will not only
bring significant changes in the world's climate, but, could also have
significant effects on various sectors of the society and the economy.
Diseases like foot and mouth, swine fever, as well as a variety of diseases and
pests like locusts, red-billed finches and others are confronting animal health,
horticulture and field crops.
As the share of urban population in San Jose currently reaches about 50%
(out of about 150,000 local population), San Jose is becoming progressively
more urbanized, which is quite consistent with the trends in the developing
world. Population growth and urbanization is an increasingly important factor
to consider in policy-making
Poverty forces the adoption of unsustainable land-use practices whilst it is
common knowledge and countries with a legacy of deforestation, soil
erosion and over-cultivation, find their environment more vulnerable to
environmental hazards like floods and droughts.
Agriculture faces budget constrains with respect to research and technology
developments to cope with disasters. San Jose will have to commit funds to
deal with environmental degradation and disasters especially as far as
climate change is concerned
Commitment to prevent and mitigate actions that will reduce the probability
and severity of disaster events through stepping up awareness campaigns to
communities at risk, are largely absent at present. Actions should be
incorporated into existing and future policies, plans and projects of national,
provincial and local government, as well as policies and practices of the
private sector. Inequality, associated with the widening economic gap
between rich and poor, is closely related to disaster vulnerability

C. Capacity Assessment
The promotion of a culture of prevention is practically enabled by access

to examples of best practice in disaster risk reduction. In addition to the adoption of
such measures training and capacity-building strategies, mechanisms for
disseminating information on best practice indisaster risk reduction can make a
difference especially in South Africa where it is much needed as an integrated
function of all activities. This includes the development of learning material and
support guides for different risk scenarios and contexts for the agricultural sector.
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 not to 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.
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
operation level, the commitment of budget for DRR is not yet a practice. Putting up
separate office to handle DRR is mandated by the RA 10121 but doing so puts strain
in the government bureaucracy.
1. Multi-sectored platforms
There was minimal exchange of information and experiences on DRR outside

post-event activities. There are several initiatives on DRR provided avenue for local,
regional, national and international players in DRR in which to take stock of progress
and move forward. These are however not yet institutionalized.
2. Planning Instruments
The city has drafted its medium-term development goals as its planning
instrument. However, the plan has no policy statement about DRR and its role in
sustainable development and attainment of the acknowledge damage from
natural resources but that vulnerability jeopardizes development gains due to
socio-economic, environmental, and information losses.
3. Community participation
While preparedness measures are undertaken by some groups in

communities, there is weakness regarding linking these with the larger municipal
response and other post-event mechanisms. Ways and means to systematically
involve volunteers and community members in contingency planning exercises and
development processes should be done by the MDRRMC led by the local chief
executive. Roles and responsibilities must therefore be assigned to all stakeholders.
4. Resource allocation
LGUs are mandated by R.A. 8185 to allocate five percent (5%) of its Internal
Revenue Allotment (IRA) as Local Calamity Fund (LCF now called MDRRM Fund)
and can only be used upon declaration of a state of calamity by the local
legislative body. In 2003, a Joint Memorandum Circular issued by the Department of
Budget and Management (DBM) Circular issued by the Department of Budget and
Management (DBM) and the Department of Interior and Local Government (DILG)
permits the use of the LCF/MDRRMF for disaster preparedness and other pre-
disaster activities.
5. Data analysis, risk assessments, and maps
The LGU does not have the full capacity to generate data on disasters and
their impacts. On the other hand, local residents should also be mobilized and
enabled to provide ground truth data on risks and vulnerabilities. Some of the
techniques are already being employed by certain projects but are not fully utilized
to generate a more permanent database for communities and linked to the
planning information of LGU. It is not fully equipped with the capability to collect
and store planning data and information such as population statistics.
6. Information management and public awareness
When communication facilities break down during strong typhoons, the local
government does not have an alternative system to communicate warnings to
residents and inform when and where to evacuate. There is no proper early warning
system except the media organizations present in the municipality. Information,
education, and communication (IEC) campaign is not that intensive.
7. Upline and stakeholder coordination
The LGU should have established a direct link to national agencies

concerned to DRR. National, regional and local mechanisms to inform and educate
citizens in support of international coordination in early warning should be
established and utilized.
8. Formal education and trainings
Although posters are produced and distributed every year, budgetary

constrains limit the development, production and distribution of other IEC materials
using various media. Stakeholders should be enjoined to conduct their IEC
campaigns within their organization to instill DRR consciousness among the
management and staff. The message of the campaign shall be that managing risks
is everybodys responsibility; they are themselves champions of DRR.
9. Environmental integration
Enforcement of laws dealing with environment and natural resources has not
been easy. It has been known for the past decades that the decline and
degradation of forests, mangroves, mountain slopes, hydrological capacity of rivers,
and other natural attributes of communities have resulted in sub-optimal conditions
that lead to severe disasters impacts
10. Social development
Any progress to reduce vulnerability is easily set back as intractable issues

surface. Although there is increasing consciousness on finding ways to handle DRR in
places where armed conflict takes place, issues related to some crises need to be
dealt with. Integrating DRR into support systems for the poor and victims of disasters
needs to be institutionalized. Issues pertaining to food and grains, in particular and
poverty alleviation, in general are dealt with in a piecemeal manner.

11. Reduction of economic vulnerabilities
Very little has been done to protect economic activities and productive
sectors. Although some private enterprises may have business continuity plans, how
well these are linked with a local governments contingency plan leaves many
doubts.
12. Incorporating DRR to planning and population activities
Current planning practices need only to be enhanced so that DRR capacities

such as the use of appropriate tools at various planning levels are strengthened.
Suitability analysis of relocation areas should also be included among tasks in land
use planning by LGUs. A collaborative working arrangement with mapping and risk
assessment agencies and entities thus links with DRR partners are not only limited
during the hazard event or post-event activities but also further strengthened in a
broader development sense.
13. Post-disaster recovery and rehabilitation
Though generally heading towards a sustainable development approach,

post-disaster activities need to be assessed within the context of development plans
of the LGU.
14. Assessment of disaster risk impacts
Commitments to integrate DRR into their strategies, plans and programs are
steadily being carried out by government and non- government organizations,
however, it is evident that majority of infrastructures are sub-standards and are
prone to damages and destruction.
15. Policy review and other institutional mechanisms
Mainstreaming of DRR in line agencies and in the LGU is hampered by

unresponsive organizational structures and practices that need modification and
adaption to the risk management process. The local government need further
guidance from national government agencies and their regional offices to pursue
DRR as an intrinsic part of a devolved function and as an element of the
development strategy.
16. Updated contingency and other disaster preparedness plans
The SNAP quotes that, No disaster is the same as the last. Therefore,
stakeholders at different levels have to be alerted on this fact, and that new lessons
are learned after every disaster. It is therefore a must to update each contingency
plan periodically. The Municipality should always review its policies regarding the
disasters faced by the area.
17. Post-event reviews and contingency mechanisms
Post-event reviews that involve various stakeholders are not regularly

conducted.

CHAPTER V
Strategic Actions and Responses
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
A disaster resilient, climate change adaptive, highly responsive and proactive
community guided by an effective gender responsive/ sensitive local governance
ensuring efficient disaster preparedness and emergency response; health, cultural
heritage and ecosystems protection; and socio economic security with a diversified
livelihood strategies towards a safe environment, resilient and progressive city.
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 City of San Jose, Occidental
Mindoro;
(ii)Effectively mainstreaming disaster management issues into national
policies as well as in sector- specific development programs and projects.
Guiding Principles for Strategic Programming
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
Women and youth groups
Other vulnerable groups such as children and the physically challenged
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
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.
3. 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 Office.
Create an information board (website), print and broadcast media and
multimedia for information dissemination and announcements.
4. 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 programs
impacts on disaster and risk reduction management e.g. on the safety and welfare
of citizens.
5. Municipal/Local Emergency Strategy
There is already an existing national emergency strategy/plan. With the

aforesaid strategies considered, five specific objectives were formulated in attaining
a good DRRM plan:
(a) Responsive policies and enabling environment
The council has responsive policy that will enable an environment that will
enhance the capabilities of the working team towards disaster preparedness. It is so
important that an LGU should not only consider the disaster response but rather also
on disaster preparedness and mitigation. The LGU must adopt responsive policies
and legal framework that will enable them to act on matters of risk reduction and
emergencies. Through the following actions and responsive policies and legal
framework that will enable them to act on matters of risk reduction and
emergencies. Through the following actions and responses, the LGU is seen to work
at its best in terms of the above objective:
a) Establishment of Municipal Disaster Risk Reduction and Management Office

(MDRRMO) the MDRRMC is currently functioning as a council and is headed by its
executive committee. The MDRRMC was created and organized by virtue of the RA
10121, ahead of the issuance of DILG Memorandum Circular No. 2010-143 requiring
LGUs for the establishment of the above. The LGU sees the need to centralize the
disaster prepared, planning, and administration towards the best welfare of the
community through the establishment of a permanent office to oversee the above
functions.
b) Institutionalization of the DRRM Plan and professionalization of the MDRRMC the

adoption of a DRRM Plan is a must and seen to establish the springboard of
community awareness and disaster preparedness and mitigation, response and
rehabilitation, etc.
c) DRR dialogues with the stakeholders It is an important point to note that it is the
stakeholders who should be well-aware of the DRRM issues. Since the MDRRMC has
been reorganized, it has actively engaged stakeholders like some civil society
organizations and the community as a whole which has led to improved information
exchange and partnerships. The LGU is also in cooperation with other government

agencies like the DSWD, BFP, PNP, AFP, CAAP, PPA, PCG, DILG and NGOs such as:
REACT Sandugo, Philippine Red Cross, Jaime Ongpin Foundation and many others.
d) Enhancing capacity development needs of BDRRMCs the MDRRMC should

have its counterpart on barangays. RA 10121 mandates the mobilization of
Barangay DRRM Committees so as to strengthen community-based DRRM.
LGU financial and technical assistance may be sought for this. This aims to
better equip BDRRMCs for mitigation and response through proper trainings and
other relevant assistance.
e) Mainstreaming the DPR in the peace and order and other LGU plans and
programs By integrating DRRM in the LGU programs, community awareness and
participation will easily encompass each sector of the society.
f) Mainstreaming DPR to the CLWUP
To better facilitate and pursue DRRM programs, the LGU must pursue its
programs through cost-effective and efficient ways and means in offsetting social
and economic losses during disasters and emergencies. This will also boost the
localitys preparedness to disaster recovery.
a) Multi-stakeholder partnerships as exhibit by the national government and

other LGUs, public-private partnerships is an effective disaster impacts and losses.
This is best exhibited through partnership arrangements with stakeholders,
agreements with the business and private sectors, and resource generation from
cooperating sectors.
b) Resource mobilization and partnerships with other government agencies

This will properly regulate the available funds associated for the DRRM. The LGU
should be careful in the inventory of available resources and strategic approach in
mobilizing resources for DRM. It is mandated that 5% calamity fund shall now be
called DRRM Fund and those portions of the DRRMF that are unexpected within the
budget year shall be kept on a trust fund and will only be allowed to be spent for
other purposes only after five years if not spent for DRM in the following years.
(c) Support systems
The use available and practicable tools in support of the DRM programs must
be available to enhance and achieve DRM goal and objectives. These are
technologies from different fields of science that may be useful in this program
implementation. Through these, decisions are well-supported by stakeholders in
reducing disaster impacts.
a) Database generation and knowledge management Baseline data and

information are important for appropriate hazard, vulnerability and risk assessment
and effective disaster response. These are essential tools in understanding the
historical disaster trends and thus, accurate decisions are made. It includes the
necessary topography and hazard maps, nautical charts, and disaster information
management system. DRM is considered a field of study. Systematizing available

knowledge resources on DRR needed by variety of stakeholders will effectively
enlighten citizenry.
b) Synchronizing of DRR on all sectors this will harmonize DRR with the
development thrusts and planning procedures of the local government.
c) Preparedness for effective disaster response Mobilizing resource for

response requires a strategic approach. Unbalanced and uncoordinated responses
during disasters will persist unless protocols are established. Having standard
operating procedures (SOPs) on effective responses will make interventions
meaningful and resource spending cost effective. To tap it all, there is a need for
enhanced strategies including coordination mechanism and infrastructure.
(d) Enhancing the safety program implementation
The use available and practicable tools in support of the DRM programs are
available to enhance and achieve DRM goal and objectives. These are
technologies from different fields of sciences that may be useful in this program
implementation. Through these, decisions are well-supported by stakeholders in
reducing disaster impacts.
a) Formulation of adopted and comprehensive Multi-Hazard Mitigation Plan,

Vulnerability Plan, Search and Rescue Plan, and Risk Assessment Plan through the
formulation of these comprehensive plans, the local government will be able to
formulate standard measures in disaster mitigation and preparation. Operations
team and role-players shall have uniform movements and coordination.
b) Information, education, and communication (IEC) campaign

Communicating the DRR or alertness campaign should always be accompanied by
proper information and DRR education. A well-educated community on DRR is
better than by just promoting alertness to the people.
c) Institutional and technical capacity building through educational research

and trainings The LGUis prioritizing volunteer and council member trainings and
capability building. This will enhance the capabilities of the involved personnel and
volunteers to mitigate disaster. There is need to ensure that a critical mass of
disaster professionals and researchers is produced to satisfy the countrys demand
and sustain a viable source of input for deepening knowledge on disasters in the
country. A disaster research and technology development (DRTD) agenda based
on an assessment of research needs is critical for the country. Research is needed in
the areas of interface of climate change and disaster risk reduction, impact
prediction, early detection and warning systems. Disaster issues need to be
addressed in the context of capacity assessment with a view of desired future
capacities. Thus, institutional and capacity building shall be based on an
understanding of capacity assets and needs. Capacity development strategies shall
strengthen the institutional environment and build up capability for disaster risk
management on the ground.
d) Forecasting and early warning systems This requires understanding and

mapping different hazards, technologies for monitoring and forecasting impending
events, processing and disseminating understandable warnings to political
authorities and the population, and undertaking appropriate and timely actions in
response to the warnings, and review/update of contingency plans and
drills/rehearsals. They provide information so that individuals exposed to the hazard
can take action and prepare to respond affectively.
e) Risk assessment, vulnerability, and contingency plans A robust system,

that helps government and citizens know the physical and environmental risks they
are exposed to, is necessary to deal with natural hazards. This project requires input
such as base maps and historical records from the information system as well as
knowledge base. Appropriate methods for assessment of vulnerability and risks are
agreed upon and utilized for their regular conduct. Assessment results serve as input
to scenario building and estimation of damage losses, thus they assist in making
preparedness and recovery plans. A system of priorities in terms of public and critical
facilities, and vulnerable in the town and barangays are strategically established.
(e) Monitoring and evaluation
Monitoring and evaluation is requisite of a good plan. Impact evaluation

should always follow in order to assess it properly and correct the flaws
implemented.
a) DRRM monitoring and assessment tools Through the MDRRMO which is the
implementing body of the MDRRMC, certain policies in the DRRM Plan should
consider evaluation. In this case, monitoring tools and evaluation are of great help.
The following is the Strategic Action Plan formulated by the Council late as the
roadmap of the Municipal Disaster Risk Reduction and Management in the City of
San Jose, Occidental Mindoro:

CHAPTER VI
Climate Change
There are two main policy responses to climate change; mitigation and
adaptation, mitigation addresses the root causes, by reducing green house gas
(GHG) emissions, while adaptation seeks to lower the risk posed by the
consequences of climatic changes. Both approaches will be necessary, because
even if emissions are dramatically decreased in the next decade, adaptation will still
be needed to deal with the global changes that have already been set in motion.
Humans have been adapting to their environments throughout history by

developing practices, cultures and livelihood suited to local conditions from the
Mediterranean siesta to the Vietnamese practice of building homes on stilts to
protect against monsoonal rains. However, climate change raises the possibility that
existing societies will experience climatic shifts e.g., temperature, storm frequency,
flooding and other factors that previous experience has not prepared them for.
On the other hand, disaster hurt the poor and vulnerable the most. The
economic impact can be devastating for a poor municipality of barangay. The
impact of disasters will continue to rise with climate change exacerbating such
trends. Mainstreaming disaster risk management in development planning can
reverse the current trend of rising disaster impact. Economic development,
population growth and rapid urbanization are driving the rising trend in disaster
losses. Urban areas along the coastal zone are more vulnerable to water-based
disaster. However, many municipalities lack the tools, expertise, and instruments to
factor the potential impacts of adverse natural events in their investment decisions.
Disasters often follow natural hazards. A disasters severity depends on how

much impact hazard has on society and the environment. The scale of the impact
turn in depends on the choices we make for our lives and for our environment. These
choices relate to how we grow our food, where and how we will our homes, what
kind of government we have, how our financial systems works and even what we
teach in schools. Each decision and action makes us more vulnerable to disasters
or more resilient to them.
The Municipality Climate Change Adaptation Plans
Adaptation to the adverse effects of climate change is vital in order to

respond to the impacts of climate change that are already happening, while at the
same time prepare for future impacts. Successful adaptation not only depends on
governments but also on the active and sustained engagement of stakeholders
including national, regional, multilateral and international organizations, the public
and private sectors, civil society and other relevant stakeholders.
Adaptation measures may be planned in advance or put in place

spontaneously in response to a local pressure. They include large-scale infrastructure
changes such as buildingdefenses to protect against sea-level rise or improving
the quality of road surfaces to withstand hotter temperature as well behavioral
shifts such as individuals using less water, farmers planting different crops and more
households and businesses buying flood insurance.

The following discussions were lifted from the Municipality CCAAP. The
consultant team noted however that the adaptation plan is based only on four
parameters such as erosion, flooding, and landslide which is actually the geohazard
map generated by the MGB-DENR, and Tsunami from the DOST-READY project. The
coincidence of the various extreme events to generate the multi-hazard maps was
not also generated. Likewise the watershed delineation does not conform to its
definition and in accordance with the DENR guidelines and the Forestry Code of the
Philippines. We however find the CCAAP a valuable resource for the initial
adaptation strategies and using the output of this mapping and analysis the CCAAP
could be easily improve and updated. Illustrated in Figure 7.1 is the watershed
delineation of the Municipality versus that of what is defined.
Vision
San Jose, may maunlad na agrikultura, sentro ng kalakal at industriya sa
Occidental Mindoro tahanan ng mga mamamayang sapat sa
pangangailangang panlipunan, nagmamahal sa kalikasan at masayang
namumuhay sa isang Maypayapa, maka-Diyos at makataong pamayanan.
In line with the Municipalitys vision statement, it clearly shows that the municipality,
aside from the development of the economic and social sectors, also envisions
having a productive and sustainable forest to contribute in ecological balance of
the environment and to provide stable livelihood and recreational space for the
community. Thus, enhancing, conserving, safeguarding and optimizing the
productivity of the forest and forestland resources of the municipality for the interest
and welfare of the present and future generation will be the result.
The Municipality Adaptation Plans and Strategies
Our determination to pursue our initiatives hinges on a deep-seated

conviction that the fight against climate change is not only necessary to
ensure our well-being and that of future generations but is also an
opportunity for economic growth.
The Municipality of San Jose has formulated its own Climate Change
Adaptation and Action Plan (CCAAP) for calendar year 2014-2018. The plan also
considers three essential planning documents, which the Municipality formulated in
the past, namely: 1) capacity development and executive-legislative agenda, 2)
the Municipal disaster risk reduction and management plan, and 3) the forest land
use plan.
This Municipal CCAAP is the cornerstone of San Joses strategic approach to

climate change. It presents and array of tools that will contribute to the attainment
of the provinces, if not the countrys, objectives with respect to GHG emission
reduction and adaptation to climate change impacts. The action plan is not the
only means at San Joses disposal to attain its objectives, far from it: other strategies
policies and key directions will bolster its efforts in the coming years, in the particular
in the areas of transportation, land-use planning and energy.
In order to address the issues by sector Municipality Adopted these

development plans: towards an environmentally-protective, climate change
adaptive and disaster resilient local governance in the following action plan.

In the realm of climate change, San Jose is acting simultaneously to: Increase
the covers of identified forestlands; and, strengthen its resilience to anticipated
climate change impacts. This should lead to increase of forest covers and
sustainability of agrofisheries productions despite the new normal.
The fight against climate change is synonymous with investments in energy

efficiency, increased use of locally produced renewable energies, and the transition
to a green economy. Correspondingly, business and the economic will be
strengthened and become more competitive, which will have a positive impact
from the standpoint and become more development. The development of
products and technologies linked to climate change will also enable businesses to
capitalize on new markets and export niches. Our collective and individual
vulnerability to rising energy prices and, more specifically, to the price of imported
oil, will be reduced.
The attainment of San Joses objectives regarding adaptation to climate

change requires the mobilization and commitment of all key stakeholders in the
municipal sectors, industry, private sector businesses or community organizations.
The CCAAP 2018 will be reassessed at midpoint to ensure the efficiency of the
measures proposed in it. Accordingly, in light of the additional budgets available,
other initiative aimed at further CCA-related programs will be added under the
second paste of the CCAAP.
A. General Strategies
In order to implement and operationalized the plan, the general efforts of the
Municipalitys shall be undertaken. The recommendations at this point are based on
the analysis of the existing situation:
a) Zoning: Designated areas for protection forest and production forest to

enhance potential investors in the industries of tourism, cattle, mining, rattan,
furniture, fuel wood, fruit, water, irrigation, and power supply. The following are the
defined zoning.
1. Protection zone.
Protected area (NIPAS Act)
Mangrove, coastal, flooded, erosion and landslide areas (Republic
Act 711)
Salvaged zone (Republic Act 141)
Conversation areas of critical habitat for. Philippine Teak
(Malayabayabas) and hairy cloud rat and other wild life species at
Ilin/Ambulong as Ordinance No.771 Series of 2012.
CADT area
Production Areas
Grazing/cattle industry
Tourism (outside and inside PA/CADT and Ilin-Ambulong island)
SIFMA/IFMA
CBFM
Mining areas
Timber/fuelwood/fruit

Enhance socio-economic and tourism activities with an assurance of not
degrading the physical and social environment. The Enhancement in the quality of
life like wise enhances other economic activities for eco-tourism. Such
complementary activities include operating provide eco-tourist destinations, making
investment in tourism-related facilities and enterprises and providing specific services
for local and foreign tourists.
b) Allocation of Open Access Forest Lands
Proper delineation and allocation of open access within the protection zone
(inside PA, CADT, Mangrove and Salvage zone and Ilin-Ambulong island) and
Production zone inside the PA, CADT, Tenured areas (CBFM, SIFMA, FLGMA,FLAGT,
etc.), untenured areas (Open areas) shall be undertaken. The open access shall be
identified and determined to include those areas with claimants (with tenurial and
without tenurial instrument) and without claimants. The areas not covered by the
tenurial instruments and the areas claimed without tenurial instruments are
considered open access and these are recommended to be established as CBFM,
SIFMA, IFMA, FLAGT, FLGMA, FLAgT (Tourism), Mining , Grazing, NGP, Barangay
Forest.
Collaboration among the different stakeholders of the barangays most

especially those involve in the forest land use plan to resolve such issues or conflicts.
Accountability and participation of stakeholder plays a vital role in the
management of forest and forestlands. Intensive information and dissemination
should be conducted to let local communities be aware of the current state of their
forest and forestland area for them to understand and extend the necessary
support in the reservation and rehabilitation of the forest and forestlands area.
c) Prioritization of Sub-Watersheds
Priority for development and protection is the Busuanga watershed then

second is Ilin-Ambulong islands, and third is Labangan watershed. In the allocation
of government project Busuanga watershed is considered as priority. Enhance the
improvement and strengthening of local governance. Strict implementation local
ordinance regarding the proper utilization of the natural resources. Information,
Education and Communication (IEC) campaign is an important instrument of
information disseminations.
d) Developing the priority sub-watershed
Intensify advocacy in developing and protecting watershed areas by

including the Municipality under the National Greening Program (NGP)
e) Socio-Cultural
Population:Controlled and/or regulated population growth and enhance

information dissemination and campaign about family planning.
Education: Provision of assistance through the LGUs, National Government,

Private Organizations, NGOs, TESDA and religious Sectors education programs
to upgrade competency/skills of educators/teachers, encouraging more
students to enroll in schools, fund sourcing campaigns and/or seeking
assistance for higher budget allocation for education improved/better
access to education, and promotion of scholarship grants to poor but
deserving students/pupils.
f) Socio-Economics
Agriculture: Increase agricultural production and eventually achieve self-

sufficiency in food. Preserve prime agricultural lands as the vital sources of foods and
marine sanctuaries through strictly prohibition of future encroachment. Increase
technology transfer and skills development training in agricultural production.
Undertake/use improved methods and techniques in livestock and poultry
production and management, Including disease prevention and control. Protect
fisher folks rights especially of the local communities in the preferential use of the
municipal waters and prevention illegal fishing in the area, such as the use of the
dynamites, use of fine meshed nets and poaching. Improve the accessibility such
as farm-to-market roads of the Ilin island and additional programs that will address
market issues of the producers or traders which cater the market, etc.
High production cost of the island barangays. Designate and established a

Bagsakan Center for their products. Establish satellite offices/agency units at the
Iling Islands to cater and address different problems. Note: include poaching and
use of illegal fishing activities in the key issues and problems.
Industry: Revive, Promote and encourage an Agro-Service Industry in the

municipality. Provide marketing, financial and technical assistance to local industrial
entrepreneurs. Create adequate non-farm employment opportunities in the
communities to augment family income and intensify advocacy campaign on labor
oriented resource based industries in coordination with other institutions such as
the Department of Trade and Industry. Identified and Promote tourism industry within
PA, CADT, foreshore/salvaged zone area, and in island areas; processing industry,
(timber, fuel wood, furniture); cattle industry; salt and fishpond industry, mining
industry; water for irrigation/power industry; Cattle industry shall be revived to
generate more employment and nutrients needed for the people and children.
Government Agencies should synchronize and/or establish a one stop shop for the
processing and issuance of appropriate tenurial instruments.
Labor and Employment: Invite investors to generate employment
opportunities. Provide assistance and processing their tenurial instruments. Provide
one year moratorium for tax incentives on possible investors. Undertake priority
measures for labor and employment opportunities to qualified local residents to
enhance their involvement in FLUP activities.
Housing and Social Services:Ensure the security, comfortability and

accessibility of the housing units to the beneficiaries place of work or basic source of
livelihood. Establish housing facilities outside the hazard zone areas such as floods,
landslide and low lying areas. Provide health center, Day Care Center, Fun and
leisure facilities, home for the aged, etc.
Health, Nutrition and sanitation: Improve/upgrade the existing health facilities

and services. Consciousness of the people on health, nutrition, and sanitation should
be enhanced. Adequate supply of medicines, as well as, medical and dental
facilities, equipment, health and nutrition personal and workers for an effective
delivery/extension of health, nutrition and sanitation services to the community shall
be provided. Moreover, enhancement of knowledge and skills for the
medical/health and nutrition personnel, volunteer workers, and local readers are
very important. Intensify information and communication drives on health, nutrition
and environmental sanitation. An alternative medicine in the barangays should be
encourage. In addition, promote or incorporate organic farming, herbal farming/ in
the establishment of barangay nurseries, improve the availability of water system
and promote and intensify Food Security Program in the area by coordinating with
the Municipal Agricultural Office, the Municipal Health Office and the Sub-Office of
the Municipal Nutrition Action Officer.
Protective Services:Coordinative functions of units, agencies, and

organization, in providing protective services to the populace in the locality should
be promoted. Logistical support, Skills/capability building of barangay tanods,
Bantay dagat, Bantay Gubat, Forest Protection officer should be undertaken to be
effective in the performance of their functions in their areas of responsibility
particularly in the protection of the forest and forest lands. Encourage people
participation in maintaining peace and order the area.
Welfare Services: Encourage participatory development and implementation

of social welfare programs and services (4 Ps Pantawid Pamilya Program, Solo
Parent, Senior Citizens Programs). Medical assistance provided by the local
government (supplemental feeding of MSWD) feeding, outreach program, medical
mission, mass wedding, funeral support). Seek support for additional competent
social welfare personnel, facilities, service vehicles to enhance the implementation
of or delivery of social welfare services especially in far-flung areas. Establish a core
shelter project in disaster prone barangays. Promote and intensify preschool
education program. Coordinate with other concerned units or organization.
g) Infrastructure System
Road Network: Development of functionally related and coordinated road

networks with each component able to perform its designated functions efficiently
in harmony with other functioning components. There should be a continuous and
proper maintenance and improvement of the Municipal roads, streets, and
pathways in all settlements and activity centers. Establish a coastal road project for
accessibility to end from the remotest sitios/barangays of the municipality and
construction of barangay roads in all barangays of the municipality.
Adequate development efficient farm-to-market roads in order facilitate the

transport of agricultural produce from reduction areas to the markets,thereby,
improve opportunities for agriculture and fishery which form the economic
backbone of the municipality.
Sea transportation: Improve transportation facilities such as piers from island

to island provinces. Construction and improvement of Municipal Port Area Building
Facilities (i,e., warehouses, passengers waiting area, ticketing area, guards post,
etc.). Installation of lightning facilities and water supply in the area. Lobby for the
establishment of Inter-Island roro for San Jose to Coron, to Boracay, to manila or to
batangas.
h) Public Utilities

Communication: Enhance information dissemination through the use of the
proper media, computer and WIFI per barangay.
i) Power Supply
Expand, upgrade and improve the power facilities and capacities to meet
the present and future requirements of all residents and economic activities in the
area. Encourage the sustainable power supply like solar panel. Lightning facilities in
the island and promote solar facilities.
j) Water Supply
Proper maintenance of water works system through constant improvement

and expansion of all existing water systems in the area, e.g. pipe system, artesian
wells, etc. to assure the people of a continues supply of potable water. Provision of
artesian wells, jetmatic pumps in communities without piped water system. Improve
the facilities of water system. Introduce and construction of mini dams along
selected water sources or drainage catchment areas in the upland communities.
k) Solid Waste Management
Enhance efficient ways disposal systems in the municipality by promoting

solid waste avoidance/reduction, segregation, recycling, reuse and composting in
accordance R.A 9003 and boost peoples knowledge on the importance of proper
waste disposal.
l)Forest Resources Management
The benchmark of the Local Governance Performance Management System

(LGPMS) State of Local Development, Electronic Report (e-SLDR) forest cover
should not be lower than 50%. The establishment of three plantation and other
activities, cutting of trees for charcoal is banned and will ensure the protection of
the forest cover.
The development of mining industry in San Jose shall be pursued in

accordance with the existing environmental laws and regulations. However, People
are still passive on this matter and thus, mining still range in quarry of sand and
gravel. The mangrove (Bakauan Species) Development Project Located at the
coastal barangays which are is relatively flat the terrain and once a mangrove
forest that serves as buffer zones against strong winds and big waves and as a
breeding site for both terrestrial and marine biodiversity.
Immediate rehabilitation to replenish the devastated mangrove resources.

Vegetative cover comprises mainly of agricultural crops such as coconuts,
vegetables, bananas and a few mangrove species and vines that grow over
the area. The area is awarded to the actual occupants through the
Integrated Social Forestry Project (ISFP) by the DENR and Fishpond Lease
Agreement (FLA) by Bureau of fisheries and Aquatic Resources (BFAR). The
Municipal Government has already enacted its Environmental Code.
However, its implementation and future is still uncertain.
Policies and Strategies

Protection and maintenance of the municipal forest and water territories
Educating barangay LGUs on the protection and conversation of natural
resources
Strict Implementation of forestry and fishery laws
Eradicating the occurrence of illegal fishing activities while revitalizing marine
resources
Eradicating the occurrence of illegal logging activities
Educating upland farmers and soil and water conservation and protection
Introduction of Sloping Agriculture Land Technology (SALT)/contour farming
Protection and rehabilitation of denuding mangrove forest which serve as
nursery ground to fishes, prawns, crabs, and shellfishes
Protection of soil and estuaries from storm, waves, soil erosion
Serving pollution sinks to near shore waters
Properly monitor sand and gravel extraction and other natural resources
extraction
Projects and Programs
Mangrove areas rehabilitation and protection program.

Coastal Zoning. Detailed allocation of coastal areas for various uses should
be undertaken to protect marine habitat and promote sustainable
production. It shall be a result of complex interplay from various factors.
Creation and mobilization of Municipal Water Resource Management
Council and the reviving of the Forest and Environment Protection Council
Mobilization of Bantay Kalikasan/Forest Guards and Bantay Dagat Task Forces
Establishment and development of municipal nursery
Tree planting activities
Trainings and seminars on illegal fishing while giving alternative livelihood for
illegal fisherfolks
Acquisition of needed office and equipment and procurement of vehicle for
monitoring
Livelihood projects for Bantay Gubat and Bantay Dagat
Full operationalization of the Municipal Environment and Natural Resources
Office
Adoption of Municipal Environment Code
m) Urban Ecosystem and Waste Management
The compliance to the Ecological Solid Waste Management Act of 2000 RA

9003 shall be pursued. The Municipality issued executive order and enacted local
laws in consonance with the environmental laws as basis for the implementation of
the Ecological Solid Waste Management Program (EWSM). San Jose Generates
about more than a ton per day waste collection and serve thirty-eight (38)
barangays, specifically 13 of the urban barangays, to come up with an
environmentally safe waste management and disposal.
The local government is now in study and preparation for the decentralized
the EWSM program to the barangays and puroks requiring all barangays to
implement a comprehensive barangay solid waste management program that will
highlights waste segregation, reduction and recovery schemes. These will enjoin
barangay officials, all sectors and households to cooperate and implement the
program. To fully implement, the LGU set a pick-up point and business, NGOs and
local government were also mobilized since they plan an important role and to
actively participate in the program.
The establishment of air quality monitoring station in the municipality through

the logistical support from Department of Environment and Natural Resources-
Environmental management bureau (DENR-EMB) must also be conducted.
However, a massive Information, Education Campaign (IEC) can fully support to the
on-going support Anti- Smoke Belching Program and other related solid waste
management programs.
Policies and Strategies Urban Ecosystems and Waste Management
Reduction of waste generation from different sources

Increase consciousness of the local populace regarding ecological waste
management
Prevent settlement formation within the disposal site and avoid
encroachment of conflicting uses
Develop sanitary waste disposal facility and inculcating to everyone that the
success of waste management lies on them
Sustain cleanliness and orderliness within the municipality
Development of a comprehensive action plan for ecological solid waste
management
Projects and Programs on Ecological Waste Management
a) Information Campaign. Massive information campaign shall be

undertaken to disseminate ecological waste management system highlighting
waste reduction methods and techniques that will include segregation of household
waste.
b) Designation of Eco-Aides. The Eco-Aides shall be responsible in collecting

segregated waste from households. Collected waste shall be returned to junk shops
and recycling stations.
c) Construction and Material Recovery Facility. Under RA 9003 otherwise

known as the Ecological Waste Management Act of 2002 every local government
unit is mandated to provide a Material Waste Recovery Facility (MWRF) at the
barangay level.
d) Construction and development of sanitary disposal site. Improvement of

the 8- hectare area allocated for waste disposal is essential to mitigate pollution to
rivers and other water bodies.
e) Efficient Solid Waste Collection. Collection of waste should be regularly

undertaken
Maintenance of a controlled dumpsite

Incentive scheme to barangays complying to RA 9003
Procurement of vehicle and equipment for monitoring
n) Freshwater and Marine Ecosystems

In mid-2013, the program for protection and preservation of water supply by
the local government of San Jose through the City Environment and Natural
Resources Office (ENRO) has targeted the stretch of Pandurucan River for
watershed development and that of the busuanga River to ensure that supply of
water for household and industrial uses can be sustained. The target is reflected in
the FLUP and with the proposals made by the private partner of the San Jose Water
District.
Policies and Strategies/Projects and Programs
Identification of more watershed areas and reforestation/mangrove

reforestation
Adoption of policies such as Watershed Management and Preservation
Ordinance and ensuring the presidential proclamations preserving these
areas
Delineation of river shores and preventions of built-up and other activities like
livestock along the rivers.
Construction of slope protection
Establishment of linear parks along the river
Mangrove reforestation in some coastal areas
Construction of break water near Barangay Poblacion IV and V
Mobilization of Bantay Dagat Task Force and provision of livelihood for each
member
Enactment of Fisheries of Aquatic Resources Code, Comprehensive Land
and Water Use Plan
Establishment of marine boundaries
LGU DRMM PLANS
Disasters risk reduction is the concept and practice of reducing disaster risk
through systematic efforts to analyze and reduce the causal factors and disasters.
Reducing exposure to hazards lessening vulnerability of people and property, wise
management of land and the environment and improving preparedness and early
warning to adverse, events are all example of disaster risk reduction.
Disaster risk reduction is everyones business. Disaster risk reduction includes

disciplines like disaster management, disaster mitigation and disaster
preparedness, but DRR is also part of a sustainable they must also reduce
disaster risk. On the other hand, unsound development policies will increase
disaster risk and disaster losses. Thus, DRR involves every part society, every
part of government, and every part of the professional and private sector.
LGUs DRMM Strategies
The Municipality of San Jose has been experience 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 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 view of this situation the government put in law, the PDRRM Act of 2010in
May 2010 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 development of this strategic plan is undermined by a comprehensive

disaster management approach that seek 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 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 (Disaster Risk Reduction And Management Plan Municipality
of San Jose, Occidental Mindoro 2011-2015).
A. Goals and Objectives
Goal: Consistent with the national DRRM Framework and the Strategic
National Action Plan (SNAP), the municipality of San Jose aims to build the resilience
of rural and urban communities to disaster. In more concrete terms, the expected
outcome is to reduce disaster losses in lives, in the social, economic and
environment assets of communities within the municipality. Its sets targets to
coincide with the medium-term timeframe local development plan. Its objective
provides support to strengthen cooperative and coordination mechanisms among
various sectors and stakeholders.
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 the laws enacted
by the government authorities in order to attain the following objectives:
a. 1. To achieve zero casualty in times of disaster through an effective

and efficient disaster control and mitigation mechanism
1. To ensure an organized and mobilize Barangay Disaster Risk Reduction and
Management Committee to each barangay as a functional sectoral
committee of each Barangay Development Council;
2. To have an easy access to help care and other medication in times of
disasters;
3. To have an easy access and ready relief goods and services such as proper
shelter, enough food and clothing;
4. To increase the level of awareness regarding disaster preparedness among its
stakeholders;
5. To ensure that all possible logistical support during pre-disaster activities and
during response are ready and properly organized;
6. To ensure that the 5% of the LGUs IRA allocated as Calamity Founds be
properly utilized;
7. To strengthen and/or re-organized our Local Disaster Risk Management
Council (MDRRMC, BDRRMCs);
8. To act immediately on the identify program of priorities of the different
sectors;
9. To ensure the full implementation of this Contingency Plan during the actual
operation;
10. To create the Special/Technical Working group, Whose members will be
responsible for monitoring early warning signals, updating plans, activities and
resources; and
11. To provide psychosocial treatment/counseling to disaster survivors who need
it most.
Policies and Strategies
Ensure community resiliency and knowledge on disaster and protocol

Increase consciousness of the local populace regarding ecological waste
management, climate change and DRRM
Prevent settlement formation with the disposal site and avoid encroachment
of conflicting uses
Sustain cleanliness and orderliness within the municipality
Development of a comprehensive action plan for ecological solid waste
management
Integration of the forestland use, land use, water use and climate change in
the DRRM sector.
Linkaging with NGO-POs, CSOs, barangays LGUs, Academic institutions and
other LGUs
Access to donors and DRRM supporters
Project and Programs

Establishment of integrated Socio-Economic and DRRM database
Information Campaign Massive Information Campaign shall be undertaken
to disseminate ecological waste management system highlighting waste
reduction methods and techniques that will include segregation of
household waste,
Climate change adaptation and DRRM/CCA related concerns.
Incorporation of DRRM concerns on barangay for a and assemblies as well as
conduct of flood and earthquake simulation activities
Operationalization of MDRRM Office and 24/7 Emergency Operation Center
and the Municipal Environment and Natural Resources Office
B. LGU Hazard Assessment Status Report
The municipal has found to have no existing risk assessment, vulnerability

and contingency plans on multi-hazards which are likely to be experienced by the
area. This has resulted to implementation delays and unaddressed gaps. As of now,
the technical working group is gathering all pertinent data to formulate the
following:
1. Contingency plan for earthquake and Tsunami

2. Risk Assessment and Vulnerability (RVA) Plan
3. Multi-Hazard Mitigation (MHM) Plan

Barangay classification Based on disaster Flood
Epidemic
PLAIN BARANGAYS
Waste file-up
Flood, Pests, Vehicular, Accidents Fire
Typhoo, Diseases, Hunger Earthquake
Drought (El Nino) Tidal Wave
Fire Tsunami
Earthquake, Tornado Dike Breach
Building Collapse
INLAND/UPLAND BARANGAYS
Oil Spill
Typhoon Grass Fire
Landslide
Arm Struggle between AFP & ISLAND BARANGAYS
NPA, flashflood Typhoon
El Nino, La Nina, Fire and Epidemic
Earthquake Waste
COASTAL BARANGAYS Fire
Earthquake
Typhoon Tidal Wave
Tsunami
Oil spill
Grass fire
The local government is also under the dialogues use with concerned
national agencies for the training on DRRM in order to enhance the capabilities of
the LGU on disaster mitigation, preparedness, response and recovery. Presently, it
has acquired about 30 multi-cabs, Dump trucks, pay loaders, Bulldozer, back hoe
and other heavy equipment which are seen helpful in disaster response. The
aforementioned especially the multi-cabs are distributed to different offices and
barangays.
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. On the other
hand, some parts in the north and east including some parts of the island
barangays, which are mountainous are risked to landslide.
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.
Coastal areas and urban areas of the municipality are liquefaction

susceptible as identify by Liquefaction Susceptibility Maps of the Philippines and the
Active Falls and Liquefaction Susceptibility Maps of Region IV-B (see Annexes) from
the Philippine Institute of Volcanology and Seismology. This has also further
elaborated that Sothern Mindoro Fault, One of the active fault 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, PHIVOCS Tsunami
Hazard Maps 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.
Environmental factors such as denuded forest 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 landslide and floods. The
likelihood of drought and poor availability of water is also increase 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.
C. Vulnerability Assessment
The International Strategy for Disaster Reduction (ISDR 2002:25) defines

disaster risk reduction as the systematic development and application of policies,
strategies and practices to minimize vulnerabilities and disaster risks throughout a
society, to avoid (prevent) or to limit (mitigate and prepare) adverse impacts of
hazards, within the broader context of sustainable development.
Vulnerability on the one hand means the degree to which an individual, a

households, a community or an area may be adversely affected by disaster. On the
other hand, resiliencies a measure of the capacity to absorb and recover from the
impact of hazardous event. Traditional resilience is common in the less developed
countries particularly our country where disaster is a normal part of life and group
coping strategies are important.
Disaster Risk Management seeks to reduce the vulnerability of those

communities most at risk through improved access to services, development
opportunities, information, education and empowerment. It also seeks to enable
communities at all levels to uphold the optimal use, conversation and protection of
the natural resources of the country. This brought about a focus area for scientific
endeavors to achieve a better understanding of the hazards the shape our natural
and built environments, to set standard to bring about a safer world, for example,
interpreting the early warning signals of natural phenomena, similarly involving risk
reduction measures contingency planning and response to emergency events
triggered by both natural and non-natural forces within each sector.
D. Capacity Assessment
The promotion of a culture of prevention is practically enabled by access

to examples of best practice in disaster risk reduction. In addition to the adaption of
such measures training and capacity-building strategies, mechanism for
disseminating information on best practice in disaster risk reduction can make a
difference especially in South Africa where it is much needed as an integrated
function of all activities. This includes the development of learning material and
support guides for different risk scenarios and contexts for the agricultural sector.

With a paradigm shift from response and relief to preparedness and
mitigation, long-term recovery needs to be considered earlier or before hazard
strikes. Planning for recovery essential becomes part of preparedness planning. As
the enactment of RA 10121 was welcomed, the Build Back Letter 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

organization, 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.
E. Data analysis, Risk Assessments, and Maps
The LGU does have not a full capacity to generate data on disasters and their
impacts. On the other hand, local residents should also be mobilized and enabled
to provide ground truth data on risks and vulnerabilities. Some of the techniques are
already being employed by certain projects but are not fully utilized to generate a
more permanent database for communities and linked to the planning information
of LGU. It is not fully equipped with the capability to collect and store planning data
and information such as population statistics.
F. Strategic Actions and Responses
A convergence of the actions from these sources has been observed and is
clustered into five specific goals and objectives and several programs and actions,
as in accordance to the strategic National Action Plan for Strengthening the
Disaster Risk Reduction in the Philippines. This has been done in order that the overall
motivation driving each action is not lost but kept alive with a broad purpose fitting
into the large scheme of localized DRRM action plan.
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
Josenos 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 programs and
projects.
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 and 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 institution for mitigating disaster.)
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
Forecasting and early warning systems This requires understanding and mapping
different hazards, technologies for monitoring and forecasting impending events,
processing and disseminating understandable warnings to political authorities and
the population, and undertaking appropriate and timely actions in response to the
warnings, and review/update of contingency plans and drills/rehearsal. They
provide information so that individuals exposed to the hazard can take action and
prepare to respond affectively. Since the LGU is not still capable of acquiring high-
end early warning systems equipment, the role of the media is a very significant
object.
G. Risk Reduction Measures
The definition and identification of disaster management priority areas for

intervention over the next four years 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 and risk reduction issues in the municipality
of San Jose
Priority Area for Risk Reduction Measures
Priority Area Description

Priority Area 1: Interventions in this area will aim at creating
Development of institutional institutional environment addressing disaster
framework and structures capable and risk reductions. This will involve the
of preventing, preparing for and establish of Municipal Disaster Risk Reduction
responding to disasters. and Management Office 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: The interventions in this area will focus on

Integration of DRR into sustainable mainstreaming DRRM into local platform for
policies and plans. 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 mechanisms and
necessary follow ups. Mechanism will be
developed for streaming disaster issues in
overall development plans and policies.
Priority Area 3: Interventions in this area will aim at

Creation of a body of knowledge development of a comprehensive database,
that is useful to support the local system development, conduct surveys and
government, humanitarian develop communication channels.
organizations and other partners; to
anticipate, plan for and manage
disasters effectively.
Priority Area 4: The MDDRRMCs as well as the as the

Create broad and effective MPDO/MDRRMOs interventionwill focus on
partnership among government, ensuring that the necessary platform or
humanitarian organizations and structures and processes exist for genuine
other partners, to engage in disaster partnership and concerted efforts in disaster
risk reduction activities and risk reduction. The interventions will focus
addressing the underlying factors in policy dialogue and establishment of
disaster. effective linkage with the environmental
impact assessment process.
Priority Area Description
Priority Area 5: Interventions in this area will aim at building
Develop an efficient response capacities at all levels; develop strategies for
mechanism to disaster resource mobilization and for monitoring and
management and make available evaluation
the necessary resources.
Priority 6: Interventions in this area will focus on training

To strengthen the LGUs capacity in livestock, wildlife and health personnel and
the timely detection, prevention, other critical partners for early diagnosis and
control, and investigation and reporting. It also emphasizes the need to
reporting of all cases of provide basic supplies and also strengthen
calamity/epidemic and other laboratory diagnostic capabilities.
diseases within animal and human
populations.
Priority 7: The LGU will establish links with external

Introduction and/or building institutions for best practices and sharing of
knowledge about regional and experiences in disaster and risk reduction
international best practices in issues that may be applied in the municipality
disaster risk reduction and depending on the resources and capacities.
management.
H. Sectoral Plans, Arrangement and flowcharts
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).

DISSEMINATION OF
INFORMATION/
ACTIVATION OF
ISSUANCE OF WARNING TO
COMMUNICATION,
WARNING SIGNALS DIFFERENT
WARNING & PUBLIC
FROM PAGASA & BARANGAYS TO
INFORMATION
OTHER AGENCIES RADIO,TEXT
SECTOR
BRIGADES AND
OTHER MEANS
MANAGEMENT &
RECEIPT OF
PROCESSING, DISSEMINATION OF
INFORMATION/
CONSILIDATION, INFORMATION/REPO
REPORTS FROM
PREPARATION & RTS TO FROM
AFFECTED
SUBMISSION OF COMMUNITIES &
BARANGAYS AND
REPORT TO PDRRMC CONCERNED
CONCERN AGENCIES
AGENCIES
MDRRMC RDCC
PDRRMCPROCESSIN
PROCESSING, PROCESSING,CONSO
G,CONSOLIDATION,
CONSOLIDATION, LIDATION,
PREPARATION AND
PREPARATION AND PREPARATION AND
SUBMISSION OF
SUBMISSION OF SUBMISSION OF
REPORTS TO
REPORTS TO REPORTS TO
RDRRMC
PDRRMC NDRRMC
The Communication, Warning and Public Information Flow Chart
2) Transportation and Evacuation

To provide enough transportation and evacuation center to affected families
and population in a timely manner
ACTIVATION OF
COORDINATION
EARLY WARNING TRANSPORTATION
WITH OTHER
& EVACUATION
SECTOR
CENTER
MONITORING.EV DISPATCH
ALUATION. RECEIVING OF TRANSPORTATION &
CONSOLIDATION EVACUEES OPERATIONALIZATI
& REPORTING ON 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.
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.
ENSUSE/CHECK THE
ACTIVATE OR
RECIEVES STORM STOCKS/GOODS/
CONVENE THE
SIGNAL WARNING ITEMS FOR RELIEF
MEMBERS OF
FROM PAGASA ARE COMPLETE AND
RELIEF SECTOR
READY
COMMUNICATE
IDENTIFICATION OF
WITH OTHER
DISTRIBUTION OF AFFECTED AREAS
SECTORS FOR AND
RELIEF GOODS AND THAT NEED
REGARDING
ASSISTANCE ASSISTANCE
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 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.

CHAPTER VII
Risk Reduction Measures
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, 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
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 everybody 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 toacquire 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.

CHAPTER VIII
Program Implementation
Strategies
Ahead of its implementation, implementing the above strategic objectives,

action and responses require the needed efforts for its implementation. Basing on
the RA10121, the MRRMC of this city has been created even before a
memorandum circular was released by the DILG on late December 2011 requiring
all LGUs for the creation of the MRRMC.
Despite the financial constrains faced by the MDCC, an executive order was
issued to answer the needs of the said RA. An executive committee to absorb the
functions of the supposed DRRM Office as mandated in RA10121 was formed for
swift decision and actions in case of emergencies. A secretariat was also formed to
draft this plan.
A flexible DRRM Plan is seen to accommodate better while partnering with

other agencies and organization is a must to expand its capacity and network.
Developmental programs and other public infrastructure are also seen to benefit
DRRM. For efficacy of the plans, monitoring and evaluation is must to assure its
conformities with other national policies and frameworks.
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 the 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 in to
concrete actions.
However, giving the high commitment of local government and the donor
community especially other DRRM actors and NGOs, the risks could be met and
overcome.
Implementing Issues
Upon the formulation of the policies that will drive to the achievement of the
goals of the localitys DRRM Plan, several implementing issues were identified and
must also be conformed:
1. Requisites.The MDRRM Plan is a disaster mitigation road map that should

be adopted with proper grounding on prior obligations and prerequisite inputs and
actions.
2. Responsibilities.Following the national policies and the other principles of

the DRRM law of 2010, residents are obligated to contribute toward the cause of
disaster prevention by taking their own measures to prepare for disaster and by
participating in voluntary disaster prevention groups, etc. government alone but
the success of it depends on how the community participated well.
3. Emerging Risk.Complex emergencies, cascade of hazards, and extreme

weather events are just a few emerging risks. In the past, the system tended to be
side tracked by new risk and the shortage of time to intently on lessons. It is only
prudent to anticipate worst future scenarios on order to adopt contingency plans
ahead of time.
4. Administrative Structure. What is basic is an administrative structure with

adequate personnel, budget and logistics that are commensurate with the local risk
profile and development needs of the LGU. The establishment of the local DRRM
Office is a necessity for this one
5. Implications to the Local Environment.Points to establish in any locality prior

to a DRR strategy involve are view of:
Legal framework (i.e. ordinances)

Inter-agency collaboration, institutional arrangements and budget
allocation
Professional and disciplinary involvement
Characteristics at different levels: individual, household, community,
barangay and city level
6. Barangay Level Institutional Capacity.Priority actions at the Barangay level

in terms of disaster preparedness relate to setting- up of early warning systems,
development of communication protocols, and development of evacuation
procedures.
7. Mechanisms and Incentives.The LGU may adopt certain national policies

on mechanisms. Political figures such as legislators, high government officials, and
LCEs can constrain the declaration of high risk areas when hazard maps are
produced. Also, sound practices may cease to work when the local chief executive
changes. Often, PNRC forges aMOU with the LGU to ensure status quo
arrangements. For proper implementation and sustainability ofthe Community-
Based Flood Early Warning System project of PAGASA, MOA and board resolution
were forged with the local government units. Incentives to modify the politicians
behavior may be needed.
8. Stakeholder Competition.Definition of rolesamong the stakeholders, the

cluster approach among in early recovery, and adherence to humanitarian
standards are essential in order to redirect competition to complementation and
efficient working relations.
9. Effective Aid Mechanism. As government budgets are clearly allocated for
DRR, aid from institutions may be directly identified. The DRRM Plan can be an
efficient tool in re-directing aid to where it is really needed.
10. Formal Collaborative Mechanism.Formal mechanisms in place are

taskforce, committees, memoranda of agreement or understanding, and joint
trainings. Other formal mechanisms that may be explored or intensified are the
following: creation of liaison positions or groups; transfer of staff between agencies;
sending copies of reports to heads of other agencies and concerned organizations;
adherence to a single report format by two or more cooperating agencies;
contracting out an independent monitoring and evaluation entity; merging of
agencies; and creation of incentives(financial, promotional, professional) to
encourage working on joint projects.
11. Informal Collaborative Mechanism.Informal collaborative mechanisms are

equally useful for DRR. Some informal mechanisms are: lending of resources
(personnel, transport) by one agency/entity to another on an informal basis; use of
informal communication between agency staff (through weekend staff retreats,
inter agency sports competition, occasional seminars); having participant agency
offices in the same location; periodic meeting of agency decision makers on an
informal basis; staff participation; use of supportive management style by agency;
and utilization of bargaining strategy with other actors rather than reliance on
present rulers.
12. Communicating Risks. The ability of stakeholders to contribute to the

cause of DRR is commensurate to their understanding of risks. For example, media
personnel may communicate risk differently from a scientist, but what matters most
is the recipient of the message. It is, thus, first useful to communicate risk in an
appropriate way.
13. Strategic Use of Funds. Given budget constraints, organizations and

agencies are usually in need of external funds. However, committing budgets for
specific actions considered priority and effective over the long term is an essential
step towards meeting the strategic objectives of this action plan. It is critical to
determine to what extend and how can other sources of fund supports for DRR from
NGOs and other partners.
14. Mainstreaming the Sectors. This action opens opportunities to further

integration of current practices in to a DRR framework in a more effective manner.
For example, in the public works sector, impacts from the flood control and
drainage projects have been initiated by the LGU and can be maximized using
further input from risk assessment. Efforts in the health, tourism, agricultural,
transportation and communication, trade and industry, social welfare, the lifelines
and other sectors need to be marshaled so they can synchronize DRR efforts at
different levels.
15.Drivers of Progress.These are; multi-hazard approach, gender perspective

and cultural diversity, community and volunteer participation, mechanisms for
capacity building and technology transfer. These issues are location specific
requiring prior appreciation as part and parcel of carrying out any activity.
16. Project Management. These have been no significant capability building

and transfer of know-how to the LGU staff and other stakeholders in the various
projects undertaken by the council. In order that interim activities and actual
projects for this action plan are coordinate, a program management office can be
set up at the LGU level. The establishment of DRRMO takes into place to manage
and coordinates the support services that are funded by the LGU and other
organizations from bilateral and multi lateral sources.
17. Review System.Monitoring, evaluation, and reporting on the progress of

DRR implementation require a system that can comparable with those of other

countries. The United Nations International Standards for Disaster Reduction
guidelines as adopted by the SNAP is seen suitable for the purpose.
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.
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 RA10121,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.
Municipal Disaster Risk Reduction and Management Office

The Office will carry-out the day today administrative matters to ensure the
implementation of the disaster management policy and strategy. Since DRRM is also
dependable in most of the data bank which the MPDO is also task to collate, it is
here by recommended that the MDRRMO be temporarily under the latter until such
time that the LGUs Personal Services limit is qualified for the creation of new
positions.
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 inaddition to the irresponsibility.
Details on composition and functions of such committees can be seen as annex.

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)ofthe DND
together with the DILG which provides policy guidelines and has the power store
view and/or amend the policy to meet the emerging needs of the country in all
disaster-related matters in which the MDRRMC will conform its policies and localize
those policies.
RA10121mandatesthat 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 Dep ED, 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 RA10121 otherwise known as the
PDRRM Act of 2010.
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 theregion
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 nationaldisaster managementcommittee 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.
Executive orders issued relevant to MDRRM matters are hereto attached to
form parts here of and reflect the proposed and current composition of the
MDRRMC of the Municipality.
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 whenever
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 conducted.

CHAPTER IX
Working for Tomorrow
This product can be a road map which can serve as a guide within the next
ten years to make this municipality a safer and better place to live and work in. The
LGU has its commitment to DRR needs to be reflected in the agenda of institutions
and plans of decision makers. These are certain prerequisite in which the action can
be purposely taken in accordance with what the stakeholders have identified.
This has a greater prospect of being put into practice if the local government
will adopt national policies and other decisions for the betterment of DRR in the
municipality.
Through the passage of the Republic Act10121, the LGU is mobilized to plan
for its own survival. It has been observed that the municipality has high risk
susceptibility prone to different hazards and calamities.
This product rightfully fits in to a DRM framework for the city. Within this
framework, it incorporates mainstreaming elements that are only to operate in the
strategic actions identified by the stakeholders. Mainstreaming shall underpin the
national DRM framework. Therefore, it pushes for the incorporate of a DRM section in
the medium-term development goals, integration of DRR a regular budget item. This
ushers in a new area wherein stakeholders play its role in the serious pursuit of
making communities and the country resilient.
Good outcomes obtained by the initiatives of various stakeholders should not

be allowed to dissipate but should be buttressed by nurturing of individuals who
comprise the DRR field. Subscribing to the principle of subsidiary, these encourage
each stakeholder to take care of what it can do best in a spirit of solidarity having
shared goals with constituted
authority.Akeyundertakingisthatstakeholdersfromalliedprofessions must put their
collective knowledge together. Through learning from experience and systematic
study backed up by state-of-the art social and natural sciences, people who can
make DRR a reality can continually provide the input to make laws work and
institutions function. Ensuring a steady flow of qualified people to take up DRR tasks
presents a challenge to all countries especially in the context of shifting from
response to preparedness and mitigation.
To set the stage for this action plan, therefore, multi-stakeholder dialogues
must continue. Different dialogues will bring together the sound practices to the fore
and help acquaint stakeholders with DRR and promote cross-learning among them.
It is essential to continue to fundingand holding national and regional dialogues
devoted on DRR. These activities may serve a sample for stakeholders who may
have been left out in the past. Several non-government organizations have been
supporting the conduct of these dialogues; business and industry organizations may
also be tapped to get involved by providing resources. The private sector may
recognize DRR as part of corporate social responsibility. Proper encouragement is
only needed to surface their participation.
In the present institutional set-up, it appears that the cluster approach has
worked well in terms of putting together the stakeholders which share the same DRR
functions such as health, education, and agriculture. This mechanism can be used
to jumpstart projects of common interest. Each cluster shall review the relevant
proposed actions contained in the action plan. As some of the proposed strategic
actions are already in progress, taskforces may be set up within the cluster
mechanism to assess how the existing projects may be carried out under new
circumstances, i.e. in the context of SNAP. Advocacies can be designed and
carried out with more vigor, after a review and while involving the media and other
relevant stakeholders. New projects generating from this action plan can be taken
up in a similar manner as funding source are identified.
Apart from integration into the development goals of the city,

implementation of this DRRM Action Plan should also be anchored on all other
relevant frameworks in order to assure that preparedness and mitigation projects
are undertaken strategically and in synchronization with donors programs. Looking
to the future challenge of coping with hazards, the city shall need to review his
periodically and adopt priorities based on need for succeeding years.
To a certain extent, the trend to promote preparedness and mitigation is

continuing and is aligned with the Strategic National Action Plan on Strengthening
the DRR in the Philippines and other national frameworks and policies. Emphasis on
pre-disaster activities is certainly the direction to take for such focus is needed as
lessons of recent past lessons have consistently shown. And sooner or later, the LGU
may be able to acquire high-end equipment to implement best the DRRM system in
the city.
Five-Year DRRM Budget and Projections
The following is an outline of the five-year medium-term development plan on

disaster risk reduction and management. Based on the approved budget for the
calendar year, it has been accounted that an estimated actual amount of
P10,511,013.00 is still available for the preceding years allocation and thus will
be accumulating to P22,900,044.00 including FY 2012s LDRRM Fund amounting to
P12,389,581.00 which the executive budget has allocated for 2012.
On the conservative view, the average increase of the annual budget from 2005 to
2010 which is 9%, the amount appropriate for the succeeding years 2013 to 2015 are
projected to increase by at least 5%.
CalendarYear Base Amount of Base Amount of BaseAmountof

LDRRMF Preparedness Fund QRF
2011 P21,500,000.00 P15,050,000.00 P6,450,000.00

2012 P12,389,581.00 P 8,672,322.00 P3,716,709.00
2013 P13,008,483.00 P 9,105,938.00 P3,902,545.00
2014 P13,658,907.00 P 9,561,235.00 P4,097,672.00
2015 P14,341,852.00 P10,039,296.00 P4,302,556.00
*Originally, the budget allocation for 2011 was P21,500,000.00. However, the
disapproval of the Local Expenditure Plan prompted the LGU to bring the issue on
the upper courts. The LEP 2011 was declared OPERATIVE by the Regional Trial Court

later. The LDRRMF allocation for the year2011wasfurtherincreased to more or less
P25.4milliondueto supplemental allocations made during the year.
Furthermore, it is assumed that at least 5% of the total LDRRMF appropriations

for the year 2012, 2013, 2014 and 2015 will be unexpended and therefore will
accumulate on the following budget year. However, it is assumed that the five-year
annual appropriations for the LDRRMF will have no ending balance at the end of
the five-year period and therefore, no funds will be reverted to the general fund at
the end of the 2015 considering the projections of this Plan:
BudgetYear Amount of Preparedness and QRF Balance

Allocation Mitigation
2011 - -- P10,511,013.00
2012 P22,900,044.00 P16,030,031.00 P 6,870,013.00 P 1,145,002.00
2013 P14,153,485.00 P 9,907,439.00 P 4,246,045.00 P 707,674.00
2014 P14,366,581.00 P10,056,607.00 P 4,309,974.00 P 718,329.00
2015 P15,060,181.00 P10,542,127.00 P 4,518,054.00 -
Any amount from the LDRRMF unexpended at the end of five-years (by 2015
as shown above) shall be reverted to the general fund or any purposes or projects
of the LGU. However, this will not mean that the projected amounts will be the
annual appropriations for the LDRRMF. Projections shall be budgeted and utilized
according to the Strategic Action Plan for the DRRM. It is important to note that the
amounts presented may still be different from the actual amount of budget and
actual amount of receipts of the Municipality.

Five Year Work and Financial Plan 2017-2021
Disaster Risk Reduction and Management
Operational Expected Performance Period Responsibility

Specific Objectives Priority Actions Partners
Strategies Outcomes Indicators Center
2017 2018 2019 2020 2021
1.To establish a Enactment of Enhanced A well Enactment by the P20,000.00 (for P50,000.00 (for P30,000.00 (for P30,000.00 (for P30,000.00 (for Office of the NGOs &
municipal disaster risk MDRRM partnership, functioning SB supplies) supplies) supplies) supplies) supplies)
Mayor, SB, private
reduction and Ordinance/ networking disaster
management office Code and coordination
Budgeting
P200,000.00 for P50,000.00 (for P50,000.00 (for P50,000.00 (for P50,000.00 (for MDRRMC sector
allocation,
information office exists. office MPDO/DRRM MPDO/DRRM MPDO/DRRM MPDO/DRRM
Make provision recruitment of staff
sharing requirements and other and other and other and other
for staff and and equipment
among office office office office
recruit qualified
actors in Develop terms of requirements) requirements) requirements) requirements)
personnel
disaster reference for
Procure managemen coordinating office.
equipment and t
furniture for
office
2. To establish and Establishment Enhanced MDRRMC Review present P400,000.00 for P250,000.00 for P100,000.00 for P200,000.00 for P200,000.00 for Office of the LGU officers,
restructure municipal and coordination sectoral status and form or trainings trainings trainings trainings trainings
Mayor, SB, developme
disaster committees, restructuring of / integrated committees restructure in line
coordination municipal disaster established and with attached P100,000.00 for P20,000.00 for P20,000.00 for P20,000.00 for P20,000.00 for
MDRRMC nt partners
committee and disaster managemen well- composition and supplies, supplies, supplies, supplies, supplies,
technical committees committees t approach capacitated functions research, and research, and research, and research, and research, and
achieved other needs other needs other needs other needs other needs
Establishment of 38 barangay Mobilize resources
coordination Community DRRM for the municipal
P760,000.00 P3,200,000.00 P1,000,000.00 P900,000.00 P1,000,000.00
and participation committees and barangay
assistance to assistance to assistance to assistance to assistance to
operational and established. funds,
barangays for barangays for barangays for barangays for barangays for
committees awareness training of
LDRRMF DRRM DRRM DRRM DRRM DRRM
levels rose as committees
Training and preparedness operations operations operations operations operations
a foundation
capacity and mitigation Develop terms of and and and and and
for
building of funds reference for the committee committee committee committee committee
sustainability
municipal operational coordinating mobilizations mobilizations mobilizations mobilizations mobilizations
disaster Municipal committees (P20,000.00
committees. ownership each) P250,000 (for P250,000 (for P250,000 (for P250,000 (for
consolidated Establish a data- publication publication publication publication
Creation of base of all key and other IEC and other IEC and other IEC and other IEC
LDRRMF partners materials) materials) materials) materials)
Periodic Production of IEC
monitoring and materials like print
evaluation of ads, brochures and
activities documentary
3. To integrate disaster Make DRRM a Local A platform Availability of well

2017 2018 2019 2020 2021
risk reduction in development policies, disaster/risk qualified personnel MDRRMO, SB, National
sustainable policies priority programs reduction and resources for P50,000.00 P50,000.00 P50,000.00 P50,000.00 P50,000.00
Office of the government
and plans and budget dialogue mainstreaming
To Mayor, MPDO, agencies,
sensitive to established process.
systematically
DRRM. LGU developme
incorporate all Handbook for a Development of Officers/Heads nt partners,
national and Well localized well coordinated NGOs
local DRRM established disaster/risk mechanism for P400,000.00 P25,000.00 P25,000.00 P25,000.00 P25,000.00
strategies and structures reduction advocacy /
approaches and sensitive lobbying.
into the processes for planning
Training through
implementation mainstreami developed.
workshops /
of emergency ng disaster P200,000.00 P250,000.00 P100,000.00 P250,000.00 P250,000.00
Training for key seminars at all levels
preparedness, issues.
actors
response and Enforcement of
Disaster/risk conducted
recovery. environmental laws
reduction
Media including forestry,
To achieve a fully
application on physical planning, P120,000.00 P150,000.00 P75,000.00 P75,000.00 P50,000.00
comprehensive, integrated in
awareness water and
all hazard, all municipal
creation sanitation
agencies planning
approach by processes Introduction Additional funding
achieving the disaster risk for tree planting
right balance of reduction in and climate
prevention, schools. change mitigation
P200,000.00 P200,000.00 P200,000.00 P200,000.00
preparedness, activities like tree
mitigation, Incorporation
planting and
response and other places
reforestation
recovery; best practices
into local Creation of a
Awareness activities and disaster and risk
creation planning. reduction fund.
Advocacy/lobb Development of an
ying with intensive
sectors and sensitization
budget program targeting P200,000.00 P400,000.00 P200,000.00 P200,000.00 P30,000.00
all levels of society
Links with
including social
national
programs for PWDs,
development
minors, minorities,
processes
elderly and women.
Prepare
Disaster issues
guidelines for
introduce in school
disaster/risk
curriculum including
reduction P30,000.00 P30,000.00 P30,000.00 P30,000.00
professional training
sensitive policy,
schools.
programming
and budget.

2017 2018 2019 2020 2021
Training of key
actors in the
guidelines.
4. To create a body of To develop and Resourceful Improved early Conduct a baseline MDRRMC, Line
knowledge that is strengthen information warning systems survey of existing
MPDO department
useful to support the institutional data bank early warning P1,000,000.00 P500,000.00 P100,000.00 P100,000.00 P100,000.00
local government, mechanisms exists on
Proper planning
systems in various s of the LGU,
of disaster Donors,
humanitarian and capacities DRRM for use institutions and
management. academic
organizations and to build by all agencies including
other partners; to resilience to stakeholders Improved procurement of institutions,
anticipate, plan for hazards. disaster EWS devices researchers,
DRRM is
and manage disaster preparedness NGAs
Developing integrated in Harmonization of
effectively and risk
and improving the CLUP various existing
reduction in the
on effective and CBMS early warning
country
early warning systems
systems Enhanced
Establish a data
Safety of lives
Development base
and properties.
of information
Strengthened early
data base.
warning systems.
Development
Integration of the
of systems for
early warning
information
systems into a
management
comprehensive
Modalities for national early
system warning systems
implementation
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

2017 2018 2019 2020 2021
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.
5. To create broad and Effective Broad-based Joint Establish MDRRMC Developme

effective partnership collaboration partnership programming, mechanisms for
nt partners,
among government, and networking with all resource coordination and
humanitarian for partnership stakeholders management. transparent
LGU heads,
organizations and and alliance exists. resource private
Frequent sector,
other partners; to building among mobilization
consultations
engage in disaster risk institutions and NGOs,
and networking. Organize
reduction activities agencies. research
partnership forums
and addressing the Sector-wide institutions
Establish to establish MDRRM
underlying factors in programming
participatory platforms and the
disasters involving all
structures and development of
stakeholders P300,000.00 P50,000.00 P50,000.00 P50,000.00 P50,000.00
processes memorandum of
Support and understandings with
Establish
joint use of clear roles and
relationships
same data and responsibilities.
based on
strategies.
respect and Livelihood programs
capacities. and additional
funding for
Capacity
resettlement of
building and P800,000.00 P750,000.00 P750,000.00 P1,000,000.00
informal settlers
awareness
creation. Develop
mechanisms for
inclusive processes
at all stages from

2017 2018 2019 2020 2021
planning to
evaluation.
Development of a
partnership strategy
Develop an IEC
strategy
6. To develop an Enhance Existence of Disasters are Identification of

potential trainers for MDRRMC, LGU NGOs and
efficient response communitys Proper effectively
the required developme
mechanism to disaster capacities; to mechanism managed
management and to prepare for and for disaster training nt partners,
Resources both NGAs
make available the respond to managemen Development of
human and
necessary resources. disasters rapidly t training plans and
material are
and efficiently manuals P50,000.00 P20,000.00 P20,000.00 P20,000.00 P20,000.00
Existence of available for
in a well
adequate disaster Conduct training of
coordinated
transportatio management. trainers on
manner
n means, community based P400,000.00 P75,000.00 P50,000.00 P50,000.00 P50,000.00
e
Prepar relief and disaster risk
communities to rescue reduction.
ensure that they operations
are fully equipment, Conduct step down
equipped to heavy training at district
P300,000.00 P1,500,000.00 P565,000.00 P500,000.00 P820,000.00
anticipate and equipment and
respond to and other village/barangay
disaster events. DRRM levels.
paraphernali
Develop Simulation exercises
a
institutional of information on
framework Adequate various disaster P200,000.00 P50,000.00 P50,000.00 P50,000.00 P50,000.00
stock pile of scenarios
Capacity
relief goods,
building and Dissemination of
blankets,
training information on
etc.
various disaster
Mobilize P100,000.00 P250,000.00 P250,000.00 P250,000.00 P250,000.00
scenarios including
resources in radio programs
support of such
coordinated Conduct joint
action. assessment and
investigation on P150,000.00 P30,000.00 P30,000.00 P30,000.00 P20,000.00
Design disasters.
monitoring and
follow-up Development of
mechanisms. standard reporting
format which P20,000.00 P20,000.00 P10,000.00 P10,000.00 P10,000.00
should be user-
friendly

2017 2018 2019 2020 2021
Develop codes of
conduct/ethics for
people involved in
disaster P80,000.00
management and
response
Develop a resource
mobilization
strategy
Mainstreaming
gender, poverty
and environment in
disaster issues
including women
and PWD P480,000.00 P450,000.00 P150,000.00 P250,000.00
participation/
livelihood and
training programs
Establishment and
maintenance of P1,000,000.00 P100,000.00 P100,000.00 P100,000.00 P100,000.00
personal survival
parks
Procurement of
multi-cabs for
barangays and
other mass
transport vehicles
and/or additional
construction and P3,500,000.00 P800,000.00 P500,000.00 P800,000.00 P800,000.00
additional funds for
additional heavy
equipment and
rescue operations
equipment and
other DRRM
paraphernalia
Maintenance of
drainage systems
and roads including P1,500,000.00 P500,000.00 P670,000.00 P600,000.00
additional funds for
infra/dredging
Preposition of
emergency stocks
and procurement

2017 2018 2019 2020 2021
of battery cells,
flashlights, coffee, P3,080,031.00 P3,002,440.00 P3,096,607.00 P3,027,127.00
sugar, salt, rice,
plastic bags, water,
canned goods,
noodles, blankets,
palay seeds buffer
stock etc. for relief
goods and
operations and for
distribution
P1,000,000.00 P500,000.00 P500,000.00 P500,000.00
Provision for
additional
medicines
7. To strengthen the Mobilizing of A well Well trained Training of staff on

MDRRMC, LGU Development
LGUs capacity in the resources developed staff disease recognition,
partners, local
timely detection, and sample collection
Capacity Organized and P500,000.00 P100,000.00 P100,000.00 P100,000.00 P100,000.00 authorities
prevention, control, coordinated and laboratory
building sensitized and critical
and investigation and local diagnosis
communities sectors,
reporting of all cases of Supervising program in techniques.
NGAs, NGOs
calamity/epidemic surveillance response to Partnerships and
Conduct monthly
and other diseases activities and calamities cooperation
field surveillance
within animal and monitoring and established
supervisory visits
human populations epidemics.
Establish-ment
Provide sampling
of cooperation
kits, laboratory
between
equipment,
partner
consumables and
institutions and
protective gears.
other places.
Purchase additional
Networking with
materials and
national and
equipments.
regional
stakeholders. Establish hotline
reporting
mechanism
Contingency funding
for preparedness and
mitigation P750,000.00 P750,000.00 P750,000.00 P750,000.00
Subtotal 15.05 M 16.03 M 9.91 M 10.06 M 10.48 M

Provision for the Quick Quick Intended for
Response Fund (RA Response additional needs
6,450,000.00 6,870,013.00 4,246,045.00 4,309,974.00 4,578,054.00
10121) Fund (QRF) during response
and for

2017 2018 2019 2020 2021
rehabilitation
TOTAL (in million pesos) 21.5 M 22.9 M 14.15 M 14.37 M 15.06 M
*Any unexpended amount will accrue on the succeeding year. However, unexpended amount from 2017 budget will will be reverted to the General Fund on the fifth year
or by the end of 2021.

CHAPTER X
Recommendations and Evaluation
Recommendations
Setting up an early warning system for disasters of different nature

Development of indicators ( early warning signals)
Periodic gathering, review and analysis of information
Documentation of status and implications
Regular feedback to stakeholders
Financial planning of responses
Enactment of a Comprehensive Disaster Risk Reduction andManagement Code

of the City of San Jose
Development of standard rules and procedures including early warning
systems and all which will be updated every five years
Establishment of an independent office for the DRRM which will also be
tasked, together with the MPDO, in mainstreaming GAD, PWDs, IPs, and
children
Review/ Evaluation of the Early Warning System

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
Municipal level review of report and revision of strategies and coordinating
the results to concerned authorities
Evaluation of the DRRM program

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)
Mid-strategy evaluation after 18 months of implementation
End of strategy implementation and policy evaluation (should form
the basis for a new strategy)
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 into a Contingency Plan.
Following this DRRM and 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


MDRRM Plan 2017-2021

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

MDRRM Plan 2017-2021

Hochgeladen von

Copyright:

Verfügbare Formate

SUMMARY OF CONTENTS

Chapter 1 BRIEF PROFILE OF SAN JOSE

Chapter 2 GENERAL POLICIES AND OBJECTIVES

Chapter 3MUNICIPAL PROFILE

Chapter 4 RISK PROFILE: THE HAZARDSCAPE ANDRECURRING ISSUES

Chapter 5 STRATEGIC ACTIONS AND RESPONSES

Chapter 6 CLIMATE CHANGE

Chapter 7 RISK REDUCTION MEASURES.

Municipal Disaster Risk Reduction and Management Plan

Chapter 8 PROGRAM IMPLEMENTATION

Chapter 9 WORKING FOR TOMORROW

Chapter 10 RECOMMENDATIONS AND EVALUATION

Municipal Disaster Risk Reduction and Management Plan

To meet strategic objectives of this action plan in the attainment of that

1. Responsive policies and enabling environment

For CY 2016, the Municipalitys LDRRMF had a total appropriation of P

Municipal Disaster Risk Reduction and Management Plan

Section3. Special Trust Fund Unexpended LDRRMF shall accrue to a special

A. Goal and Objectives

B. The Process Methodology

Input to this action plan is obtained through a review of documentation,

Participating stakeholders were guided by logic based on planning and

C. Structure of the Document

Municipal Disaster Risk Reduction and Management Plan

Municipal Disaster Risk Reduction and Management Plan

An assessment of the disaster risks, vulnerability, and capacity;

An integrated disaster risk management concept for the municipality is in

1. Enhancing early warning systems present in the municipality at least cost

It is supported by consultations with stakeholders who, in the final analysis,

Municipal Disaster Risk Reduction and Management Plan

Figure2. Location Map of the

It is situated approximately 130 kilometers away from the provincial

Municipal Disaster Risk Reduction and Management Plan

Table 1. Land area per barangay.

Municipal Disaster Risk Reduction and Management Plan

It became a Municipality in May 1, 1910. In 1911, Pandurucan, the old name

Municipal Disaster Risk Reduction and Management Plan

ECONOMIC PROFILE/ LAND USE

Municipal Disaster Risk Reduction and Management Plan

Figure 3. General Land Use Map of San Jose, 2000-2010

With the advancement of technology and proper geo-tagging, the

Municipal Disaster Risk Reduction and Management Plan

Eighty-five (85) big and small infrastructure projects totalling to almost

1. Repair/improvement of national roads, pathways, barangay roads

Municipal Disaster Risk Reduction and Management Plan

Table 3. Summary of Inventory of roads and type of construction materials.

National Power Corporation (NAPOCOR) and Island Power Corporation (IPC)

2.3.3. TRANSPORTATION/TRAFFIC SITUATION AND COMMUNICATIONS

Municipal Disaster Risk Reduction and Management Plan

The Bagong Sikat-Labangan Poblacion By-Pass Road Project is proposed to

Table 4. Number of registered vehicles as of 2014

Municipal Disaster Risk Reduction and Management Plan

National Power Corporation (NAPOCOR) and Occidental Mindoro

WATER AND SANITATION

Municipal Disaster Risk Reduction and Management Plan

Level I water system is the primary source of water supply to 26 barangays

Municipal Disaster Risk Reduction and Management Plan

Various landforms comprises limestone hill which are generally located on

The land formations of the municipality consist of sedimentary rocks which

a. Recent deposit fluvatile alluvium consisting of unsorted and

The municipality is traversed by 11 rivers/creeks, a system which also serves as

Municipal Disaster Risk Reduction and Management Plan

CLIMATE AND TEMPERATURE

According to PAGASA, the classification of climate used the Coronas four