Philippines’ Country Profile1*
I.

General Information
The Republic of the Philippines (RP) is anarchipelagic nation located in Southeast Asia. Its
length measures 1,850 kilometers, starting from thepoint near the southern tip of Taiwan and ending
close to northern Borneo. Three prominent bodies ofwater surround the archipelago: the Philippine Sea
and the Pacific Ocean on the east, the South China Sea on the west and north, and the
Celebes Sea and the coastal waters of Borneo on the south. The Philippines constitutes anarchipelago of 7,107 islands and has a total land area of approximately 299,764 square
kilometers.
The country’s capital is Manila. The population estimated is 94.01 million as of July2009 with a growth rate of 1.96% and rank as 12th most populous country in the world.
Eighty-three percent (83%) of the Filipinos are predominantly Roman Catholics.
The country is divided into three major island groups. Luzon is the largest islandgroup with an area of 141,000 square kilometers, followed by Mindanao covering 102,000
square kilometers, and the Visayas with 57,000 square kilometers. The rest are small islets
that emerge and disappear with ebbing and rising of tides.
The Philippines has a tropical maritime climate and is usually hot and humid. There
are three seasons: tag-init or tag-araw, the hot dry season or summer from March to May;
tag-ulan, the rainy season from June to November; and tag-lamig, the cool dry season from
December to February. The southwest monsoon (from May to October) is known as the
Habagat, and the dry winds of the northeast monsoon (from November to April), the Amihan.
Temperatures usually range from 21°C (70°F) to 32°C (90°F) although it can get cooler orhotter depending on the season. The coolest month is January; the warmest is May. The
average yearly temperature is around 26.6°C (79.88°F). The average annual temperature of
Baguio (our summer capital) at an elevation of 1,500 meters (4,900 feet) above sea level is
18.3°C (64.9°F), making it a popular destination during hot summers. Likewise, Tagaytay is afavored retreat.

1* Disclaimer: This report was compiled by an ADRC visiting researcher (VR) from ADRC member countries. The

views expressed in the report do not necessarily reflect the views of the ADRC. The boundaries and names
shown and the designations used on the maps in the report also do not imply official endorsement or
acceptance by the ADRC.

1

II.

Natural Hazards in the Philippines

A. Natural Hazards Likely to Affect the Country
The Philippines is susceptible to various types of natural hazards due to its
geographical location and physical environment; being situated in the “Pacific Ring of Fire”,
between two Tectonic plates (Eurasian and Pacific), an area encircling the Pacific Ocean
where frequent earthquakes and volcanic activity result from the movements of said tectonic
plates. In fact, the country experiences an average of 20 earthquakes per day (most are too
weak to be felt). There are also about 300 volcanoes, of which 22 are active and have beenrecorded in history to have erupted; while 5 are considered to be the most active namely:
Taal, Mayon, Bulusan, Kanlaon and Hibok-Hibok. Also, being located along the typhoon
belt/superhighway in the Pacific makes it vulnerable to extreme weather events. An averageof 20-30 typhoons/tropical cyclones visit the country every year, with 5-7 of them considered
the most destructive. Its 36,289 kms. of coastline is also vulnerable to tsunami, making thecountry also highly-susceptible to sea level rise and storm surges. Accompanying or resulting
from these tropical cyclone events are secondary phenomena such as landslides,
floods/flashfloods/flooding, tornadoes, drought, and heavy/monsoon rains.
Aside from the natural hazards, the Philippines also experiences human-induced
incidents such as urban/structural fires, air, land and sea mishaps, drowning, collapsed
structure, epidemic/disease outbreak, food poisoning, vehicular accidents, gas explosion,
chemical poisoning, oil spillage, grenade/bomb explosion/bombings, civil disturbance, andcomplex emergencies, particularly those internally displaced citizens as a result of armed
conflicts mostly in Southern Philippines.
B. Disaster Impact
From 1970 – 2010, the country was challenged with 292 destructive typhoonsout of the 793 tropical cyclones that entered the Philippine Area of Responsibility (PA); nine(9) major earthquakes: 1968 (Casiguran, Aurora), 1973 (Regay Gulf); 1976 (Moro Gulf),
1990 (Luzon, Bohol and Panay), 1994 (Mindoro Oriental), 1999 (Metro Manila and Region I)
2002 (South Cotabato) and 2003 (Masbate); 2 major volcano eruptions:1991 (Mt.

Pinatubo) and 1993 (Mt. Mayon); 2 major El Nino Phenomenon (1998 and 2009); major
landslides: 1999 (Cherry Hills Tragedy), 2000 (Payatas Tragedy), 2004 and 2006 (Southern
Leyte) and 2004 (Quezon)
Some of the past major natural disasters which required full interventions ofnational agencies and international countries and organizations were:

Luzon Earthquake in

1990, Mt. Pinatubo Eruption in 1992, Ormoc City Flashflood in 1993, Mt. Mayon Eruption in
1993, El Nino Phenomenon in 1998, Typhoons Reming and Milenyo in 2006, the Southern
Leyte landslide in 2006 and Typhoons Ondoy and Pepeng in 2009.

2

From 1970 – 2009, the annual average disaster direct damage ranges from
PhP5 Billion to PhP15 billion (US$ 100 million – 300 million) and further increased by indirect
and secondary impact of disasters. The cost of direct damages is equivalent to 5% of thenational (GDP). An average of 1,002 casualties annually and flooding is the topmost disaster
during the last 5 years.
The last Quarter storms and typhoons of 2009: Tropical Storm “Ondoy” (Ketsana),
Typhoons “Pepeng” (Pharma) and “Santi”, affected 12 regions in Central, Northern Luzonand Southern Luzon; casualties: 956 dead, 84 missing and 736 injured. The estimatedseverely affected population reached 9.3M out of the 43.2M population in the affected regions.
The total estimated damages and losses incurred were: Php206 Billion or US$ 4.38 Billion
which is 2.7% of GDP. More than 90% of the damages and losses were suffered by private
sectors. Damages are as follows: Housing – Php 34.4 Billion; Business – Php 111.3 Billion;
Transport – 6.5 Billion others around Php 6.3 Billion. A nationwide state of calamity has been
declared.

Effects of Typhoon “Ondoy”

III. Disaster Management System
A. Legal Authority(PD 1566 – old law)
PD 1566 series of 1978 disaster management centered only on the hazard and theimpacts of a disaster. It is assumed that disasters cannot be avoided. Most of the plans wereon the provision of relief goods and infrastructures like dikes and flood control systems. The
government’s response to disaster was focused on disaster response. The national and local
governments were reactive to disasters.
(DRR/M Bill/Act – Law)
Republic Act (RA) 10121 known as:“An Act Strengthening the Philippine Disaster Risk Reduction (DRR) andManagement System Providing for the National Disaster Risk Reduction andManagement Framework and Institutionalizing the National DRR and Management
Plan, Appropriating Funds Therefore and for Other Purposes” or “Philippine DRR
and Management Act of 2010” – passed into Law on May 27, 2010 (Implementing3

Rules and Regulations (IRR) of RA 10121 approved on September 27, 2010)
Salient Features
 Strengthening the institutional set up/paradigm shift from reactive to proactive
approach to disaster risk management
 Upholding

people’s rights to life and property and adherence to internationallyaccepted principles, norms and standards for capacity building in DRRM andhumanitarian assistance Adoption of a holistic, comprehensive, integrated , proactive and multi-sector
approach in addressing the impacts of disasters, including climate change Development, promotion and implementation of a comprehensive National Disaster
Risk Reduction and Management Plan (NDRRMP)
 Mainstreaming DRR and Climate Change in national and local development plansand development processes (e.g. policy formulation, socio-economic development
planning, budgeting and governanceComprehensive Disaster Risk Reduction Management Framework
A comprehensive disaster management framework that encompasses disaster risk
reduction, mitigation and preparedness in the pre-event; and disaster response, rehabilitation
and recovery in the post-event. A framework that has evolved and adapted to lessons of pastdisaster events as well as emerging concerns, and anchored on the national authority’s
program thrusts, aimed to, among others, implement the Hyogo Framework for Action 2005 –2015: Building the Resilience of Nations and Communities to Disasters with the five (5)Thematic Areas/Priorities for Action, as follows:a.

Governance: Ensure that disaster risk reduction is a national and local priority witha strong institutional basis for implementationb. Risk Assessment and Early Warning: Identify, assess and monitor disaster risks
and enhance early warningc.

Knowledge Management and Education: Use knowledge, innovation andeducation to build a culture of safety and resilience at all levels

d. Risk Management and Vulnerability Reduction: Reduce the underlying factorse.

Disaster Preparedness: Strengthen disaster preparedness for effective response
at all levels
This framework also aims to contribute to the attainment of the UN Millennium

Development Goals (UNMDGs), such as poverty eradication and environmental sustainability.
The framework is aptly put into a diagram which is easier to understand and comprehensible
even to a village level disaster risk management advocate and doer.

4

Institutional Mechanisms
There are four (4) major institutional mechanisms for DRRM provided for under the new law:
1. DRRMC Networks from the national, regional, provincial, city and municipal level,
and BDRRM Committees at the barangay level;2.

Local Disaster Risk Reduction and Management Offices;

3. Office of Civil Defense, and4.

Disaster VolunteersRenaming of the present Disaster Coordinating Councils as N/R/L Disaster Risk
Reduction and Management Councils (DRRMCs)

Creation of four (4) posts of Vice-Chairpersons at the National and Regional
DRRMCs

Increase in the membership of DRRMCs

Enhanced OCD functions and organizational structure◦ OCD Administrator with the rank and privileges of an Undersecretary◦ Can create necessary offices to perform its mandate under the law◦ OCD Civil Defense Officers who are or may be designated as OCDRDs toserve as Chairpersons of the RDRRMCs; OCDRCs as Secretariat thereof

Abolition of the Barangay Disaster Coordinating Councils (BDCCs) and theirpowers and functions will be assumed by the Barangay Development Councils
which shall serve as the LDRRMCs in every barangay. known as Barangay
Disaster Risk Reduction and Management Committee (BDRRMC) and will be
one of the Committees under the Barangay Development Council

Monitoring and Evaluation Functions of OCD

More empowered community and LGUs

Powers and Functions of the NDRRMC

NDRRMC empowered with policy-making, coordination, integration, supervision,monitoring and evaluation functions to be carried out through seventeen (17) tasks /responsibilities:

A. Policy-making, Planning and Decision-making
Develop tools / mechanisms for its policy-making, planning and decision-making
processes, namely:◦ National Disaster Risk Reduction and Management Framework (NDRRMF) thatshall provide for a comprehensive, all-hazards, multi-sector, inter-agency andcommunity-based approach to DRRM;◦ DRRM Information and Management System and Geographic Information System;◦ National Early Warning and Emergency Alert System;◦ Risk transfer mechanisms;
5◦ Guidelines and procedures on the Local DRRM Fund releases, utilization andauditing;◦ Assessment tools on existing and potential hazards and risks due to climatechange in coordination with the CCC;◦ National Institutional Capability Building Program for DRRM;◦ National Agenda for R & T development on DRRM ,;◦ Framework for CCA and DRRM in coordination with the CCC
B.

Coordination, Integration and Supervision◦ Ensure that the National Disaster Risk Reduction and Management

Plan(NDRRMP) is consistent with the NDRRMF;◦ Advise the President of the Philippines on status of DRRM implementation;◦ Recommend calamity area declaration and calamity fund allocation to restore
normalcy in affected areas◦ Manage and mobilize resources for DRRM including the NDRRMF;◦ Develop vertical and horizontal coordination mechanisms for more coherent DRRM
policy and program implementation by sectoral agencies and LGUs;◦ Constitute a technical management group to be composed of member agencies of
the NDRRMC;◦ Coordinate / oversee the implementation of the country’s obligations with DM
Treaties to which it is a Party and see to it that the country’s obligations areincorporated in DRRM frameworks, policies, plans, and programs
C. Monitoring and Evaluation Functions◦ Monitor the development and enforcement by agencies and organizations of thevarious laws, guidelines, codes or technical standards required by this Act and◦ Task OCD to conduct periodic assessment and performance monitoring of themember-agencies of the NDRRMC and the RDRRMCs (sub-section p)
The Legal System and Framework
Disaster management in the Philippines has started from a purely disaster response
approach by focusing on the provision of assistance or intervention during or immediately
after a disaster. Within the same perspective, geophysical approaches prevailed that reliedon physical and engineering means such as dams, levees, channel improvements and river
training. This has been the practice till the 20th century.
On the other hand, scientific studies have started which focused on prediction andmodeling of natural hazards such as earthquakes and floods.

Such continued to flourish.

With science and technology applied to reduce the impact of hazard on human, this has
gradually changed some views and perspectives in addressing disasters. Around the same
period, international disaster agencies channeled lots of their resources on humanitarian6

assistance, disaster aid, and relief operations. The way of thinking about solutions was that, it
is within the domain of public policy applications of essentially geophysical and engineeringknowledge.
In such development process, disaster perspective has shifted from reactive to moreproactive framework.

The humanitarian, relief and response approach in which theintervention was provided only during or immediately after a disaster has gradually shifted toa developmental approach. Within the developmental approach, disasters are seen in a
growing manner as a development concern and may arise as a result of unsustainable
development practices.
The previously technical approach using engineering and technological solutions
includingprediction and modeling of natural hazards and modifying hazards weretransformed into promoting non-structural and non-engineering measures such ascommunity-based disaster preparedness and early warning, indigenous knowledge, and land
use planning, which emphasize the need to modify vulnerabilities (and capacities) instead ofhazards.
The practice of single hazard approach in the past has switched to multi or
all-hazards approach. The sectoral focus has become inter-sectoral, inter-agency, and an
all-government effort.

And the public sector led management of disaster became anall-society approach which is participatory, inclusive, transparent, and gender fair.
Such paradigm shift gave equal emphasis to vulnerabilities and capacities aside
from hazard. It provided opportunities for land use planning to be promoted as a tool fordisaster risk reduction. The shift in focus from hazards to vulnerabilities had emphasized thevarying exposure of population groups living in the city, the poorly constructed buildings, theinformal settlements, incorrectly sited developments, and the inadequacy of open spaces,
among others, as well as capacities of people and institutions to cope with and adapt tonatural hazards.
This paradigm shift likewise involved the promotion of non-structural andnon-engineering measures such as community-based disaster preparedness and early
warning, the use of indigenous knowledge, and land use planning, therefore, encouraging theapplication of land use policies and land use planning in disaster risk management.

7

The NATIONAL DRRM FRAMEWORKThe Philippine National DRRM Framework is not only an essential part of ourdevelopment process but is also an important component to ensure the country’s sustainable
development. Its effectiveness relies heavily on strongly supported national ownership andleadership of the DRR process.
This national framework is based on the following principles on disaster risk reduction anddisaster risk management or DRRM:


It is about addressing the underlying causes of vulnerability;

It is a national responsibility within a sustainable development approach;It stresses the need for community empowerment and shared responsibilities;

It is about good responsive governanceand mutually reinforcing partnerships;

It needs strong and responsive political will, commitment and leadership; andIt is best done through local and customized adoption (and adaptation)

The country is challenged by increasing disaster and climate risks caused bydynamic combinations of natural and human-induced hazards, exposure, and people’svulnerabilities and capacities. There is an urgent need for the country to work together throughmulti-stakeholder partnerships and robust institutional mechanisms and processes so that
Filipinos will be able to live in safer, adaptive and disaster resilient communities on the path todeveloping sustainably.
This DRRM framework indicates the paradigm shift towards a proactive andpreventive approach to disaster management. This conceptual representation emphasizes
that resources invested in disaster prevention, mitigation, preparedness and climate change
adaptation will be more effective towards attaining the goal of adaptive, disaster resilient
communities and sustainable development.

The Framework shows that mitigating the8potential impacts of existing disaster and climate risks, preventing hazards and small
emergencies from becoming disasters, and being prepared for disasters, will substantiallyreduce loss of life and damage to social, economic and environmental assets.

It alsohighlights the need for effective and coordinated humanitarian assistance and disaster
response to save lives and protect the more vulnerable groups during and immediately after adisaster. Further, building back better after a disaster will lead to sustainable development
after the recovery and reconstruction process.
The upward motion indicated by the spiraling arrows represents a bottom-up
participatory process, enhanced level of awareness, strengthened multi-stakeholder
partnerships, and pooling of resources. These positive changes will be realized through themainstreaming of DRR and CCA into national and local plans which help us refocus ourdevelopment goals, objectives and targets to be able to adequately respond to as well as
identify and implement appropriate interventions to address the impacts of disaster risks.
Mainstreaming DRR is a means towards (a) refocusing the development goals,
objectives and targets to be able to adequately respond to disaster risks; and (b) identifying
and implementing appropriate interventions to address the impacts of disaster risks.
Mainstreaming DRR is an important step towards avoiding huge losses from disasters.
Resources invested in risk reduction are justified because these could prevent or at least
minimize enormous costs of post-disaster recovery, repair and reconstruction works.
In the end, these processes will synergize efforts and create rippling positivechanges toward addressing the underlying causes of vulnerabilities and mainstreaming
DRRM in national and local policy-making, planning, investment programming and in thepolicy/plan implementation.
The National Disaster Risk Reduction and Management Council (NDRRMC)Secretary, DND as Chairperson

Four (4) Vice-Chairpersons:

DILG – Disaster PreparednessDSWD – Disaster Response



DOST – Disaster Prevention and Mitigation



NEDA – Disaster Rehabilitation and Recovery

9Members: Thirty-Nine (39) Fourteen (14) line departments
Department of Health (DOH)
Department of Environment and Natural Resources (DENR)
Department of Agriculture (DA)
Department of Education (DepEd)
Department of Energy (DOE)
Department of Finance (DOF)
Department of Trade and Industry (DTI)
Department of Transportation and Communication (DOTC)
Department of Budget and Management (DBM)
Department of Public Works and Highways (DPWH)
Department of Foreign Affairs (DFA)
Department of Justice (DOJ)
Department of Labor and Employment (DOLE) and
Department of Trade (DOT) Twelve (12) other government agencies / offices
Office of the Executive Secretary
Office of the Presidential Adviser on Peace Process (OPAPP)
Commission on Higher Education (CHED)
Armed Forces of the Philippines (AFP)
Philippine National Police (PNP)
Office of the Press Secretary
National Anti Poverty Commission – Victims of Disaster and Calamities (NAPC-VDC)
National Commission on the Role of Filipino Women (NCRFW)
Housing and Urban Development (HUDCC)
Climate Change Commission (CCC)
PHILHEALTH, andOffice of Civil Defense(OCD)

 Two (2) Government Financial Institutions
Government Service Insurance System (GSIS), andSocial Security System (SSS) One quasi-government agency - Philippine Red Cross (PRC) Five (5) Local Government Units (LGU) Leagues
Union of Local Authorities of the Philippines (ULAP)
League of Province of the Philippines (LPP)
League of Cities of the Philippines (LCP)
League of Municipalities of the Philippines (LMP), and10

Liga ng mga Barangay (LnB) Four (4) Civil Society Organizations
 One (1) Private Sector Organization
 Executive Director: OCD Administrator with the rank of Undersecretary
DRRM Section 7 (IRR Rule 3 Section 4.)

Authority of the Chairperson -The

Chairperson of the NDRRMC may call upon other instrumentalities or entities of thegovernment and non-government, civic and private organizations for assistance interms of the use of their facilities and resources for the protection and preservation oflife and properties in the whole range of disaster risk reduction and management.
DRRM IRR Rule 3 Section 5 - Duties and Responsibilities of the National Council
members• The Chairperson, assisted by the four (4) Vice-chairpersons, shall provide theoverall direction, exercise supervision and effect coordination of relevant DRRM
programs, projects and activities consistent with respective National Council
Member Departments or Agency mandates.
• Every member agency shall be assigned functions relevant to their mandates,
programs, geographic jurisdiction and special constituencies to be indicated in
the NDRRMP. Each agency shall formulate its own DRRM Implementing Plan
and their manual of operations.
• Every member agency of the NDRRMC shall establish their respective
Emergency Operations Center (EOC), subject to exemptions granted by the
National
IRR Section 6: Meetings of the National Council – The National Council shall meet
regularly every quarter or the Chairperson may call for a special meeting as the needarises. The Council shall formulate internal rules for its meetings

11

Prevention and Mitigation:
Department of Science and Technology (DOST) – Lead
 To avoid hazards and mitigate heir potential impacts by reducing vulnerabilities
and exposure and enhancing capabilities of communities
 Key Result Areas
1. Mainstreamed and integrated DRR and CCA in national, sectoral, regional andlocal development, policies, plans and budget
2. DRRM/CCA sensitive environmental management
3. Increased disaster resiliency of infrastructure systems
4. Community-based and scientific DRR/CCA assessment, mapping, analysis andmonitoring
5. Risk transfer mechanism
Preparedness
Department of the Interior and Local Government (DILG) – Lead

To establish and strengthen capacities of communities to anticipate, cope andrecover from the negative impacts of emergency occurrences and disasters



Key Result Areas
1. Community awareness and understanding of the risk factors
2. Contingency planning at the local level (to include the Incident Command
System, Early Warning Systems, Pre-emptive evacuation, stockpiling andequipping)
3. Local drills and simulation exercises
4. National disaster response planning

Response
Department of Social Welfare and Development (DSWD) - Lead
 To provide life preservation and meet the basic subsistence needs of affected
population based on acceptable standards during or immediately after a disaster

Key Result Areas
1. Disaster and Needs Assessment (DANA) as a generic activity (NDRRMCDANA methodology was adopted from ADPC)
2. Relief operations
3. Search, Rescue, Retrieval
4. Dissemination/Information sharing of disaster-related information
5. WATSAN and Sanitation
6. Development/provision of temporary shelter
7. Psychosocial support
12

8. Early Recovery Mechanism
9. Management of Dead and Missing
10. Evacuation Management
11. Social Protection Intervention
12. Civil and uniformed services coordination
Rehabilitation and Recovery
National Economic and Development Authority (NEDA) – Lead

To restore and improve facilities, livelihood and living conditions andorganizational capacities of affected communities, and reduced disaster risks inaccordance with the “building back better” principle



Key Results Area
1. Livelihood
2. Shelter
3. Infrastructure

OFFICE OF CIVIL DEFENSEIRR Rule 7. Section 1. Mandate – The Office

of

Civil

Defense(OCD),

astheimplementing arm of the National Council, shall have the primary mission ofadministering a comprehensive national civil defense and disaster risk reduction andmanagement program by providing leadership in the continuous development ofstrategic and systematic approaches as well as measures to reduce the vulnerabilities
and risks to hazards and manage the consequences of disasters.
IRR Rule 7. Section 2 The Administrator – The Administrator of OCD shall also serve
as Executive Director of the National Council and as such, shall have the same duties
and privileges of a department undersecretary. The Administrator shall be a universallyacknowledged expert in the field of disaster risk reduction management and of provenhonesty and integrity.
DRM Act Section 9 and IRR Rule 7. Section 3 Powers and Functions – The OCD shallhave the following powers and functions in partnership and coordination with member
agencies and in consultation with key stakeholders, as may be applicable.
(a)Advise the National Council on matters relating to disaster risk reduction
and management consistent with the policies and scope as defined inthis Act and Rules;(b)

Formulate and implement the NDRRMP within six (6) months from theeffectivity of these rules and provide leadership in the implementation of
the plan. It shall ensure that the physical framework, social, economic
13

and environmental plans of communities, cities, municipalities andprovinces are consistent with such Plan. The Strategic National Action
Plan (SNAP) for Disaster Risk Reduction (DRR) adopted throughExecutive Order No. 888 shall be used as the strategic foundation andbuilding block for the NDRRMP. The National Council shall approve the
NDRRMP.
(c)

Identify, assess and prioritize hazards and risks in consultation with key
stakeholders;(d)Develop and ensure the implementation of national standards

andstandard operating procedures (SOP) in carrying out disaster risk
reduction programs including preparedness, mitigation, prevention,
response and rehabilitation works, from data collection and analysis,planning, implementation, monitoring and evaluation. These national
standards and SPOs shall be developed alongside the NDRRMP.
(e)

Review and evaluate the Local Disaster Risk Reduction andManagement Plans (LDRRMPs) in coordination with concerned line
agencies or instrumentalities to facilitate the integration of disaster risk
reduction measures into the local Comprehensive Development Plan
(CDP) and Comprehensive Land Use Plan (CLUP);(f)

Ensure that the LGUs, through the Local Disaster Risk Reduction andManagement Offices (LDRRMOs) are properly informed and adhere to
the national standards and programs;(g)Formulate standard operating procedures for the deployment of rapid
damage assessment and Analysis (DANA) teams, information sharing
among different government agencies, and coordination before and after
disasters at all levels;(h)Establish an incident command system (ICS) as part of the country’s
existing on-scene disaster response system, to ensure effective
consequence management of disasters or emergencies.

(i)

Establish standard operating procedures on the communication systemamong provincial, city, municipal, and barangay disaster risk reduction
and management councils, for purposes of warning and alerting themand for gathering information on disaster areas before, during and after
disasters;(j)

Establish Disaster Risk Reduction and Management Training Institutes insuch suitable location as may be deemed appropriate, in accordance ofwith rule 8 herein(k) Ensure that all disaster risk reduction programs, projects and activities
14

requiring regional and international support shall be in accordance with
duly established national policies and aligned with international
agreements;(l)Ensure that government agencies and LGUs give top priority and takeadequate and appropriate measures in disaster risk reduction andmanagement ;(m) Create an enabling environment for substantial and sustainable
participation of CSOs, private groups, volunteers and communities, andrecognize their contributions in the government’s disaster risk reduction
efforts;(n)

Conduct

earlyrecoveryandpost-disaster

needs

assessment

institutionalizing gender analysis as part of it;(o)Establish an operating facility to be known as the “National Disaster Risk
Reduction and Management Operations Center (NDRRMOC)” that shallbe operated and staffed on a twenty-four (24) hour basis;(p)

Prepare the criteria and procedure for the enlistment of accredited
community disaster volunteers (ACDVs). It shall include a manual of
operations for the volunteers which shall be developed by the OCD in
consultation with various stakeholders;(q)

Provide advice and technical assistance and assist in mobilizing
necessary resources to increase the overall capacity of LGUs,
specifically the low income and in high-risk areas;(r)Create the necessary offices to perform its mandate as provided under
this Act; and(s)

Perform secretariat functions of the National Council; and(t)

Perform such other functions as may be necessary for effective operationand implementation of this Act.

The National Disaster Risk Reduction Management Center(Camp General Emilio Aguinaldo, Quezon City, Philippines)
Presently, OCD is maintaining 17 fully-operational regional centers which
provide secretariat services and the Regional Directors to serve as Regional Chairman
to 17 regional disaster risk reduction management councils.
OCD and its Regional Centers operates on a 24/7 basis, manned by OCD
personnel

round-the-clock,withcomplementationfromselectedNDRRMC

member-agencies, such as, DSWD, DOH, AFP, DPWH, PRC during emergency
situations.
15

The NDRRMC Operation Center•

Center for coordination of all pre- and post-disaster operational activities•

Central command and control facility•

It does not normally control field assets andleaves tactical decisions to local disaster risk
reduction management councils (DRRMCs)

Core functions•

Alert and monitoring•

Multi-agency operational coordination•

Response resource mobilization•

Information management, and•Program coordination for operations capability upgrade

NDRRMC Operational Framework
The flow of information and response for emergencies is defined by Republic Act
10121 and the Strategic National Action Plan. The National Disaster Risk Reduction
Management Operation Center is the operations center of the NDRRMC.
A warning bulletin or information is issued relative to an impending disaster or
emergency by any of the warning agencies (PAGASA for meteorological hazards,
PHIVOLCs for seismic and geological hazards, PNRI for radioactive contamination, DOH
for epidemics, and AFP & PNP for civil unrest). The bulletin or advisory is relayed to the
National Disaster Risk Reduction Management Operation Center (NDRRMOC), toconcerned regional/field offices, and to the general public through the broadcast media forwidest and quickest dissemination.
Upon receipt of the warning bulletin, the NDRRMOC shall:
1. Process and evaluate the bulletin;
2. Disseminate the alert notice to the OCD Regional Center/RDRRMOC likely to beaffected by the disaster and to cooperating agencies for possible activation of theirimplementing plans as members of the NDRRMC;
3. Deploy rapid needs and damage assessment team and establish an Incident
Command Post in the calamity area;
4. Activate the Emergency Broadcast System, if and when necessary
5. Monitor

andcoordinate

preparedness

andactionstaken

bycooperating/implementing agencies, RDRRMCs and Local DRRMCs to ensure that
requirements in the affected areas are effectively addressed and acted upon;
6. Recommend to the President calamity area declaration and/or calamity fund releases,
if necessary;16

7. Mobilize NDRRMC Response Teams to augment regional and local DRRMCs
disaster operations activities.
8. Prepare and submit progress reports to the Department of National Defense
Secretary/NDRRMC Chairman, President of the Philippines and NDRRMC Member
Agencies and other authorities concerned.

IV. Disaster Management Strategy and Plan
A. Strategic National Action Plan (SNAP)The Strategic National Action Plan (SNAP) on Disaster Risk Reduction (2009-2019) isa “road map” indicating the vision and strategic objectives of
the Philippines for the next 10 years while pursuing thestrategic goals of the Hyogo Framework for Action (HFA). It is aby-product of actors and stakeholders who participated in the
conduct of dialogues, consultations and discussions - sharing
their experiences and good practices on DRR as well as their
expectations from the national government, especially from the
NDCC. With this “road map”, mainstreaming of DRR with plansand policies of national and local agencies, communities, andother sectors will be intensified. The SNAP is an integral part of the nation’s commitment
to the HFA and other relevant global agreements, as well as support to the achievementof the United Nations Millennium Development Goals (UNMDG).
Consistent with the global commitment, the Philippine SNAP aims to build theresilience of communities to disasters, reduce disaster losses in lives, in the social,economic and environmental assets of communities and the countries. The SNAP
objectives provide support to strengthen cooperation and coordination mechanisms
among various sectors and stakeholders. It will sustain disaster risk reduction initiatives
in the country and promote good practices of individuals, organizations, local
government units, and the private sector.
The SNAP takes off from the Four-Point Plan of Action on Disaster Preparedness(4PPADP) of the NDCC and contains 18 priority programs and projects from 2009 to2019 based on 150 strategic actions gathered after several consultations withstakeholder groups. The SNAP utilizes the multi-hazards approach in managing theimpact of natural and human-induced disasters especially the threat of climate change.
Another principle of SNAP is that DRR is directly linked to poverty alleviation andsustainable development. The SNAP is also consistent with parallel effort to design thePhilippine Comprehensive Disaster Risk Management Framework.
To better implement SNAP, the Philippine legislature enacted a progressive bill toamend the reactive stance that PD 1566 posits. The SNAP rightfully fits into a national17

disaster risk management framework which emphasizes the mainstreaming of DRR into
national plans and budgets. Approval of SNAP is in progress.

SNAP Strategic Objectives
The figure above presents the five strategic objectives under which the 18 priority
SNAP programs/projects are classified. (Please see NDRRM website for details)
B. Update on the Implementation of the NDCC Four-Point Plan of Action on Disaster
Preparedness
In early 2005, the NDCC implemented the Four Point Plan of Action on Disaster
Preparedness which strengthens the DRM stance of the country and enhances its
disaster prevention strategies. This aims to increase public awareness and involvement
in measures put in place by the government to minimize the impact of disasters in the
future. This plan of action also provides direction to all NDCC member-agencies in termsof the allocation of capacities, capabilities and resources. It has so far achieved thefollowing:
1. Upgrading of the Philippine Atmospheric, Geophysical and Astronomical
Services Administration (PAGASA) and the Philippine Institute of Volcanology
and Seismology (PHIVOLCS) Forecasting Capability
PAGASA

andPHIVOLCS

arethewarningagenciesformeteorological-hydrological and geological hazards, respectively. The capability
upgrade focused on improving forecasting capability of natural hazards such as
typhoons, earthquakes, volcanic eruptions and tsunamis through the acquisition ofequipment and personnel development. The capability upgrade is geared towards
strengthening linkages with foreign forecasting institutions to make forecasting, notonly a domestic, but a regional concern. Geo-hazard mapping in identified areas isdesigned to serve as scientific reference for land-use planning, formulation of18

disaster management plans, and establishment of an effective early warning system
to include real-time information dissemination.
PAGASA’s Forecasting Capability
The PAGASA has undertaken several projects to upgrade and improve its
climate and weather forecasting capability through the acquisition of modern
equipment and technologies. The capability upgrade focused on improved
forecasting of typhoons and other weather-related hazards monitoring and warning
services. In July 2005, PAGASA completed the rehabilitation of five (5) weather
surveillance radars funded under the Department of Science and Technology(DOST) grant. Weather surveillance radars play a vital role in the observation
systems of PAGASA-DOST in support to climate and weather forecasting andtyphoon warning operations. Aside from typhoon tracking, these radars are also
useful for identifying rain-bearing cloud clusters for flood warning.
Aside from the surveillance radars, PAGASA was also able to secure funds fromthe Office of the President (OP) and DOST for the establishment of Doppler Weather
Radar Network for disaster prevention and preparedness in the country. The radarsites covered are Tagaytay, Subic, Cebu, Tampakan, and Hinatuan. PAGASA wasalso able to get funding through grant aid from Japan International Cooperation
Agency (JICA) for the upgrading of Guian, Virac and Aparri radar stations. Doppler
radars can provide timely and accurate observation of atmospheric parameters suchas rainfall intensity, wind speed and direction that are useful in typhoon and flood
warning.
Also included in the improvement of PAGASA forecasting capabilities is the
upgrade of Laoag, Mactan, and Legaspi Upper Air stations which was funded by
DOST, and Tanay Upper Air station funded by the Taiwan Economic Cooperation
Office (TECO). Upper Air stations conduct observation on the state of the weather at
different heights in the atmosphere. Detailed information in the upper layers of theatmosphere is very important in order to get a completed data representation withrespect to the vertical layers of the atmosphere and not only at the ground or surface
layer. It is useful in climate modeling as well as in formulating weather forecast foraviation. Together with all the other data, the use of upper air observations will resultin an increased accuracy of forecasts.
To address the issues on safe and efficient air navigation through improvementof the quality and timeliness of weather forecasts intended for aviation,
PAGASA-DOST acquired and installed at the Ninoy Aquino International Airport(NAIA) the Aviation Information System (AVIS) that can access the World Area
Forecast System (WAFS) products. The WAFS is a system developed by the World
19

Meteorological Organization (WMO) and International Civil Aviation Organization(ICAO) to improve the quality of en-route guidance weather forecast provided tointernational aircraft operations including local aviation.
In its thrust to further enhance its climate and weather monitoring capability,
forecasting, and warning, the DOST-PAGASA acquired various satellite receiving
systems. Tracking the location of a weather system in oceanic areas where othertypes of observational data are scarce or not available makes satellite data important
if not indispensable. The available data from the MTSAT, NOAA, MODIS and FY2D
receiving system will complement the other data and forecasting tools and enhance
the accuracy of climate and weather forecasts.
To address the concern on disastrous floods, PAGASA-DOST implemented the
JICA Technical Cooperation Project (TCP) entitled “Enhancement of Flood
Forecasting and Warning Administration”. The project aimed to address the issues
on the issuance of timely and accurate flood forecasts in the major river basinsmonitoring system in Pampanga, Agno, Bicol, and Cagayan (PABC). As an offshootof this TCP, the JICA grant project “Upgrading of the Flood Forecasting and Warning
System in the Pampanga and Agno River Basin” was implemented and is expected
to be completed by March 2010.
Data transmission and dissemination of warnings is also enhanced utilizing
Short Messaging System (SMS) Technology. In collaboration with the local
government units (LGUs), community-based early warning system on floods wasundertaken in areas not covered by PAGASA-DOST existing flood monitoring
network.
The establishment of automatic weather station (AWS) is also underway.

The

AWS is an automated version of the traditional weather station equipped with
instruments and equipment to make manual readings of the atmospheric conditions,to provide information to make climate and weather forecasts, and to study theclimate patterns. The measurements taken include temperature, barometricpressure, humidity, wind speed, wind direction, and precipitation amounts. AWS
observations can be taken more frequently and can provide detailed data in time.
The PAGASA- DOST also established the Community-Based Flood Early
Warning System (CBFEWS) in areas with no existing flood forecasting system. The
CBFEWS undertakes monitoring and registering rain data and river behavior
upstream in order to provide timely warnings to downstream communities from apossible flood. Its main objective is to save human lives by enabling local authorities
and the community to take timely mitigation measures to minimize the impacts offloods.
In support to the flood forecasting system of DOST-PAGASA, it also undertakes
20hazard mapping for floods and storm surge in order to develop a systematic
approach to community based disaster risk management by mapping and identifying
the communities that are prone to flood and storm surge that can cause coastal
inundation.
2. Public Information Campaign on Disaster Preparedness - development,
promotion, and implementation of an integrated and coherent public information
campaign and strategic communications plan to increase awareness of the public onnatural hazards and communicate effectively preparedness measures that can beundertaken by the community in case these hazards translate into emergencies. The
increasing trend and momentum on awareness needs to be sustained andcomplemented by programs focusing also on other aspects of preparedness.
 The regular conduct of nationwide synchronized Building Emergency
Evacuation Plan (B.E.E.P.) drills; tsunami and earthquake drills; distribution ofposters and flyers on natural hazards; and other information education
campaigns (IEC) activities through the tri-media, has substantially increased
awareness of communities, including the various sectors of society.
 The airing of “Safe Ka Ba?” (Are you safe?) public awareness program and theDisaster Management School-on-Air has reached the consciousness of thegeneral public.
 The organization of the Private Sector Disaster Management Network(PSDMN) composed of private organizations, INGOs, and NGOs was apositive step forward. This network can make available rapid technicalassessment capacities when the need arise utilizing expertise of the Philippine
Institute of Civil Engineers (PICE), the Philippine Mines Safety andEnvironmental Association, and the PHK9 SAR, among others.
3. Capacity Building for Local Government Units in Identified Vulnerable Areas
Local Chief Executives (LCEs) have to take leadership role in all phases ofdisaster management. So, disaster management skills training and contingency
planning formulation seminars/workshops have been conducted giving priority tohigh-risk areas to capacitate the local government units (LGUs). The warning
agencies of the country, such as, PHIVOLCS, PAGASA, and the Mines andGeosciences Bureau (MGB-DENR); including the Local Disaster Coordinating
Councils (LDCCs); League of Municipalities of the Philippines (LMP); and local,
national, international, and non-government organizations are the major proponents.
Technical assistance is also provided to LGUs of identified vulnerable communities21

in their formulation and development of plans/programs particularly in the area of
mitigation and preparedness.
4. Mechanisms for Government and Private Sector Partnership in Relief andRehabilitation
To come up with a mechanism that will promote government-private
sector-community participation synergy, and improve coordination to achieve aseamless interface of local and national interventions through effective logistics
management, information management, and redundant communications systems.
One is through the forging of Memorandum of Agreement (MOA) and Memorandumof Understanding (MOU) with NGOs, IOs, other government and private institutions(foreign and local) covering response, relief and rehabilitation aspects of disastermanagement, such as: Development of a web-based, GLIDE system associated with CALAMIDAT.PH– a national disaster event database for OCD, NDCC member agencies,
development

stakeholders,

local

government

units

concerned,

andinternational government organizations with Asian Disaster Reduction Center(ADRC)
 Program for Hydrological-Meteorological Risk Mitigation in Secondary Cities in
Asia PROMISE Project with Center for Disaster Preparedness Foundation, Inc.
(CDP) The NDCC and its member-agencies also entered into various engagements
and partnerships with several agencies, such as, the Philippine Institute of
Civil Engineers (PICE) and the Association of Structural Engineers of thePhilippines, Inc. (ASEP) on provision for the organization of a National
Response Action Program (NERAP) teams in various chapters of the country
to undertake rapid and detailed evaluation of structures in disaster stricken
areas.
 Association of Contractors and Equipment Lessors (ACEL) to assist in theemergency rescue operations like demolition of buildings, disposal of debris
and provision of construction heavy equipment with operator, free rental
charge.
 Philippine Canine SAR Association, Inc. (PHK9SAR) National Society for Earthquake Technology (NSET) on the Program for the
Enhancement of Emergency Response (PEER)
 World Bank Institute (WBI) on Web-based Natural Disaster Risk Management
Courses22 PHapCares Foundation, Inc., for the “Gamot-Agad” Program which is aimed toprovide immediate dispatch of essential quality medicines to disaster victims
and other victims of prevalent emergencies.
 The Philippine College of Surgeons and the Philippine Society for the Surgery
of Trauma (PSST) to implement the Disaster Injury/ Trauma Management(DITM) Project. The DITM project consists of the development of a training
module on proper medical response to disaster-related injuries and conduct oftraining on trauma management for rural/municipal health personnel.
 Private Radio Clubs (REACT, TCAG, KABALIKAT CIVICOM of Philippine
Mine Safety and Environment Association (PHIMSEA)
C.

Institutionalization of the Cluster Approach
In September 2005, the Inter-Agency Standing Committee (IASC) (the primarymechanism for inter-agency coordination of humanitarian assistance; a unique forum
involving the key UN and non-UN humanitarian partners), agreed to designate global“cluster leads” - specifically for humanitarian emergencies – in nine sectors or areas ofactivity. In December 2005, the IASC welcomed the “Cluster Approach” as a mechanismthat can help address identified gaps in response and enhance the quality of humanitarian
action. It is part of a wider reform process aimed at improving the effectiveness ofhumanitarian response by ensuring greater predictability and accountability, and at thesame time strengthening partnerships between NGOs, international organizations, theInternational Red Cross and Red Crescent Movement, and UN agencies. In the process,partners are fully involved in decision-making and planning and they have access to global
resources, stockpiles, technical expertise, tools, and standards.
The Cluster Approach operates at two levels. At the global level it aims to strengthen
system-wide preparedness and technical capacity to respond to humanitarian emergencies
by designating global Cluster Leads. At the country level, the aim is to ensure a more
coherent and effective response by mobilizing groups of agencies, organizations, andNGOs to respond in a strategic manner across all key sectors or areas of activity, eachsector having a clearly designated lead, as agreed by the UN Humanitarian Coordinatorand the Country Team, with specific Terms of Reference (ToR), and in support of existing
government coordination structure and emergency response mechanisms. This will ensure
operational synergy and optimization of deliverable benefits to the affected areas.
The Cluster Approach clearly defines leadership roles among government cluster
leads that are expected to craft cluster operational strategies covering phases before,
during, and after disasters, which will provide a clear direction for cluster partners and otherstakeholders on how, what, when, and where to contribute; facilitate a process aimed atensuring well-coordinated and effective humanitarian responses in the sector or area of23

activity concerned; and, ensure continuous improvement in the implementation of the
Cluster Approach in the country by identifying best practices and carrying out lessons
learned and activities either individually or in collaboration with other clusters. Thesearrangements will all redound to more benefits that are timely delivered and wider areas
covered.
The Terms of Reference (ToR) sets the standard for a coordinated response andaccountability with the: 1) inclusion of key humanitarian partners; 2) appropriate
coordination mechanisms; 3) coordination with national/local authorities, local civil society
etc.; 4) participatory and community-based approaches; 5) attention to priority
cross-cutting issues (age, environment, gender, HIV/AIDS, etc.); 6) needs assessment
and analysis; 7) emergency preparedness; 8) planning and strategy development; 9)application of standards; 10) monitoring and reporting; 11) advocacy and resource
mobilization; 12) training and capacity building of national authorities and civil society; and,13) provider of last resort.
The following are the designated Cluster Leads in conjunction with agency mandates(amended, as per NDCC Memorandum No. 12, series of 2008, dated 6 October 2008),
merging several clusters and designating government leads:
ClusterFood and Non-Food Items(NFI)

Government Lead
Department of Social
Welfare and Development(DSWD)IASC Country Team Counterpart
World Food Programme (WFP), United
Nations Children’s Fund (UNICEF)
International Federation of the Red

Camp/IDP Management,

Cross (IFRC)/UN Habitat, United

Emergency Shelter and-do-Nations High Commission for Refugees

Protection(UNHCR), International Organization for
Migration (IOM)

Permanent Shelter andLivelihood
WASH, Health, Nutrition,
and Psychosocial Services
Logistics and Emergency
Telecommunications

Education

Agriculture

International Labor Organization (ILO),-do-

UN Habitat

Department of Health (DOH)

UNICEF, World Health Organization(WHO), WFP

Office of Civil

WFP, UNICEF, United Nations Office for

Defense/NDCC Operations

the Coordination of Humanitarian AffairsCenter(UN-OCHA)

Department of Education(DepED)

UNICEF and Save the Children

Department of Agriculture

Food and Agriculture Organization

(DA)

(FAO)

24

Early Recovery

Office of Civil Defense (OCD)

United Nations Development
Programme (UNDP)

Metropolitan Waterworks
Water

and Sewerage System(MWSS)

During major emergencies and disasters in the Philippines, when the government
would request for international assistance, the UN Country Team would implement the
Cluster Approach to address the emergency needs of the affected population/areas inclose coordination with government counterparts and other humanitarian partners.
During the recent major typhoon disasters in the Philippines (Ketsana, Parma, Lupit,
Mirinae), a joint rapid needs assessment was conducted immediately by the NDCC and the
UN System in the Philippines to identify and prioritize urgent needs of victims and evacuees
on food, shelter, water, sanitation, health and nutrition, among others; providing findings,
recommendations, gaps, challenges to improve response and relief efforts. The clusters
are incessantly in operation until this time, conducting post-disaster needs assessment,
holding regular meetings, undertaking and participating in recovery, rehabilitation,
reconstruction initiatives/plans/programs which also focus, aside from those mentioned
above, on health and disease surveillance, the environment, agriculture, education, andearly recovery.
During Cluster Coordination Meetings, UN agencies, NGOs, IOs, and other partners
gather together and discuss, give updates on their assessments, highlighting the need forfood, water, medicines, psychosocial support, health, disease surveillance, etc., with eachcluster raising their own concerns on their areas of coordination and activities.
In the present institutional set-up, it has been observed that the cluster approach has
been working so well in terms of putting together the stakeholders which share the same
DRR functions.
Creation of the Water Cluster
The President of the Republic of the Philippines instructed the creation of the Water
Cluster, as per NDCC Memorandum Order No. 20, series of 2009, dated 4 October 2009.
The Metropolitan Waterworks and Sewerage System (MWSS) was tasked to take the leadin the supply of all water requirements in the conduct of relief operations in response to
Typhoon “Ondoy” (Ketsana), whether it be for drinking water, clean-up, sanitation, andother related purposes. The Water Cluster shall ensure the effective coordination andprompt delivery of all water requirements of Typhoon “Ondoy” relief operations to alleviate
the plight of the disaster victims.
This is an amendment to NDCC Circular No. 05 s-2007 as amended on NDCC
25

Memorandum No. 4, s-2008 and Memorandum No. 12 s-2008 on the “Institutionalizationof the Cluster Approach in the Philippine Disaster Management System, Designation ofCluster Leads and their Terms of Reference at the National, Regional, and Provincial
Level”.
V.

Budget Size on National Level"Under the

GeneralAppropriations

Act

for

CY

2009, Two

BillionPesos(PhP2,000,000,000.00) was allocated as National Calamity Fund (NCF) for aid, relief, andrehabilitation services to communities/areas affected by man-made and natural calamities;
repair and reconstruction of permanent structures, including other capital expenditures fordisaster operation and rehabilitation activities. Release from this Fund shall be made directlyby the Department of Budget and Management (DBM) to the appropriate implementing
agencies and or Local Government Units (LGUs) upon approval of the President of the
Republic of the Philippines in accordance with the recommendation of the National Disaster
Coordinating Council (NDCC)."
Maintenance and Other Operating Expenses (MOOE) - for aid, relief, and rehabilitation
services to communities/areas affected, including training of personnel, and otherpre-disaster activities - PhP1,150,000,000.00
Capital Outlay (CO) - for repair and reconstruction of permanent structures, including capital
expenditures for pre-disaster operations, rehabilitation, and other related activities P850,000,000.00
Special Provision:
1. Use and Release of Fund - the amount appropriated herein may be made available forrelief, rehabilitation, reconstruction, and other works or services in connection withnatural calamities, epidemics, as declared by the Department of Health (DOH); crises
resulting from armed conflict; insurgency; terrorism; and other catastrophe, which may
occur during the budget year of those that occurred in prior years, including pre-disaster
activities such as preparation of relocation sites/facilities, and training of personnel
engaged in direct disaster management: Provided, that the beneficiaries of relief,
rehabilitation, reconstruction, and other works or services in connection with specificcalamities, epidemics, crises, and catastrophe already covered by special laws shall not
be entitled to support or assistance from this fund until the appropriation that haveoriginally availed of shall have been fully expended. Releases from this fund shall bemade directly by DBM to the appropriate implementing agencies and/or LGUs upon
approval of the President of the Republic of the Philippines in accordance with the26

favorable recommendation of the NDCC for local disaster or the appropriate agency forinternational crises.
2. Quick Response Fund (QRF)
25% x PhP1.150B = Department of Social Welfare and Development (DSWD)
20% x PhP1.150B = Office of Civil Defense (OCD)
20% x PhP800M = Department of Public Works and Highways (DPWH)
15% x PhP800M = Department of National Defense (DND)
Provided, that other government agencies concerned may be allocated their QRFs
on a need basis upon the favourable recommendation of the NDCC or the appropriate
agency: Provided further, that the QRF shall be released immediately by the DBM andshall serve as a stand-by fund to be used for relief and rehabilitation programs in orderthat the situation and living conditions of the people living in communities or areas
stricken by calamities, epidemics, crises, and catastrophe occurring during the year may
be normalized as quickly as possible. Provided, finally, that the agencies availing of their
QRFs shall not pre-allocate the same to their subordinate agencies and shall report to
the NDCC or the concerned government agency the status of the utilization of such fundon a quarterly basis, copy furnished the DBM.
3. Requirements in Granting Calamity Fund to the Local Government Units (LGUs):a. Local Disaster Coordinating Council (DCC) Damage Report/Calamity Impact
Assessment Report/Work and Financial Plan (to include pictures)b. Sangguniang Resolution declaring the area under a State of Calamity/Imminent
Danger and appropriating local counterpart for the projectc.

Due to limited CY 2009 Calamity Fund, the Local Chief Executives (LCEs)
concerned shall certify thru a Sangguniang Resolution, assuring the NDCC thatwhatever amount be provided by NDCC, the project shall be completed/finishedd. Endorsement of Regional Disaster Coordinating Council (RDCC) Chairman and
OCD Regional Director
e. Specific and reasonable recommended amount for the projectf.

Any other justification to grant request, and Implementing Agency for the project

VI. Progress on the Implementation of the Hyogo Framework for Action (HFA)(Please click on the link below on the Government of the Philippines’ National
Progress Report on the Implementation of the Hyogo Framework for Action (HFA), as of
29 May 2009.
* http://www.preventionweb.net/files/7495_Philippines%5B1%5D.pdf

27

VII. Current Major Disaster Risk Reduction Strategies/Initiatives
A. Tools that We Use1.

NDRRMC short messaging service (SMS) Alert and Warning System (SAWS) http://saws.ndrrmc.gov.ph2.

NDRRMC Website - http://ndrrmc.gov.ph/home/

3.

NDRRMC-OCD Geographic Information System (GIS)

B. Governance1.

Development of Policies and Guidelines
a. Forging of national and regional agreements (e.g. ASEAN Agreement on
Disaster Management and Emergency Response (AADMER), International
Humanitarian Assistance Network (IHAN), Standard Operating Proceduresfor Regional Standby Arrangements and Coordination of Joint Disaster
Relief and Emergency Response Operations (SASOP), Cluster Approach)todefinethedetailed

procedures

andmechanisminfacilitatingaccommodation of international humanitarian assistanceb. Finalization of the Implementing Rules and Regulation (IRR) and submission
for approval for the full implementation of the DRRM Bill/DRM Act whichshall be known as the “Philippine Disaster Risk Reduction, Management andRecovery Act of 2009” (Senate Bill No. 3086 entitled: “An Act Strengthening
the Philippine Disaster Risk Reduction, Management and Recovery
Capability by Institutionalizing the National Disaster Risk Reduction,
Management and Recovery Framework, Appropriating Funds Therefor and
For Other Purposes”) without the IRR the DRM bill cannot be fully
implemented and while awaiting for the IRR the next step is to formulate
the NDRRM Plan.
2.

National Assessment of the State of DRM in the Philippines (Asian Development
Bank (ADB)/UNDP) – to assess the state of DRM in the Philippines, augment
the Hazards Mapping and Assessment for Effective Community-based Disaster
Management (READY Project’s) community awareness raising and mobilization
towards preparedness, and to assess the country’s other needs towards
development of a holistic DRM framework.
a. Assessment of DRM Issues in the Philippines
b. Formulation of 50 Community Contingency Plans
c. Documentation and Dissemination of Lessons Learnedd. Preparation of NDRRM Framework

3.

Strategic

National

ActionPlan(SNAP)

Project(European

Union(EU)/UNISDR/UNDP)
a. Establishment of a Multi-stakeholder Consultative Mechanism on DRR
28

b. Formulation of a Strategic National Action Plan in the Philippines
c. Development of DRR Capacity Building Programme for Selected Sectors
d. Support to Mainstreaming of DRR in Selected Sectors
4.

Supporting Local Government Capacity to Manage Natural Disaster Risks in thePhilippines (World Bank/Department of the Interior and Local Government(DILG)

5.

Mainstreaming Disaster Risk Reduction in Local Governance (German
Technical Cooperation (GTZ)/DILG/European Commission on Humanitarian Aid
Organization for Disaster Preparedness (ECHO)

6.

Partnership for Disaster Reduction in Southeast Asia (PDRSEA) Phase 4
Project (ECHO/Asian Disaster Preparedness Center (ADPC)
a. National Strategic Plan on Community-Based Disaster Risk Management(CBDRM)b. CBDRM Pilot Project in Albay Provincec. CBDRM Training for Local Authorities
d. Integration of CBDRM Recognition Scheme in the Gawad KALASAG(“Kalamidad at Sakuna ay Labanan, Sariling Galing ang Kaligtasan”)
Awarding

7.

Learning from Good Practices in DRM (ECHO/Oxford Committee for Famine
Relief – Great Britain (OXFAM GB)
a. CBDRM Case Studies Development and Publicationb. Promotion and replication of CBDRM Good Practices and Institutionalizationof DRM Office

C. Risk Assessment and Early Warning
1.

Hazards Mapping and Assessment for Effective Community-based Disaster
Management (READY Project) (UNDP/AusAID/ADB/Department of Science andTechnology (DOST)/Department of Environment and Natural Resources(DENR)/ National Mapping and Resource Information Authority (NAMRIA) (June2006 to May 2011) - covers 27 high-risk provinces to natural hazards. The
project aims to address the problem of disaster risk management (DRM) at the
local level by 1) institutionalize and standardize DRM measures and process; 2)
to empower the most vulnerable municipalities and cities and enable then to
prepare disaster risk management plans and to develop a systematic approachto community based disaster risk management. The project has three main
components:a. Multi-hazard identification and assessmentoGround rapture (active faults) mapping29

oGround shaking mappingoLiquefaction hazard mappingo

Tsunami hazard mappingoRainfall induced landslide hazard mappingoFloods and flashfloods mappingo

Storm surge hazard mappingb. Community-Based Disaster PreparednessoDevelopment of community based early warning systemoInstallation of rain gauges, communication set-ups, water levels,
signage, and conduct dry runsoDevelopment of community evacuation plan, installation of signage,
training of trainers and conduct of drillsoDevelopment of IEC strategies and materials for specific target
groupso

Conduct of

information and education campaign (Mayors,barangay captains, municipal planners, deputized coordinators,
high school and elementary school teachers)oDistribution of pamphlets, flyers and posters

c. Initiate the mainstreaming of risk reduction into the local development
planning processoConduct preparatory meetingoProvision of training for rapid earthquake damage assessment
system (REDAS) to local government units and its plannersoMainstreaming/institutionalization thru consultation and resource
mobilization and donor coordination (partnership with otherorganizations both local and international)

2.

National DisasterCommunity

Coordinating Council – Collective Strengthening

Awareness(AusAID–DFAT/Philippine

to

NaturalInstituteofDisasters
Volcanology

of(NDCC-CSCAND)
andSeismology(PHIVOLCS)/Philippine Atmospheric, Geophysical and Astronomical Services
Administration(PAGASA)/NAMRIA/Minesand

Geosciences

Bureau(MGB-DENR)
3.

Government of the Philippines (GoP) Harmonization and Prioritization of Hazard
Mapping to complement the efforts of READY Project - covers additional 16
provinces

4.

Climate Change Adaptation Project (Spanish Government/World Bank/DENR) –a study to establish the impact of climate change in the agriculture sector in two
pilot areas (Bicol Region and Region 2).
30

D. Knowledge Management and Education
1.

Development of a web-based GLIDE associated national disaster event
database under the CALAMIDAT.ph – a collaborative project with the ADRC2.

NDRRMC–WBI web-based DRM Courses

3.

Priority Implementation Project on “Mainstreaming Disaster Risk Reduction into
the Education Sector and Development in the Philippines” (MDRD-EDU)(ADPC/UNDP/ ECHO)
Phase I: January 2007 - April 2008
Accomplishments: 1) Development of DRM modules for secondary
school curriculum, 2) Training of teachers (ToT) on the use of the modules, 3)
Pilot-testing of the DRM module in six (6) schools in the Philippines, and, 4)
Revision of the DRM module according to the findings in the pilot-testing.
A total of 1,020 students and 75 teachers, regional educational
supervisors, and officers have benefited from the project.
Phase II: November 2008 - December 2009
The second phase of the MDRD-EDU Project aims to provide “Support to
the Implementation of the HFA through MDRD into Development Planning and
Implementation: Advocacy and Pilot Project Implementation in the Education
Sector in Three Southeast Asian Regional Consultative Committee (RCC)
Member Countries”.
Phase II also intends to institutionalize the DRR modules and the ToTmodule (developed in Phase I) in the national
curriculum and in the teachers training system.

4.

Stepping up of Department of Education’s (DepED’s)efforts on production and distribution of educational
multi-media on natural and man-made hazards

5.

Continuous conduct of hazard-specific multi-sectoral
Contingency Planning Workshops

6.

Enhancing effective incident management throughconduct of trainings on Incident Command System
(ICS)

7.

Introduction of the ASEAN Rapid Damage Assessment and Needs Analysis(RDANA) Training for effective response

8.

Continuous conduct of Collapsed Structure Search and Rescue (CSSR) and
Medical First Responders (MFR) trainings under the Program for Enhancementof Emergency Response (PEER)
Project(National

Earthquake

SocietyforTechnology
31

(NSET)/USAID)
9.

Conduct of Nationwide Water Search and Rescue(WASAR)

Training

for

local

government

andvolunteer rescue groups in order to enhance their
response

capacityforflooding

andlandslide

incidents
10. Capacity-building of health personnel through skills development courses (e.g.
Basic Life Support) and management courses (e.g. Hospital Preparedness for
Emergency (HOPE) Course)
11. PHIVOLCS, PAGASA, and DENR continue to hold Seminars/Trainings on
Seismic

andHydrological-Meteorological

Hazards

Awareness

andPreparedness
E. Risk Management and Vulnerability Reduction
1.

Mainstreaming Disaster Risk Management in Sub-National Development andLand

Use/PhysicalPlanning

inthePhilippines(ECHO/UNDP/National

Economic and Development Authority (NEDA)
a. Formulation of Guidelines
b. Formulation of DRR-enhanced plans (Region 1 and Surigao Del Norte)c. Documentation of the application of the risk assessment methodology (Leyte,Southern Leyte, Surigao Del Sur, and Real, Infanta, and General Nakar
Municipalities in Quezon Province (REINA areas)d. Training of 400 regional and provincial land-use planners nationwide
2.

Priority Implementation Project on Mainstreaming DRR in the Infrastructure
Sector (ADPC/Department of Public Works and Highways (DPWH) by
incorporating Risk Impact Assessment procedures into planning process before
construction of new roads and bridges

3.

Mines and Geosciences Bureau - Department of Environment and Natural
Resources (MGB-DENR) carries out the National Geo-hazards Mapping;
Suitability Assessment of Relocation Sites; and Environmental Impact
Assessment

4.

Implementation of the “Be Better, Build Better” program that envisions theconstruction of innovative school buildings that are not only conducive forlearning but also safe from disasters

F. Disaster Preparedness
1.

Update on the Implementation of the NDCC Four-Point Plan of Action on
Disaster Preparedness (Please refer to page 25 of this document)

2.

Annual Observance of the National Disaster Consciousness Month (NDCM)
32

(July) – as per Executive Order No. 137 declaration, dated 10 August 1999

3.

Search for Excellence in Disaster Management and Humanitarian Assistance(Gawad KALASAG) – this search aims to recognize
outstanding

performance

of

Local

Disaster

Coordinating Councils (DCCs) (Provincial, Cities,
Municipalities, and Barangays), private/volunteer
organizations, local and national non-governmentorganizations(NGOs)

providinghumanitarianassistance, and government responders (GOERs),
as

major

stakeholders

andpartners

intheimplementation of disaster management programs
and activities. It also aims to recognize individuals, groups, or institutions thathave shown extraordinary courage, heroism, self-sacrifice, and bravery against
all odds in times of natural and human-made disasters and emergencies.
4.

National campaign to “Keep the Philippines Bird Flu Free” through the National
Avian Influenza Task Force (NAITF) and the civil society organizations led “AI/PI
Network”.

5.

Institutionalization of the Cluster Approach in the Philippine Disaster
Management System

VIII. ADRC Counterpart
1.

Principal
Name:

USEC Benito T. Ramos

Job Title:

Administrator, Office of Civil Defense (OCD) and
Executive Director, National Disaster Risk Reduction andManagement Council (NDRRMC)

Organization:

Office Address :OCD-NDRRMC
Office of Civil Defense
Camp General Emilio Aguinaldo, Quezon City, Philippines

Telephone Nos.:(632) 9122424 / (632) 9115061 up to 65
33

Fax No.

:(632) 9122424 / (632) 9111406

E-mail Address :2.

genramos@ndcc.gov.ph

Alternate:
Name:

Crispina B Abat

Job Title:

Chief, Plans and Program Division andHead, NDRRMC Secretariat

Organization:

OCD-NDRRMC

Office Address :Office of Civil Defense
Camp General Emilio Aguinaldo, Quezon City, Philippines

Telephone Nos. :Fax No.
E-mail Address :(632) 9120441 / (632) 9125947 / (632) 9115061 up to 65:(632) 9120441 / (632) 9125947
crispinab.abat@yahoo.com

References:
http://www.gov.ph - The Official Government Portal of the Republic of the Philippines
http://www.pagasa.dost.gov.ph/ - official website of PAGASA
http://ndcc.gov.ph/home/ - official website of the NDRRMC
http://www.ifrc.org/ - International Federation of the Red Cross and Red Crescent Societies(IFRC) website
http://www.reliefweb.int/rw/dbc.nsf/doc100?OpenForm – ReliefWeb site
http://www.humanitarianinfo.org/iasc/ - IASC website
http://www.glidenumber.net/glide/public/search/search.jsp - GLIDE website
http://www.cdp.org.ph/wp-content/uploads/2009/10/drrmbill-primer.pdf - Center for Disaster
Preparedness (CDP) document
Country Paper on DRM in the Philippines by Ms. Lenie D. Alegre, OCD
3CD City Profiles Series - Current Working Document- Metropolitan Manila, The
Philippines
Metropolitan Manila, The Philippines Disaster Risk Management Profile
PAGASA’s Update on the 4-Point Plan of Action on Capabilities by Dr. Prisco D. Nilo,
Administrator, PAGASA
Bill/Act “Philippine Disaster Risk Reduction, Management and Recovery Act of 2010”
World Bank Report of Mr. Murallos
NDCC Circular No. 05 s-2007 as amended on NDCC Memorandum No. 4, s-2008 andMemorandum No. 12 s-2008 on the “Institutionalization of the Cluster Approach in thePhilippine Disaster Management System, Designation of Cluster Leads and their Terms ofReference at the National, Regional, and Provincial Level”

34