ASSESSMENT OF VALENZUELA CITY’S RESILIENCE IN TIMES OF DISASTER USING

THE TEN ESSENTIALS FOR MAKING CITIES RESILIENT TOOLKIT

Joseph Rei Mark Co, Maria Christina M. Abad, Timothy Daniel D. Felicia,
Melorie DG. Lim and Joseph C. Peteza
De La Salle University, Taft Avenue Manila 1002, PHILIPPINES
Email: joseph_co@dlsu.edu.ph, maria_christina_abad@dlsu.edu.ph,
timothy_felicia@dlsu.edu.ph, melorie_lim@dlsu.edu.ph,
joseph_peteza@dlsu.edu.ph

Abstract
Valenzuela City is one of the sixteen cities comprising Metro Manila. Formerly a rural town with
a mostly agricultural livelihood, it has now transformed into a bustling city with a booming
economy. However, the city is particularly prone to natural calamities such as flooding,
earthquake, liquefaction, and tsunami. It is also vulnerable to man-made disasters such as fire
and other threats. In this paper, the researchers assessed the city’s resilience in the event of a
disaster using the Ten Essentials Toolkit developed by the United Nations Disaster Risk Reduction
Office. Based on the evaluation, the city is prepared for different kinds of disasters with a proper
organization, facility, and other resources in place. The city is well informed on the hazards and
has implemented measures to mitigate the harmful effects. Nevertheless, the city can still improve
on increasing its financial capacity and infrastructure resilience.

Keywords: Valenzuela City, VCDRRMO, Disaster Risk Reduction and Management, UNDRR,
resilience

1. INTRODUCTION

1.1. Geography
Valenzuela City is a 1st class Highly-Urbanized City located in Metro Manila Philippines.
Geographically, the city is bordered by Quezon City and northern Caloocan City to the east;
Malabon City and southern Caloocan City to the south; the town of Obando in Bulacan
province to the west; and Meycauayan City, also in Bulacan province, to the north as shown
in Figures 1.1 and 1.2.

Valenzuela City has a total area of 4,459.4 hectares (44.59 sq.km.)2 Its exact coordinates are:
14040'58''N, 120058'1"E. The city has four major rivers: Meycauayan River, Polo River,
Colloong River, and Tullahan River. Aside from the political borders established by law,
Valenzuela and Malabon are physically separated by the 15-kilometer Tenejeros-Tullahan
River.2 While on the upper boundary, the Meycauayan River starts from Northern Caloocan
and flows eastward, traversing Bulacan.
Figure 1.1. Political Map of Metro Figure 1.2. Administrative Boundaries of
Manila and Neighboring Provinces.3 Metro Manila Cities (Valenzuela City high-
lighted red).4

1.2. History and Administration

Before becoming a city, Valenzuela used to be a town called Polo which was part of the
province of Bulacan established in 1623. The town was then renamed to Valenzuela, in honor
of Dr. Pio Valenzuela, who was one of the triumvirates of the Katipunan. In 1975, it became
part of Metro Manila. In 1998, it was declared as a highly urbanized city after President Fidel
V. Ramos signed Republic Act 8526 which was authored by Congressman Antonio M.
Serapio.1

Today, the City is governed by Mayor Rexlon T. Gatchalian together with Vice Mayor Lorena
C. Natividad-Borja. The City is also divided into two districts which are represented in
Congress by Weslie T. Gatchalian for the First District (24 barangays) and Eric M. Martinez
for the Second District (9 barangays) as shown in Figure 1.4

At present, Valenzuela City is comprised of 33 barangays as shown in Figure 1.5. For District
1 these are: Arkong Bato, Balangkas, Bignay, Bisig, Canumay East, Canumay West, Coloong,
Dalandanan, Isla, Lawang Bato, Lingunan, Mabolo, Malanday, Malinta, Palasan, Pariancillo
Villa, Pasolo, Poblacion, Polo, Punturin, Rincon, Tagalag, Veinte Reales, Wawang Pulo. And
for District 2 these are: Bagbaguin, Gen. T. de Leon, Karuhatan, Mapulang Lupa, Marulas,
Maysan, Parada, Paso de Blas, and Ugong.
 Figure 1.3. Valenzuela City Hall.5

Figure 1.4. First District (red) and Sec- Figure 1.5. Barangay Map of Valenzuela
ond District (white) of Valenzuela.6 City.7

1.3. Population
Based on the last Philippine Census conducted in 2015, the city has a total population of
620,422 people which makes it the 13th most populous city in the country. As of 2018, the
population was already projected at 638,414 people.1

1.4. Economy
Valenzuela City is also known as the “Northern Gateway to Metropolitan Manila” due to two
major highways traversing it – the MacArthur Highway and the North Luzon Expressway. The
city has a total of 101,645 households. In 2018, it had a total income of PHP 4,170,226,000.
As of 2019, it has 19,895 registered business establishments wherein small and large-scale
industries thrive in the area such as food products, metals, plastics, and textiles.1

It also has a number of educational, health, and recreational facilities as shown in Table 1.1.
Valenzuela City was awarded the Hall-of-Fame trophy as “Most Business-Friendly Highly
Urbanized City” for having won the award in the years 2012, 2014 and 2015. The city won the
award again in 2019.

Table 1.1. List of educational, health, and recreational facilities.

Educational Facilities Public Private Total

Day Care Centers 85 84 169
Preparatory 41 72 113
Secondary 27 39 66
Tertiary 2 7 8
Technical 1 12 13
Health Facilities Public Private Total
Hospitals 2 7 9
Health Centers 45 0 45
Lying-In Clinics 9 12 21
Recreational Facilities Total
Parks and Playgrounds 2
Covered Courts 70
Open Courts 31
Resorts 28
Hotels/Motels 3
Cinemas/Theaters 3
Cockpit Arena 1

1.5. Disaster Profile

One of the biggest problems of Valenzuela is flooding since the average elevation of the city
is just 2 meters above sea level. About 13.22% of the city are tidal flats, with low lying
topography and unstable soil. It was hard struck during Typhoons Ondoy (2009) and Yolanda
(2013) which caused widespread inundation and caused damage to properties. During this
time, even the areas that were not susceptible to flooding have been affected. It was described
as having similar conditions to Tacloban during the time of the disaster as the city experienced
land subsidence. It is also below sea level and near the coastal area which makes it a flood-
prone city.8

The city which is part of Metro Manila is also vulnerable to seismic events. Based on the
studies and observations of the Philippine Institute of Volcanology and Seismology
(Philvolcs), the West Valley Fault is likely to move in the near future and could cause an up to
7.2 magnitude earthquake, otherwise known as the “Big One”.9 This earthquake could produce
Intensity 8 shaking based on the Philippine Earthquake Intensity Scale (PEIS) whose tremors
would be felt by the entire Valenzuela City.
The city is also prone to liquefaction hazard as a result of this ground movement. A tsunami is
also possible due to its proximity towards the west coastline. Aside from these natural
calamities, there is also risk of man-made disasters such as fire, chemical spills, and other
threats such as terrorism, among others.

To remedy this situation and respond to future disasters, Valenzuela put up the ALERT Center
(Allied Local Evacuation and Emergency Response Teams Center) in 2014 which comprises
three buildings in an 8,670 sq.m. compound. It is a unique facility as it ties together different
agencies aligned with disaster preparedness and response such as the Valenzuela City Disaster
Risk and Reduction Management Office (VCDRRMO) Search and Rescue Unit, Bureau of
Fire Protection (BFP), Valenzuela City Command and Coordinating Center, City Public
Information Office (PIO), and City Social Welfare and Development Office (CSWDO).10

Figure 1.7. ALERT Center in Valenzuela City.

The VCDRRMO was established by virtue of Republic Act 10121 or the Philippine Disaster
Risk Reduction and Management Act of 2010 which provides for the creation of Local Disaster
Risk Reduction and Management Offices in every city, municipality, and barangay. The
VCDRRMO provides assistance during calamities and emergencies which is headed by Dr.
Arnaldo F. Antonio.

With the end goal of improving the disaster resilience of Valenzuela City, this paper assessed
its performance in disaster preparedness, mitigation, response, and management based on the
Ten Essentials Checklist for Making Cities Resilient Toolkit which was developed by the
UNDRR (UN Office for Disaster Risk Reduction).11 A preliminary level assessment was
carried out.
2. THE “MAKING CITIES RESILIENT” ASSESSMENT

The UNDRR, formerly known as the United Nations International Strategy for Disaster
Reduction (UNISDR), developed the “Ten Essentials for Making Cities Resilient Toolkit”
which aims to accelerate the implementation of the Sendai Framework for Disaster Risk
Reduction (2015-2030).

The Ten Essentials Toolkit serves as a guide for public officials and planners in determining
whether their city is resilient to disasters. Resilience, as defined by the Sendai Framework, is
“the ability of a system, community, or society exposed to hazards to resist, absorb,
accommodate, adapt to, transform, and recover from the effects of a disaster in a timely and
efficient manner, including through the preservation and restoration of its essential basic
structures and functions through risk management.”12
The Ten Essentials are summarized in Figure 2.1. Essentials 1-3 are about governance and
financial capacity. Essentials 4-8 are concerned with the different aspects of planning and
disaster preparation. Essentials 9-10 pertain to the actual disaster response and post-disaster
recovery.

Figure 2.1. Ten Essentials for Making Cities Resilient Toolkit.

3. SELF-ASSESSMENT SCORES ON THE TEN ESSENTIALS

The researchers conducted an interview last February 18, 2020 at the VCDRRMO ALERT
Center. On behalf of Dr. Arnaldo F. Antonio, their Q&A Officer, Mr. Roy Calingacion,
answered the queries pertaining to their plans, programs, and responses in times of disasters.
 Figure 3.1. Interview with Mr. Roy Calingacion.

Moreover, Mr. Calingacion was asked to do a self-assessment based on the Ten Essentials to
serve as a baseline in conducting the study. The highest score for each question is 3 while the
lowest is 0. Based on the result of his assessment, Valenzuela City has an overall score of 110
out of 141. As shown in Figure 3.2, the city gets high scores in terms of understanding risk
scenarios (Essential 02), pursuing resilient urban development (Essential 04), and institutional
capacity for resilience (Essential 06). However, the city is weak and can still improve on their
financial capacity for resilience (Essential 03) and infrastructure resilience (Essential 08).
Refer to Appendix A.

Figure 3.2. Valenzuela City Self-Assessment Score (gray - highest possible score).
4. STRENGTHS AND WEAKNESSES WITH RESPECT TO THE TEN ESSENTIALS

4.1. Essential 1 - Organize for Disaster Resilience

4.1.1. General
The City Government of Valenzuela is in full efforts to lessen risks and prevent tremendous
effects of natural disasters through its disaster risk reduction and management plan which
is based on the Philippine Disaster Risk Reduction and Management Act of 2010,
otherwise known as Republic Act 10121.

The city’s disaster risk reduction and management plan was created to serve as a road map
for Valenzuela City Disaster Risk Reduction and Management Council (VCDRRMC),
Barangay Development Councils (BDC’s) and all their constituents for performing short,
medium and long-term disaster risk reduction and management to make Valenzuela a safer
and more resilient city.
4.1.2 Strengths
The Barangay Development Council (BDC), in coordination with the Barangay Disaster
Risk Reduction and Management Committee (BDRRMC) and Valenzuela City Disaster
Risk Reduction and Management Council (VCDRRMC), has consistent implementation
and monitoring of the four (4) thematic concerns or priority areas of R.A. 10121 throughout
its community:
a. Prevention and mitigation;
b. Disaster preparedness;
c. Disaster response; and
d. Rehabilitation and recovery.

Following R.A. 10121 and the national template, the overall lead or focal agency for each
of the four priority areas are the vice-chairpersons of the Valenzuela City DRRM Council,
namely:
a. Vice-Chairperson for Disaster Prevention and Mitigation: CENRO;
b. Vice-Chairperson for Disaster Preparedness: DDRMO;
c. Vice-Chairperson for Disaster Response: CSWDO; and
d. Vice-Chairperson for Rehabilitation and Recovery: CEO.
 Figure 4.1. Organizational Structure of VCDRRMC.

At the local level, the City Disaster Risk Reduction Management Council has the overall
responsibility of formulating the City DRRM Plan and ensuring its consistency with the
National DRRM Framework, as explicitly stated in R.A.-10121 subject to the approval of
the City Council.
4.1.3 Weaknesses
The VCDRRMC has very limited staff only which consists of immediate heads per
department. A larger organization is important to easily and effectively deliver full
awareness of disaster risk reduction to the people of each barangay of Valenzuela City.

4.2. Essential 2 - Identify, Understand and Use Current and Future Risk Scenarios

4.2.1 General
Valenzuela City is exposed to disasters and hazards due to its geography as well as the
presence of man-made risks. Tropical cyclones and its sequential effects - rain and
windstorm, as well as floods, are the most prevalent types of hydro-meteorological hazards
in this city. Each year, around 20 tropical cyclones enter the Philippine Area of
Responsibility (PAR) with about three to six typhoons directly affecting Metro Manila
every year. These typhoons result in human casualties and affect thousands of families, and
millions-worth of economic loss due to typhoon damages in agriculture, infrastructures and
private properties.

Hazards become disastrous only if vulnerable people and resources are exposed to them.
People below the poverty line are the most vulnerable to disasters, especially those who
live along riverbanks and other hazard-prone areas. This explains why some parts of the
city are more prone to specific hazards than others.

4.2.2 Strengths
To address this potential hazard in this city, the Valenzuela City Disaster Risk Reduction
and Management Council adopts the following national plans related to disaster
management:

1. Philippine Development Plan (PDP) - aims to achieve inclusive growth, create

employment and opportunities to reduce the underlying causes of people’s
vulnerabilities and contribute to the reduction of people’s risks to disasters which
are mainly due to poverty
2. National Climate Change Action Plan (NCCAP) - seeks to build adaptive
capacities of women and men in their communities, and increases the resilience
of vulnerable sectors and natural ecosystems to climate change
3. National Security Policy - provides the overarching framework for the
promotion of people’s welfare and the nation’s prosperity
4. National DRRM Framework (NDRRMF) - handles paradigm shift from reactive
to proactive DRRM where men and women learn awareness and understanding
of DRRM with the end goal of increasing people’s resilience and decreasing
their vulnerabilities

Figure 4.2. Philippine Disaster Risk Reduction and Management Framework.

 In addition to this framework, the Disaster Risk Reduction Management Office (DRRMO)
of Valenzuela City will establish enhanced monitoring, forecasting and hazard warning,
through institutionalizing End-to-End Warning System (EWS) information sharing and
communication systems among the city, barangay, communities as well as with the regional
and national government. This will be fully operational by 2022.

4.2.3 Weaknesses
Even though the city government of Valenzuela has a reliable framework for disaster risk
reduction (DRR) and enhanced hazard warning system, the VCDRRMC strategy is
insufficient because it does not incorporate risk analysis to its development plans and does
not build people’s capacities to have sustainable livelihood options.

4.3. Essential 3 - Strengthen Financial Capacity for Resilience

4.3.1 General
According to Section 1. Rule No. 18 (Local Disaster Risk Reduction and Management
Fund) under the Implementing Rules and Regulation of Republic Act No. 10121, the
present Local Calamity Fund, also known as the Local Disaster Risk Reduction and
Management Fund (LDRRMF), should not be less than five percent (5%) of the estimated
revenue from regular sources. This is used to support disaster risk management activities
such as, but not limited to, pre-disaster preparedness programs including training,
purchasing life-saving rescue equipment, supplies and medicines for post-disaster
activities, the payment of premiums on calamity insurance, and construction of evacuation
centers. Of the amount appropriated for LDRRMF, thirty percent (30%) from this shall be
allocated as Quick Response Fund (QRF) or stand-by fund for relief and recovery programs
so that situation and living conditions of people in communities or areas struck by disasters,
calamities, epidemics, or complex emergencies, may be normalized as quickly as possible.

4.3.2 Strengths
One of the set activities of City Planning and Development Office (CPDO) of Valenzuela
City for the first term of VCDRRMP from 2016 to 2019 is the inclusion in provision for
General Appropriations Act (GAA) guidelines on the minimum of 5% of the city’s annual
budget dedicated to Disaster Risk Reduction Management (DRRM) and Climate Change
Adaptation (CCA) activities.

In addition to this, the City Budget Office (CBO) of Valenzuela City has reported 50%
financing and insurance coverage for vulnerable groups and/or communities from 2016 to
2019, while full assistance is proposed for the succeeding period up to 2022. The purpose
of this is to produce information, education and communication (IEC) encouraging hazard
insurance coverage for government, private infrastructures, and other business
establishments; create a directory of available financing providers for the city and promote
insurance schemes among production sector, supply sector, local communities and
responders.
 4.3.3 Weaknesses
Valenzuela City does not provide incentives to various sectors and businesses to encourage
incorporating resilience in their operations. While resilience may be a difficult idea to
implement especially in an area where mosty small and medium enterprises thrive, it is
important in creating a disaster resilient community because businesses provide the
livelihood of the people.

4.4. Essential 4 - Pursue Resilient Urban Development and Design

4.4.1. General
The Valenzuela City Disaster Risk Reduction and Management Council
(VCDRRMC) has updated maps of disaster prone areas in the city. Out of 33 barangays,
26 are flood-prone, making flood the most threatening disaster in the city. To address these
disasters, the barangay chairman, as head of the Barangay Development Council (BDC),
together with the Barangay Disaster Risk Reduction and Management Committee
(BDRRMC’s), conduct continuous disaster risk reduction and management (DRRM)
programs in their corresponding areas in support of R.A. 10121 (e.g. clearing of canals,
relocating of informal settlers, conducting earthquake and fire drills, and enhance DPP
awareness on barangay residents) and monitors these programs through the Valenzuela
City Disaster Risk Reduction and Management Office otherwise known as the Disaster
Preparedness Office (DPO). The figures in Essential No. 1 illustrates the Ground Shaking,
Ground Rapture, Tsunami, Liquefaction, and Flood prone areas respectively. These maps
serve as reference to pursue resilient urban development and design.

Figure 4.3a. Ground Shaking. Figure 4.3b. Ground Rupture.

Figure 4.3c. Tsunami. Figure 4.3d. Liquefaction.

Figure 4.3e. Flood.

4.4.2. Strengths
The VCDRRMC adopts the National DRRM Framework (NDRRMF), a framework that
envisions the country to be “safer, adaptive and disaster-resilient Filipino communities
toward sustainable development” and one of its priorities under the City Disaster Risk
Reduction and Management Plan (CDRRMP) is to increase the disaster resilience of
infrastructure systems. To enhance the disaster mitigation and preparedness strategies for
infrastructure systems, the following are planned to be implemented through the
partnership of CPDO, OBO, CHO, DRRMO, CENRO, DepEd-Valenzuela, DILG-
Valenzuela, and BDRRMC from 2016 to 2032:

1. Advocacy for stricter implementation of the building code and use of green
technologies;
2. Conduct inventory, vulnerability and risk assessments of critical facilities and
infrastructures;
3. Develop guidelines on the redesign, retrofitting or operational modification of
infrastructure; and
4. Integrate DRRM and CCA in the building code.

To implement this plan, the VCDRRMC is currently exploring the principles of

Performance Based Design while promoting rehabilitation, strengthening of disaster
response, and prevention/mitigation strategies. Further, as stated above, there are existing
hazard maps of the city that are based on scientific DRRM and CCA assessment, mapping,
analysis and monitoring. The building code and standards are based on national standards.
The city has associations such as Pederasyon at Samahan ng mga Magkakapitbahay
(Public) and Valenzuela City Federation of Homeowners Association (Private) for
harmonization and close monitoring of the disaster mitigation of these infrastructure
systems.

Further, the City Mayor’s Office has a Zoning Division that provides services and
regulates location clearance for Building Permits, Business License, Locational Clearance
for Subdivision Development, Zoning Certification, and other relevant documents in
compliance to the Land Use Plan of the city.

4.4.3. Weaknesses
The building standards of Valenzuela City are not yet updated to Resilience Based Design
because it is a relatively new concept to the country. Moreover, in the past years, DRR in
the city has focused on efforts around disaster response, but not so much in preparedness
such as identifying the hazard-prone areas and other factors which contribute to people’s
exposure to disasters, incorporating risk analysis to development plans, and building
people’s capacities towards sustainable livelihood options.

Although there are existing housing projects such as Disiplina Village by the Housing
Resettlement Office, the exponential increase of the number of informal settlers and
families with low income residing in the highly congested and disaster-prone urban areas
having unstable or substandard buildings/structures is still uncontrollable. Thus, urban
disasters such as fire and flooding are still prevalent.
4.5. Essential 5 - Safeguard Natural Buffers to Enhance the Protective Functions
Offered by Natural Ecosystems

4.5.1. General
As previously established, a large part of the city is prone to flood hazards regardless of
having natural catch basins such as Meycauayan River, Polo River, Coloong River and
Tullahan River. Water runoff is usually mixed with garbage that blocks the waterways.
Moreover, Valenzuela is a major producer of essential commodities, such as fabricated
metal, plasticware, textiles, cosmetics, and food products, and is generating a huge amount
of industrial waste that goes into the waterways. Thus, the VCDRRMP focuses on
preserving its water assets and wastewater management among other priorities. Figure 4.4
shows the rehabilitated Tullahan River.

The City Environment Natural Source Office is the primary partner of VCDRRMO in these
programs. This office handles the monitoring of illegal disposal of industrial companies.
On the other hand, the VCDRRMO monitors the gardening in schools and barangay halls,
facilitates Climate Change Adaptation programs such as Paskong Kabuhayan (recycled
materials competition) and Community Gardening Citywide Contest, promotes vertical
gardening, and maintains rain catchment facilities. Figure 4.5 shows the ALERT Center
which is a “Green Building” with rain catchment system that collects and stores rainwater
for later use. Figure 4.6 shows the active participation of the people in community
gardening.

Figure 4.4. Tullahan River.

 Figure 4.5. Green Building.

Figure 4.6. Community Gardening.

4.5.2. Strengths
Based on the Climate Change Adaptation Framework, the National Climate Change Action
Plan (NCCAP) of VCDRRMP aims to “build the adaptive capacities of women and men
in their communities, increase the resilience of vulnerable sectors and natural ecosystems
to climate change and optimize mitigation opportunities towards gender-responsive and
rights-based sustainable development.”
 In support of these long-term objectives of adaptation and mitigation, NCCAP will pursue
seven strategic priorities:
1. Food security
2. Water efficiency
3. Ecosystem and environmental stability
4. Human security
5. Climate-smart industries and services
6. Sustainable energy
7. Knowledge and capacity development

4.5.3. Weaknesses
According to the major gaps in the VCDRRMP, most of the agencies and communities do
not see the DRRM and CCA as priorities in a sustainable development framework. Most
of the programs are reiterated or implemented only during disasters. Thus, the VCDRRMO
should make bigger efforts to emphasize and promote the importance of DRRM and CCA
since these principles are vital in making a resilient city.

4.6. Essential 6 - Strengthen Institutional Capacity for Resilience

4.6.1. General
The VCDRRMC is headed by a chairman working together with the Disaster Coordinating
Team and DRRMO Secretariat. Each branch of the council is headed by a vice-chairman
and each has different responsibilities. The DRRMO Vice-Chairman is responsible for
disaster preparedness, the CENRO Vice-Chairman is responsible for prevention and
mitigation, the CSWDO Vice-Chairman is responsible for disaster response, and CEO
Vice-Chairman is responsible for rehabilitation and recovery.

Further, all of the personnel of VCDRRMC are well trained through skills and knowledge
seminars, public education, and awareness campaigns. Most of the campaigns are held
annually. There is CPR training every February, Fire Prevention Month every March, and
Skills Olympic from June to July. Furthermore, the other seminars for both office personnel
and the public are mentioned in Essential No. 7.

4.6.2. Strengths
The council recognizes specific concerns that belong to more than DRRM priority areas
such as health, human-induced disasters, gender mainstreaming, environmental protection,
cultural sensitivity to indigenous practices, and the rights-based approach. Thus,
VCDRRMC have taken these into consideration by letting each branch work
harmoniously. Nonetheless, each of the DRRM priority area has the following
responsibilities:

I. Disaster Prevention and Mitigation

1. Conduct of risk assessments in different barangays and disaster-prone communities
2. Development and establishment of several early warning systems
3. Development of tools on risk assessment
4. Increasing involvement of communities and barangays in disaster risk management
 5. Establishment of local and legal frameworks in DRRM
6. Resource allocation

II. Disaster Preparedness

1. Conduct of multi-stakeholder dialogues
2. Conduct of various capacity-building activities
3. Development of contingency plans
4. Development of information, education and communication (IEC) materials
5. Development of procedures on disaster communication

III. Disaster Response

1. Established institutional mechanisms for disaster response operations
2. Improved skills in search, rescue and retrieval operations
3. Disaster Rehabilitation and Recovery
4. Mainstreaming of DRR in social, economic, and human settlements development
plans
5. Conduct of post-disaster assessments
6. Integration of DRR into post-disaster recovery and rehabilitation processes
7. Incorporating DRR elements in planning and management of human settlements

IV. Disaster Rehabilitation and Recovery

1. Mainstreaming of DRR in social, economic, and human settlements development
plans
2. Conduct of post-disaster assessments
3. Integration of DRR into post-disaster recovery and rehabilitation processes
4. Incorporating DRR elements in planning and management of human settlements

4.6.3. Weaknesses
As of the moment, there is a major gap between disaster response and disaster
preparedness. Most of the programs implemented focus on the former. Therefore, the
VCDRRMC must strengthen the DRRM area that prioritizes preparedness, prevention, and
mitigation since it is known that prevention is more effective and less costly than
rehabilitation and recovery.

4.7. Essential 7 – Understand and Strengthen Societal Capacity for Resilience

4.7.1. General
The City government of Valenzuela has put up twenty one (21) 3S Centers to date in
strategic locations in Valenzuela. The name stands for “Sentro ng Sama-samang Serbisyo”
which aims to decentralize the local government and to serve as “peripheral nerves” of the
city government during disasters and emergencies. Each 3S Center houses different
services. In Brgy. Karuhatan, the 3S center houses a rescue satellite station, a day care
center, a multi-purpose hall, and Serbisyo Center where the public can avail the services of
Local Civil Registry, City Treasurer and the City Business Permits and Licensing Office.
Meanwhile, in Brgy. Malanday, the 3S center houses a new barangay hall, a police
community precinct, a health station and a multipurpose hall.13 The 3S center also stands
as a venue for training programs hosted by the VCDRRMO which are conducted either
monthly, quarterly, or weekly for free. These 3S Centers are required to submit
corresponding reports to the city government every month.

Figure 4.7. 3S Center in Brgy. Karuhatan, Valenzuela City14.

Aside from the 3S Center, there are also existing community organizations such as the
Batang Emergency Response Team (BERT), SHIELD, RAPID, Emergency-Fatima Action
Teams on Rescue Services (E-Factors) and TODA Rescue that participates in risk
reduction and post-event response for each neighborhood in the city.

The VCCDRRMO also conducts trainings/seminars in coordination with the National

Agencies. Some of these trainings are:

1. Basic Emergency (Medical/Trauma) First Responders (EMTFR) Training

Course (3Days)
2. Water Emergency Lifesaving (WELSAVE) Technique Training Course (3
Days)
3. Basic Fire Safety Prevention and Suppression (BFSPS) Training (3 Days)
4. Basic High Angle Rope Rescue Technique (HARRT) Training (2 Days)
5. Community-Based Disaster Risk Reduction and Management Training (3 Days)
6. Basic Incident Command System (BICS) Training Course (3 Days)
7. Incident Command System – Executive Training Course (1 Day)
8. Rapid Damage Assessment and Needs Analysis (RDANA) Training Course (4
Days)
 9. Earthquake Landslide Search And Rescue Orientation Course (ELSAROC) (3
Days)
10. Collapsed Structure Search and Rescue (CSSR) Training Course (3 Days)

The city also has training related to business continuity which are being led by the Workers
Affair Office (WAO) under the VCDRRMO and the Public Employment Service Office
(PESO). Currently, the city does not require a documented business continuity plan, but
some already have such plan.

Valenzuela City also utilizes different platforms in relation to Resilience building such as
the Public Information Office (PIO), ALERT Button, Valenzuelako mobile, Twitter, and
Facebook.

4.7.2. Strengths
Valenzuela City is a very big city in terms of its geographical attributes. With the
implementation of the 3S, the societal capacity for resilience is strengthened. Moreover,
the city has many volunteer organizations that participate in risk reduction and post-event
response.

4.7.3. Weaknesses
A small percentage of businesses have a documented business continuity plan to date. The
platforms used for citizen engagement are quite “techy” which does not appeal to the
elderly and low engagement among poor people who are the most vulnerable.

4.8. Essential 8 – Increase Infrastructure Resilience

4.8.1. General
Urban disasters that may result from the increasing number of urban poor settlements are
among the city’s growing concerns in DRRM. Moreover, the city is known to be a flood
prone area which can be attributed to its low elevation and proximity to Manila Bay. The
Figure 4.8 shows the graphical simulation of the Tropical Storm Ondoy (Typhoon Ketsana)
which affected the city in 2009.

Because of the exponential increase of residents belonging to the low income bracket living
in highly congested urban communities surrounded by old, unstable or new buildings with
substandard quality, attention to how risks can be reduced in infrastructure systems needs
to be emphasized. In order to achieve an enhanced disaster mitigation and preparedness
strategy for infrastructure systems, the following activities were undertaken in general: (1)
Advocacy for a more strict implementation of the building code and use of green
technology, (2) Conduct inventory, vulnerability and risk assessment for critical facilities
and infrastructures, (3) Develop guidelines on the redesign, retrofitting or operational
modification of infrastructure, and (4) Integrate DRRM and CCA in the building code.
 Figure 4.8. Tropical Storm Ondoy Flooding Graphical Simulation.

Based on the interview with the VCDRRMO representative, the following are some of the
specific structural measures implemented in relation to increasing infrastructure resilience:

Table 4.1 Summary of structural measures implemented in relation to increasing

infrastructure resilience.

Infrastructure Remarks
Transportation ● Roads are designed/constructed at a higher elevation
● Alternative routes are displayed in the city plan
● Canals are always monitored ensuring it is clean and green
Water ● Water interruptions are responded within an hour (in
coordination with Maynilad Water Service Inc.)
● Valenzuela-Obando-Meycauyan Flood Control Project:
Improvement through combination of basic measures such as
pumping stations, drainage channels and backwater dike15
● Rehabilitation of pumping stations and minimizing solid waste
in waterways16
Power ● Power interruptions are responded within an hour
Additionally, the 3S centers as mentioned in Section 5.7 enables to provide shelter and
sufficient acute healthcare to deal with expected major injuries under disaster scenarios.

4.8.2. Strengths
With the implemented and on-going measures related to infrastructure resilience, the
resulting risk from hazards and the impacts of climate change are reduced which enables
the city to provide the essential services and response to disasters.

4.8.3. Weaknesses
Infrastructure projects or actions in relation to loss of service in communications
were not mentioned during the interview. Some barangays are far from the existing 3S
Centers as shown in the Figure 4.9.

Figure 4.9. Updated 3S Center Map.

4.9. Essential 9 – Ensure Effective Disaster Response

4.9.1. General
The city follows an Incident Command System (ICS) - a standardized approach to
command, control and coordinated emergency response providing a common ground
where responders from multiple agencies can work together. This serves as the basis for
planning and standard operating procedures to act on early warnings and forecasts.
Trainings for the ICS are provided by the Office of the Civil Defense (OCD).

In terms of equipment and facilities, the Valenzuela City has Hazardous Material (HazMat)
Apparatus Trucks used in responding to emergencies that involve potentially hazardous
material. The city also has a Decontamination Shower System and additional equipment
like the HazMat suits (Level A, B and C). The VCDRRMO also has a storage facility,
managed by the CSW, for the relief goods for disaster response.

Figure 4.10. Valenzuela City HazMat Apparatus Truck14.

The Valenzuela City has eleven (11) emergency satellite sirens scattered throughout the
city which helps alert Valenzuelanos by providing warnings and instructions before and
during emergencies, such as the occurrence of earthquake, typhoon, and fire. Each of these
early warning systems consists of massive speakers and sirens. They can be remotely
activated from the Allied Local Evacuation and Emergency Response Teams (ALERT)
Center in Brgy. Malinta. Currently, these are stationed at the Punturin 3S Center, Polo 3S
Center, Ugong 3S Center, Canumay East- Libis Covered Court, Gen. T de Leon –
Independence Covert Court, Marulas Public Market, Marulas Daycare Center – Elysian,
Viente Reales – Luis Francisco Elementary School, Tagal Elementary School, Malinta
National High School, and Valenzuela City Fire Station. Additional sirens are set to be
installed in more barangays throughout the city in the coming months.17

Figure 4.11. Valenzuela City Emergency Siren14.

Aside from this, small search and rescue (SAR) vehicles were also purchased to enable
swift response in innermost communities where streets are narrow.

Figure 4.12. Valenzuela City Small Search and Rescue (SAR) vehicles14.
 4.9.2. Strengths
The VCDRRMO operates 24/7 with shifting. Relief goods are always ready in the event of
disaster. When relief goods run out, the city has signed a MOA with private entities such
as Puregold and CDO. Foods are monitored daily and replaced three (3) months prior to its
expiration date.

Drills are conducted regularly, and with the help of the satellite sirens, the residents are
properly informed of the procedures or protocols of the city government. Evacuation
centers are identified based on where affected persons are situated and the number of
affected persons.

4.9.3. Weaknesses
According to the VCDRRMO representative, in the event of disaster simultaneously
occurring in the whole city, the office can delegate up to two (2) teams to respond. The
current staffing of the VCDRRMO is quite insufficient to provide quick response to all
areas that would be affected. Additionally, the stock relief goods are not enough to feed
the whole city. Also, the office still lacks some necessary equipment/facility/resources
needed in order to fulfil its mandate smoothly.

4.10. Essential 10 – Expedite Recovery and Build Back Better

4.10.1. General
The Rehabilitation and Recovery is one of the key priority areas under the City Disaster
Risk Reduction and Management Plan (CDRRMP). The long term goal is to restore and
improve facilities, livelihood and living conditions and organizational capacities of
affected communities, as well as reduced disaster risks in accordance with the principle
“Build Back Better”. Specifically, the objectives are to: restore people’s means of
livelihood and continuity of economic activities and business, restore shelter and other
building/installation, reconstruct infrastructure and other public utilities, and assist in the
physical and psychological rehabilitation of persons who suffer from the effects of disaster.

In order to achieve the objectives of the CDRRMP, the following outcomes were identified:

(1) damage, losses, and needs assessment – an assessment of accounting of

damages, losses and needs will be the basis for identifying programs, projects and activities
for the disaster-affected areas. The outputs are: Post-Disaster Needs Assessment and
Strategic Action Plan as indicated by the estimated cost of damages to life, property and
infrastructure assessed, estimated losses in businesses and economy assessed and
corresponding basic needs of the affected population identified.

(2) economic activities restored and if possible, strengthened or expanded – since

the ability of people affected by disasters to bounce back easily rely heavily on the
restoration of their sources of income and livelihood opportunities, by identifying what the
existing situation is, the city can respond with the appropriate programs that will enable
the people to build back better after the disaster. Through the help of the LGU and other
donors, livelihood programs and projects, and credit facilities for affected sectors are
 expected to be established. This initiative shall increase the percentages of livelihood
activities restored/revived and established and the percentage of approved credit or
financial assistance for the affected sectors.

(3) DRRM and CCA elements are mainstreamed in human settlements – The
percentage of affected public and private establishments/agencies implementing
appropriate safety code shall be monitored. The development of disaster-resilient housing
designs and introduction of improved and modernized building systems and programs shall
be introduced to attain a self-sufficient community with access to basic social services.
Safe relocation sites and resettlement areas, and relevant government housing programs
will be provided for people displaced by natural and human-induced disaster of those living
in hazardous areas.

(4) disaster and climate change resilient infrastructure constructed/reconstructed

– to ensure that the restoration/rehabilitation of projects such as transportation and social
infrastructure is disaster and climate-proof, these shall be in accordance with safety
standards, resiliency standards, and building permits approved within the prescribed
time(linked to risk transfer mechanism and anti-red tape act R.A. 9485).

(5) a psychologically sounds, safe and secured citizenry that is protected from the
effects disasters are able to restore to normal functioning after each disaster – disasters
are devastating and usually leave a trail of human agonies including loss of human life,
livestock, property, and livelihood loss, physical injuries and damages to development
works. Along with relief, rehabilitation and care of physical health and injuries,
psychosocial and mental health issues are also important and they need to be addressed.
The vulnerable population will be provided with adequate and appropriate risk protection
measures.

4.10.2. Strengths
With the CDRRMP, a strategy and process for post-event recovery and
reconstruction, including economic reboot are in place. The plan also provides a process
of incorporating post failure analyses and the ability to capture lessons learned that feed
into design and delivery of rebuilding projects.

5. CONCLUSION
The Sendai Framework for Disaster Risk Reduction by the United Nations Office for Disaster
Risk Reduction (UNISDR) is the globally recognized standard to inculcate the concept of
resilience to cities. The framework focuses on ten essential areas where the government should
improve on. Using the preliminary level self-assessment provided by UNISDR, Valenzuela
City scored high which means that it will need very few changes to its disaster risk reduction
plan and organization to align with the new framework. This is because the city has had its
VCDRRMO for a while which allowed them to build their disaster strategy into a robust one.

The result of the assessment has identified three essentials that stood out to be the city’s
strengths – understanding risk scenarios (E2), pursuing resilient urban development (E4), and
institutional capacity for resilience (E6).
 The city adheres to national plans such as the National DRRM Framework (NDRRMF) and
the National Climate Change Action Plan (NCCAP) which aligns their governance strategy to
that of the national government. They have also demonstrated enhanced hazard monitoring,
forecasting and warning systems which give them a good grasp of the risk scenarios that they
face.

The National Building Code of the Philippines provides the necessary guidelines to build
adequate buildings and infrastructure needed for urban development. This is why the city has
chosen to implement strict compliance with this code. They have also been conducting a risk
assessment of critical facilities, and have developed retrofitting and rehabilitation guidelines,
which are important for a resilient community.

Essential 6 talks about resilience among institutions that keep the city running functioning at
its peak. Some programs that Valenzuela has that support this focus on health, human-induced
disasters, gender mainstreaming, environmental protection, cultural sensitivity to indigenous
practices, and a rights-based approach planning. Moreover, skills development is done in all
institutions within the city government to ensure that everyone is aligned with the VCDRRMO
plans.

On the other hand, the assessment has identified its weakness in terms of financial capacity for
resilience (E3) and infrastructure resilience (E8). As with any project, organizations usually
face the challenge of seeking funding. It is no different for Valenzuela especially that risk
reduction and resilience are concepts that usually take a back seat for emerging economies.
And so, they are not able to provide certain incentives to businesses to encourage them to plan
for resilience. It proves to be the same case when it comes to infrastructure. Most have been
existing long before the idea of resilience has taken flight. So, it becomes the current
government’s responsibility to keep up and possibly upgrade its infrastructure, which goes
back to the issue of funding.

6. RECOMMENDATION

Adopt the Sendai Framework

The Sendai Framework is the globally accepted standard that is being promoted by UNISDR
for cities to adopt since 2015. It is also this framework that the assessment is tailored to which
gives cities until 2030 to adhere to. The city can conduct a full assessment to supplement the
current preliminary assessment based on the same framework. This will give them more
insights on how they can better improve their DRRM plans to align with the new framework.

Explore other sources of funding

One weakness that was identified is the need for more funding which is needed to implement
certain infrastructure projects. While it is recognized that funding is never easy, the city must
recognize that there is a tangible benefit that can be derived from funding resilience projects.
A more resilient city will be able to bounce back to a fully operational economy more quickly
which will translate to more revenue, and thus, unhampered development for the community.
With this philosophy, it will be much easier to seek funding from businesses with the
community, as well as from development institutions outside.
 Involve utility operators
Most of the critical facilities in every city are used to deliver the basic needs of the community.
Since these utilities are managed by private entities in Valenzuela, it is important to involve
them in crafting plans for resilience. Besides, since they are the ones managing it, they have
the knowledge and expertise to come up with the best possible plan to minimize disruption
when a disaster strikes.

Plan for overcapacity

The ALERT Center is built to handle and respond to natural calamities and certain man-made
hazards that occur fairly frequently. It is not equipped to operate under extreme situations such
as the “Big One”. Then again, it will not be prudent to maintain resources enough to respond
to extreme conditions. However, it is something that Metro Manila has already identified that
is possible to happen soon. As such, the city has to plan for an event. The city can tap civilians
from within the community as “reservist responders” should an extreme event happen. This
way, a balance between maintaining too many resources all the time and having the capacity
to act during extreme conditions is established.

References

1. Tayo na, Valenzuela! The Official Website of the City Government of Valenzuela.
Retrieved from: https://www.valenzuela.gov.ph/the_city
2. Valenzuela, Metro Manila. Wikipedia. Retrieved from:
https://en.wikipedia.org/wiki/Valenzuela,_Metro_Manila
3. Photo Credit: https://news.mb.com.ph/2016/11/04/roundup-news-around-cities-in-metro-
manila-nov-4-2016/
4. Photo Credit: https://www.researchgate.net/figure/Administrative-boundaries-of-
Metropolitan-Manila-cities_fig1_328874121
5. Photo Credit: https://www.valenzuela.gov.ph/government
6. Photo Credit:
https://en.wikipedia.org/wiki/Valenzuela,_Metro_Manila#/media/File:Ph_fil_congress_v
alenzuela_1d.png
7. Photo Credit: https://en.wikipedia.org/wiki/File:Ph_fil_valenzuela_barangays.png
8. Valenzuela: River Flooding. Retrieved from: http://designingresilience.com/dria-
programme/valenzuela-river-flooding/
9. Nelz, J. (2019, October 29). “Big One Earthquake Might Strike Anytime, Philvolcs Says”.
Philippine News. Retrieved from: https://philnews.ph/2017/02/22/phivolcs-confirms-big-
one-earthquake-might-now-strike-anytime
10. Valenzuela's ALERT Center readies city for the worst. Retrieved from:
https://www.valenzuela.gov.ph/article/news/10811
11. The Ten Essentials for Making Cities Resilient. Retrieved from:
https://www.unisdr.org/campaign/resilientcities/toolkit/article/the-ten-essentials-for-
making-cities-resilient
12. Terminology: Resilience. Retrieved from:
https://www.preventionweb.net/terminology/view/501
13. Valenzuela opens 2 more ‘Little City Halls’. Retrieved from:
https://www.valenzuela.gov.ph/article/news/10462
14. Photo Credit: https://web.facebook.com/valenzuelacitygov/
15. JICA, Flood Control and Drainage Project in Metro Manila Phase II
16. Metro Manila Flood Management Project (MMFMP) Phase 1
17. Valenzuela Toughens Emergency Response, Early Warning System. Retrieved from:
https://valenzuela.gov.ph/article/news/11826
 E1
30
E10 25 E2

20

15

E9 10 E3
5
The overall score for this assessment is 110 / 141
0

Please send the completed tool and PDF report to: isdr-campaign@un.org
Disaster Resilience Scorecard for Cities - Preliminary Level Assessment Tool, v.1.0. E8 E4
© UNISDR, 2017.

E7 E5

E6

P1.1
Essential 01: Organize for Resilience 3

P1.1 Does the City master plan (or relevant strategy/plan) adopt the Sendai Framework? 2 2
Is there a multi-agency/sectoral mechanism with appropriate authority and resources to address disaster
P1.2 3
risk reduction? 1
P1.3 Is resilience properly integrated with other key city functions / portfolios? 2
0

P1.3 P1.2

Essential 02: Identify, Understand and Use Current and Future Risk Scenarios
P2.1
3
P2.1 Does the city have knowledge of the key hazards that the city faces, and their likelihood of occurrence? 3

Is there a shared understanding of risks between the city and various utility providers and other regional 2
P2.2 and national agencies that have a role in managing infrastructure such as power, water, roads and trains, 2
of the points of stress on the system and city scale risks? P2.5 1 P2.2
Are their agreed scenarios setting out city-wide exposure and vulnerability from each hazard, or groups of
P2.3 2
hazards (see above)? 0
Is there a collective understanding of potentially cascading failures between different city and
P2.4 3
infrastructure systems, under different scenarios?
P2.5 Do clear hazard maps and data on risk exist? Are these regularly updated? 3

P2.4 P2.3

Essential 03: Strengthen Financial Capacity for Resilience P3.1

3

The city / lead agencies understand all sources of funding, and the “resilience dividends”, are well
connected, understand all available routes to attract external funding and are actively pursuing funds for 2
P3.1 2
major resilience investments.
1
Does the city have in place a specific ‘ring fenced’ (protected) budget, the necessary resources and
P3.2 contingency fund arrangements for local disaster risk reduction (mitigation, prevention, response and 2
recovery)? P3.4 0 P3.2
P3.3 What level of insurance cover exists in the city, across all sectors – business and community? 1
What incentives exist for different sectors and segments of business and society to support resilience
P3.4 0
building?

P3.3

P4.1
3
Essential 04: Pursue Resilient Urban Development

2
Is the city appropriately zoned considering, for example, the impact from key risk scenarios on economic
P4.1 3
activity, agricultural production, and population centres?
1
 Are approaches promoted through the design and development of new urban development to promote 1
P4.2 3
resilience?
Do building codes or standards exist, and do they address specific known hazards and risks for the city? P4.4 0 P4.2
P4.3 3
Are these standards regularly updated?
P4.4 Are zoning rules, building codes and standards widely applied, properly enforced and verified? 3

P4.3

Essential 05: Safeguard Natural Buffers to Enhance the Protective Functions Offered by Natural Ecosystems P5.1
3

Beyond just an awareness of the natural assets, does the city understand the functions (or services) that 2
P5.1 3
this natural capital provides for the city?
Is green and blue infrastructure being promoted on major urban development and infrastructure projects
P5.2 2 1
through policy?
Is the city aware of ecosystem services being provided to the city from natural capital beyond its
0
P5.3 administrative borders? Are agreements in place with neighbouring administrations to support the 2
protection and management of these assets?

P5.3 P5.2

Essential 06: Strengthen Institutional Capacity for Resilience

P6.1
3
Does the city have clear access to all the skills and experience it believes it would need to respond to
P6.1 3
reduce risks and respond to identified disaster scenarios?
2
Does a co-ordinated public relations and education campaign exist, with structured messaging and P6.6 P6.2
P6.2 channels to ensure hazard, risk and disaster information (that can be understood and used) are properly 3 1
disseminated to the public?
Extent to which data on the city’s resilience context is shared with other organizations involved with the 0
P6.3 2
city’s resilience.
Are there training courses covering risk and resilience issues offered to all sectors of the city including
P6.4 3
government, business, NGOs and community?
P6.5 Are training materials available in the majority of languages in common use in the city? 3 P6.5 P6.3
Is the city proactively seeking to exchange knowledge and learn from other cities facing similar
P6.6 3
challenges?

P6.4

Essential 07: Understand and Strengthen Societal Capacity for Resilience P7.1
3
Are “grassroots” or community organizations participating in risk reduction and post-event response for
P7.1 3
each neighbourhood in the city? 2
P7.2 Are there regular training programmes provided to the most vulnerable populations in the city? 3
1
What proportion of businesses have a documented business continuity plan that has been reviewed
P7.3 1
within the last 18 months?
P7.4 0 P7.2
P7.4 How effective is the city at citizen engagement and communications in relation to DRR? 3

P7.3

Essential 08: Increase Infrastructure Resilience

Is critical infrastructure resilience a city priority, does the city own and implement a critical infrastructure
P8.1
plan or strategy?
3 P8.1
3
P8.2 Is existing protective infrastructure well-designed and well-built based on risk information? 3
P8.9 P8.2
Would a significant loss of service for these two essential services be expected for a significant proportion 2
P8.3 2
of the city under the agreed disaster scenarios?
Would a significant loss of service be expected for a significant proportion of the city in the ‘worst case’
1
P8.4 scenario event? In the event of failure would energy infrastructure corridors remain safe (i.e. free from risk 2
of leaks, electrocution hazards etc.)? P8.8 P8.3
0
Would a significant loss of service be expected for a significant proportion of the city in the ‘worst case’
P8.5 scenario event? In the event of failure would transport infrastructure corridors remain safe (i.e. free from 2
risk of flood, shocks etc) and passable?
Would a significant loss of service be expected for a significant proportion of the city in the ‘worst case’ P8.7 P8.4
P8.6 2
scenario event?
Would there be sufficient acute healthcare capabilities to deal with expected major injuries in ‘worst case’
P8.7 1
scenario? P8.6 P8.5
P8.8 % of education structures at risk of damage from “most probable” and “most severe” scenarios 2
P8.9 Will there be sufficient first responder equipment, with military or civilian back up as required? 1

Essential 09: Ensure Effective Disaster Response P9.1

3
 P9.1
3

Does the city have a plan or standard operating procedure to act on early warnings and forecasts? What
P9.1 2 P9.7 2 P9.2
proportion of the population is reachable by early warning system?
Is there a disaster management / preparedness / emergency response plan outlining city mitigation,
P9.2 3 1
preparedness and response to local emergencies?
Does the responsible disaster management authority have sufficient staffing capacity to support first
P9.3 2 0
responder duties in surge event scenario?
P9.4 Are equipment and supply needs, as well as the availability of equipment, clearly defined? 3 P9.6 P9.3
P9.5 Would the city be able to continue to feed and shelter its population post-event? 1

Is there an emergency operations centre, with participation from all agencies, automating standard
P9.6 2
operating procedures specifically designed to deal with “most probable” and “most severe” scenarios?

Do practices and drills involve both the public and professionals? P9.5 P9.4
P9.7 3
Essential 10: Expedite Recovery and Build Back Better
3

Is there a strategy or process in place for post-event recovery and reconstruction, including economic
P10.1 3
reboot, societal aspects etc.?
2
Do post-event assessment processes incorporate failure analyses and the ability to capture lessons
P10.2 2
learned that then feed into design and delivery of rebuilding projects?

0
P10.1 P10.2

3/24/2020
Disaster Resilience Scorecard for Cities - Preliminary Level Assessment Tool, v.1.0.
© UNISDR, 2017.

Acknowledgements Questions?

• IBM and AECOM, who are members of UNISDR’s Private Sector Contact our staff and partners in the region nearest you:
Advisory Group (PSAG) co-created the City Disaster Resilience
Africa
Scorecard that was released in 2014, and collaborated again to
Mr. Animesh Kumar (animesh.kumar@unisdr.unon.org)
produce version 2 of the Scorecard released in April 2015, post
Sendai. Americas
Ms. Saskia Carusi (scarusi@eird.org)
• A number of cities have supported official piloting of the Scorecard;
feedback from these cities has informed this version. Our thanks go Arab States
to the resilience champions in the following cities: Greater Mr. Ragy Saro (saro@un.org)
Manchester and Stoke on Trent, UK; Amadora and Lisbon, Portugal;
Asia
Jonkoping and Arvika, Sweden; Bugaba, Panama; Kisumu, Kenya;
Tejas Patnaik (patnaik1@un.org)
Aqaba, Jordon; Yogyakarta, Indonesia; Makati, Philippines and
Islamabad, Pakistan. Numerous other cities have completed Pacific
Scorecard assessments and developed plan of action. This feedback Mr. Timothy Wilcox (wilcoxt@un.org)
has also been considered as part of this Scorecard update. North East Asia
• The Center for Climate and Energy Solutions (C2ES), with IBM and Mr. Sanjaya Bhatia (bhatia1@un.org)
AECOM, has executed a series of workshops in with US cities Europe and Central Asia
(Anchorage, AK; Providence, RI; Miami Beach, FL; Kansas City, MO; Mr. Takashi Kawamoto (takashi.kawamoto@un.org)
Phoenix, AZ). Learning from these workshops has informed the
update of the Scorecard. Global
Mr. Peter Williams (peter.r.williams@us.ibm.com)
• UNISDR brought together a large working group to develop Mr. Ben Smith (ben.smith@aecom.com)
indicators that have formed substantial part of the Scorecard. Thanks Mr. Abhilash Panda (pandaa@un.org)
to the entire working group comprising: Arghya Sinha Roy, ADB; Katy Ms. Fernanda Del Lama Soares (fernanda.dellamasoares@un.org)
Vines, C40 Cities; Sarah Hendel-Blackford, Ecofys; Ben Smith,
AECOM; Mark Harvey, Resurgence; Esteban Leon, UN Habitat;
Stefan Kohler, UNOPS; Hugh Macleman, OECD; Cassidy Johnston,
UCL; Mostafa Mohaghegh, IFRC; Ebru Gencer, CUDRR; Jair Torres
and Margherita Fanchiotti, UNESCO; Margaret Arnold, World Bank;
and Christopher G. Burton, Global Earthquake Model.