Final Crdrrmp

7/30/2019 Final Crdrrmp

1/121

enhancing disaster

resilience through

partnership

cordillera

regional

disaster

risk reduction

AND management

plan

ENHANCING DISASTER RESILIENCE

THROUGH PARTNERSHIP

2013-2016


2/121


3/121Cordillera Regional Disaster Risk Reduction and Management Plan


4/121

C O N T E N T S

i. Acknowledgement

ii. Message rom the Civil Deense Administrator

iii. Message rom the Cordillera Regional DRRM Council Chairperson

and Regional Director o OCD-CAR

iv. Defnition o Terms

v. Acronyms

vi. Introduction

I. Profle o the Cordillera Regional DRRM Council

a. Organizational Structureb. Functions and Responsibilities o the Cordillera Regional DRRM Council

c. Functions o Four (4) Committees in the Regional DRRM

II. Situationer

a. Cordillera Risk Prole

III. DRRM Challenges and Gaps

IV. Mission and Vision

V. Goals and Objectives

VI. Projects, Programs and Activities Based on the Four Thematic Areas

a. First Thematic Area: Prevention and Mitigationb. Second Thematic Area: Preparedness

c. Third Thematic Area: Responsed. Fourth Thematic Area: Rehabilitation and Recovery

VII. Monitoring and Evaluation

Provincial Risk Profles

A. AbraB. Apayao

C. BenguetD. Mountain ProvinceE. IugaoF. KalingaG. Baguio City

ANNEXES

TyphoonsVehicular Accidents

4

5

6

8

10

12

1516

17

18

22

1828

29

30

31

33

37

41

43

45

46

56

6475

80

90

98

114

115

117

P A R T I

P A R T I I

2 Cordillera Regional Disaster Risk Reduction and Management Plan


5/121Cordillera Regional Disaster Risk Reduction and Management Plan


6/121

The Cordillera Regional Disaster Risk Reduction and Management Council would not have been possible without the

valuable guidance, supervision, and enthusiastic motivation by the members o the Cordillera Regional DRRM Council

Executive Committee composed o the ollowing personalities:

DIR. ANDREW ALEX H. UYChairperson, RDRRMC Cordillera

Acting Regional Director, Ofce o Civil Deense Cordillera

DR. JULIUS CAESAR V. SICATVice Chairperson, Disaster Prevention and MitigationRegional Director, DOST Cordillera

DIR. JOHN M. CASTAEDA, CESO IIIVice Chairperson, Disaster Preparedness

Regional Director, DILG Cordillera

DIR. LEONARDO C. REYNOSOVice Chairperson, Disaster Response

Regional Director, DSWD Cordillera

DIR. MILAGROS A. RIMANDO, CESO IIVice Chairperson, Disaster Rehabilitation and Recovery

Regional Director, NEDA Cordillera

The success o these documents is largely attributed to the knowledge and technical expertise contributed by all the

members o the CRDRRMC Technical Working Group. Furthermore, we give all the glory and honor to our Almighty

Father who has graciously blessed us with the talent and resources we need or the Cordillera Regional DRRM Plan.

ACKNOWLEDGEMENT



7/121

I commend and congratulate the member agencies o the Cordillera Regional Disaster Risk Reduction and Management

Council (Cordillera RDRRMC) or the creation o your Regional Disaster Risk Reduction and Management Plan (RDRRMP).

As laborers in the feld o public service, ours is the unenviable task o saeguarding our people rom hazards and

realizing the national agenda o eradicating poverty and securing a brighter uture or our country and posterity. DRRM

plans are roadmaps to the path o building disasterresilient communities which will be the venues o socio economic

growth or our people. Let us use our national and regional DRRM plans to harness our nations great potential by

working together to surmount all the challenges that may come our way.

As we patiently and untiringly put these plans into action, I hope that we realize the value that our eorts bear towards

our nations cause; or in disaster risk reduction and management, we are not only protecting our people but ultimately,

we are building a strong nation.

Again, my congratulations and all the best on your succeeding endeavors.

VOLTAIRE T. GAZMINSecretary, Department o National Deense

and Chairperson,

National Disaster Risk Reduction and Management

Council

REPUBLIC OF THE PHILIPPINES

DEPARTMENT OF NATIONAL DEFENSECamp General Emilio Aguinaldo, Quezon City, Metropolitan Manila

M E S S A G E

MESSAGE FROM THE SECRETARY OF NATIONAL DEFENSE AND

CHAIRPERSON OF NDRRMC

Cordillera Regional Disaster Risk Reduction and Management Plan


8/121

My warmest greetings and congratulations to all the member agencies o the Cordillera Regional Disaster Risk Reduction

and Management Council (Cordillera RDRRMC) on the successul ormulation o your Regional Disaster Risk Reduction

and Management Plan (RDRRMP).

As one o the regions pioneering in the completion o DRRM plans, you are making a very commendable contribution

to the eort o ortiying our country against disasters and calamities. Take pride in your collaborative eorts as an

inspiration to the other regional councils as they strive to accomplish their own DRRM plans.

Amidst the milestones that you have attained, the challenge o building a sae, adaptive and resilient Philippines does

not stop here. I urge you to continue working together in realizing the goals o this plan. Let this be your guide and your

hard work will be rewarded with the emergence o resilient communities as our main tool or sustainable development.

Again, my congratulations on this noble accomplishment.

USEC EDUARDO D. DEL ROSARIOAdministrator, Ofce o Civil Deense and

Executive Director,

National Disaster Risk Reduction and Management Council


DEPARTMENT OF NATIONAL DEFENSEOFFICE OF CIVIL DEFENSE

Camp General Emilio Aguinaldo, Quezon City, Metropolitan Manila

M E S S A G E

MESSAGE FROM THE CIVIL DEFENSE ADMINISTRATOR AND EXECUTIVE

DIRECTOR OF THE NDRRMD



9/121

MESSAGE FROM THE REGIONAL DIRECTOR OF THE OFFICE OF CIVIL

DEFENSE CORDILLERA AND CHAIRMAN OF CRDRRMC

ANDREW ALEX H. UYActing Regional Director, OCD &

Chairperson, Cordillera Regional Disaster Risk Reduction

and Management Council

Disaster Risk Reduction (DRR) is everyones concern; however, there is no single organization that can address every

aspect o DRR. There has been plenty o eorts in implementing DRR and cultivating the character o resiliency in our

region. However, the eort o one must complement the eort o others. The broader spectrum o DRR requires a strong

vertical and horizontal linkage with convergence. Thus, DRR involves every part o society, government, non government

organizations (NGOs), private sector and other stakeholders.

For this purpose, the Cordillera Regional Disaster Risk Reduction and Management Council has prepared the RDRRM Plan

or 2013-2016; the aim o which is to provide the direction and strategies in Disaster Risk Reduction implementationon the our thematic areas o Disaster Risk Reduction which are Mitigation and Prevention, Preparedness, Response,

and Rehabilitation and Recovery.

The Cordillera Regional DRRMC envisions a saer, adaptive, and resilient community as a key element or sustainable

development in the region.

I sincerely thank the members o the Cordillera Regional Disaster Risk Reduction and Management Council (CRDRRMC)

or their dedication and hard work in making the RDRRM Plan a workable and achievable tool or progress.

Indeed we are enhancing disaster resilience though partnerships.

M E S S A G E


DEPARTMENT OF NATIONAL DEFENSEOFFICE OF CIVIL DEFENSE - CORDILLERA ADMINISTRATIVE REGION

Baguio City



10/121

Adaptation - the adjustment in natural or human systems inresponse to actual or expected climatic stimuli or their eects, which

moderates harm or exploits benecial opportunities.

Capacity - a combination o all strengths and resourcesavailable within a community, society or organization that canreduce the level o risk, or eects o a disaster. Capacity mayinclude inrastructure and physical means , institutions , societalcoping abilities , as well as human knowledge , skills and collectiveattributes such as social relationships, leadership and management .Capacity may also be described as capability.

Civil Society Organizations or CSOs - non- state actors

whose aims are neither to generate prots nor to seek governingpower. CSOs unit people to advance shared goals and interests.They have a presence in public lie, expressing interests and valueso their members or others , and are based on ethical, cultural,scientic, religious or philanthropic considerations .CSOs includenon-government organizations (NGOs), proessional associations,oundations, independent research institutes , community-basedorganizations (CBOs), 5 aith-based organizations , peoplesorganizations, social movements, and labor unions.Climate Change - a change in climate that can be identiedby change s in the mean and or variability o its properties and

that persists or an ext ended period typically decades or longer,whether due to natural variability or as a result o human activity,

Community-Based Disaster Risk Reduction andManagement or CBDRRM - a process o disaster riskreduction and management in which at risk communities areactively engaged in the identication, analysis, treatment , monitoringand evaluation o disaster risks in order to reduce their vulnerabilitiesand enhance their capacities, and where the people are at the hearto decision-making and implementation o disaster risk reductionand management activities.

Complex Emergency - a orm o human- inducedemergency in which the cause o the emergency as well as theassistance to the aficted is complicated by intensive level o politicalconsiderations.

Contingency Planning - a management process that analyzesspecic potential events or emerging situations that might threatensociety or the environment and establishes arrangements in

advance to enable timely, eective and appropriate responses tosuch events and situations.

Disaster - a serious disruption o the unctioning o a communityor a society involving wide spread human, material, economic orenvironment a l losses and impacts, which exceeds the ability othe aected community or society to cope using its own resources.Disasters are oten described as a result o the combination o:the exposure to a hazard; the conditions o vulnerability that arepresent ; and insucient capacity or measures to reduce or copewith the potential negative consequences, Disaster impacts mayinclude loss o lie, injury, disease and other negative eectson human, physical, mental and social well-being, together with

damage to property, destruction o assets , loss o services, socialand economic disruption and environmental degradation.

Disaster Mitigation - the lessening or limitation o the adverseimpacts o hazards and related disasters. Mitigation measuresencompass engineering techniques and hazard- resistant constructionas well as improved environmental policies and public awareness.

Disaster Preparedness - the knowledge and capacitiesdeveloped by governments, proessional response and recoveryorganizations , communities and individuals to eectively anticipate,respond to, and recover rom, the Impacts o likely, imminent

or current hazard events or conditions. Preparedness act ion iscarried out within the context o disaster risk reduction andmanagement and aims to build the capacities needed toeciently manage all types o emergencies and achieve orderlytransitions rom response to sustained recovery. Preparedness isbased on a sound analysis o disaster risk and good linkages withearly warning systems, and includes such activities as contingencyplanning, stockpiling o equipment and supplies, the developmento arrangements or coordination, evacuation and public inormation,and associated training and eld exercises . These must besupported by ormal institutional, legal and budgetary capacities.

Disaster Prevention - the outright avoidance o adverse impactso hazards and related disasters. It expresses the concept and intentionto completely avoid potential adverse impacts through action takenin advance such as construction o dams or embankment thateliminate food risks, land-use regulations that do not permitany settlement in high- risk zones, and seismic engineering designsthat ensure the survival and unction o a critical building in anylikely earthquake .

DEFINITION OF TERMS



11/121

Disaster Response - the provision o emergency servicesand public assistance during or immediately ater a disaster in

order to save lives, reduce health impacts, ensure public saetyand meet the basic subsistence needs o the people aected.Disaster response is predominantly ocused on immediate and short- term needs and is sometimes called disaster relie.

Disaster Risk - the potential disaster losses in lives, healthstatus, livelihood, assets and services, which could occur to aparticular community or a society over some specied uturetime period.

Disaster Risk Reduction - the concept and practice oreducing disaster risks through systematic eorts to analyze andmanage the causal actors o disasters, including through reducedexposures to hazards, lessened vulnerability o people and property,wise management o l and the environment, and improvedpreparedness or adverse events .

Disaster Risk Reduction and Management - the systematicprocess o using administrative directives, organizations , andoperational skills and capacities to implement strategies, policiesand improved coping capacities in order to lessen the adverseimpacts o hazards and the possibility o disaster. Prospectivedisaster risk reduction and management reers to risk reduction

and management activities that address and seek to avoid thedevelopment o new or increased disaster risks, especially i riskreduction policies are not put in place.

Disaster Risk Reduction and Management InformationSystem - a specialized data base which contains, amongothers, inormation on disasters and their human material ,economic and environmental impact, risk assessment and mappingand vulnerable groups.

Early Warning System - the set o capacities neededto generate and disseminate timely and meaningul warning

inormation to enable individuals , communities and organizationsthreatened by a hazard to prepare and to act appropriately andinsucient time to reduce the possibility o harm or loss. Apeople-centered early warning system necessarily comprises our(4) key elements: knowledge o the risks; monitoring, analysis andorecasting o the hazards ; communication or dissemination oalerts and warnings ; and local capabilities to respond to thewarnings received. The expression end- to- end warning systemis also used to emphasize that warning systems need to span allsteps rom hazard detection to community response.

Emergency - unoreseen or sudden occurrence, especiallydanger, demanding immediate action

Emergency Management - the organization and managemento resources and responsibilities or addressing all aspects oemergencies, in particular preparedness , response and initialrecovery steps .

Exposure - the degree to which the elements at risk are likely toexperience hazard events o dierent magnitudes.

Geographic Information System - a database whichcontains, among others, geo-hazard assessments, inormation onclimate change, and climate risk reduction and management.

Hazard - a dangerous phenomenon, substance , humanactivity or condition that may cause loss o lie, injury or otherhealth impacts , property damage , loss o livelihood and services,social and economic disruption, or environmental damage.

Land-Use Planning - the process undertaken by publicauthorities to identiy, evaluate and decide on dierent optionsor the use o land, including consideration o long-term economic, social and environmental objectives and the implications or

dierent communities and interest groups, and the subsequentormulation and promulgation o plans that describe the permittedor acceptable uses.

Mitigation - structural and non- structural measures undertakento limit the adverse impact o natural hazards , environmentaldegradation, and technological hazards and to ensure the abilityo at - risk communities to address vulnerabilities aimed atminimizing the impact o disasters .Such measures include, butare not limited to, hazard- resistant construction and engineeringworks, the ormulation and implementation o plans, programs ,

projects and activities, awareness raising, knowledge management, policies on land-use and resource management, as well asthe enorcement o comprehensive land-use planning, building andsaety standards, and legislation.

National Disaster Risk Reduction and ManagementFramework or NDRRMF - provides or comprehensive, allhazards , multi - sectoral , inter - agency and community-basedapproach to disaster risk reduction and management .



12/121

acronyms

AFP Armed Forces o the Philippines

AO Administrative Order

AOR Area o responsibility

BDC Barangay Development Council

BDRRMC Barangay Disaster Risk Reduction Management Committee

BFAR Bureau o Fisheries and Aquatic Resources

BFP Bureau o Fire Protection

CAAP Civil Aeronautics Authority o the Philippines

cca Climate Change Adaption

cdcc City Disaster Coordinating Council

CDRRMC City Disaster Risk Reduction & Management Council

CRDRRMC Cordillera Regional Disaster Risk Reduction & Management Council

cdp Comprehensive Development PlanCHED Commission on Higher Education

CLUP Comprehensive Land Use Plan

CSO Civil Society Organization

CWG Communications and Warning Group

DA Department o Agriculture

DANA Damage Assessment and Needs Analysis

DAR Department o Agrarian

DCC Disaster Coordinating Council

DENR Department o Environment and Natural Resources

DENR-EMB Department o Environment and Natural Resources Environmental Management Bureau

DENR-MGB Department o Environment and Natural Resources Mines and Geosciences Bureau

DepEd Department o Education

DILG Department o Interior and Local Government

DOH Department o Health

DOLE Department o Labor and Employment

DOH CHD Department o Health Center or Health Development

DOH OPCEN Department o Health Operations Center

DOST Department o Science and Technology

DPWH Department o Public Works and Highways

DRRM Disaster Risk Reduction and Management

DSWD Department o Social Welare and Development

DTI Department o Trade and Industry

GO Government Organization

GIS Geographic Inormation System

HLURB Housing and Land Use Regulatory Board

HUDCC Housing and Urban Development Coordinating Council

IEC Inormation, Education and Communication

IRR Implementing Rules and Regulations

LDRRMF Local Disaster Risk Reduction and Management Fund

LWUA Local Water Utilities Administration

LGU Local Government Unit



13/121

LTO Land Transportation Oce

MDRRMC Municipal Disaster Risk Reduction Council

MHPSS Mental Health and Psychosocial Support ServicesNDRRMC National Disaster Risk Reduction & Management Council

NEDA National Economic and Development Authority

NIA National Irrigation Administration

NFA National Food Authority

NGA National Government Agencies

NGO Non-Government Organization

NTC National Telecommunications Commission

OCD Oce o Civil Deense

PAGASA Philippine Atmospheric, Geophysical, and Astronomical Services Administration

PA Philippine Army

PAF Philippine Air Force

PCIC Philippine Crop Insurance Corporation

PD Presidential Decree

PHIVOLCS Philippine Institute o Volcanology and Seismology

PHO Provincial Health Oce

phtls Provincial Health Team Leaders

PIA Philippine Inormation Agency

PN Philippine Navy

PNA Philippine News AgencyPNP Philippine National Police

PPA Philippine Ports Authority

PCT Provincial Communications Team

PRC Philippine Red Cross

PSD Psychosocial Stress Debrieng

PSWS Public Storm Warning Signal

RA Republic Act

rdcc Regional Disaster Coordinating Council

RDRRMC Regional Disaster Risk Reduction and Management Council

RDMC Regional Disaster Management Center

SMS Short Messaging Service

sss Social Securty System

SWB Severe Weather Bulletin

TELOF Telecommunications Oce

TESDA Technical Education and Skills Development Authority

TOG Tactical Operations Group

VHF Very High Frequency

WASH Water, Sanitation, and Hygiene



14/12112 Cordillera Regional Disaster Risk Reduction and Management Plan


15/121

INTRODUCTION

The Cordillera Regional Disaster Risk Reduction and Management Plan (CRDRRMP) is aimed to be a tool

or the urtherance o the progress that the Cordilleras have already attained.

The CRDRRMP 2013-2016 gives us the dierent hazards that have been experienced by the region

throughout the years. These hazards together with the population and the vulnerability o the whole

Cordillera are the basis o the dierent Plans, Programs, and Activities (PPAs) set by the CRDRRMP.

Furthermore, the Cordillera Regional Disaster Risk Reduction and Management Councils profle is also

expounded in detail. This will be a guide or the people o the Cordillera to know more about the Disaster

Managers that they may look up to and work with in the uture.

1Cordillera Regional Disaster Risk Reduction and Management Plan


16/12114 Cordillera Regional Disaster Risk Reduction and Management Plan


17/121

I. PROFILE OF THE CORDILLERAREGIONAL DRRM COUNCIL

PART I

The Cordillera Regional Disaster Risk Reduction and Management Council (CRDRRMC) is the highest DRRM Council in theregion. Formerly the Cordillera Disaster Coordinating Council (CDCC), the organizations structure and name changed ater thesigning o Republic Act 10121 or the Philippine National Disaster Risk Reduction and Management Act o 2010.

The CRDRRMC is chaired by the Regional Ocer o the Oce o Civil Deense. The chairperson will be assisted by the councilsour Vice-Chairpersons based on the our thematic areas o DRRM: the Regional Director o the Department o Science andTechnology (DOST) as the Vice Chairperson o Disaster Prevention and Mitigation, the Regional Director o the Department oInterior and Local Government (DILG) as the Vice Chairperson o Disaster Preparedness, the Regional Director o the Department

o Social Welare and Development (DSWD) as the Vice Chairperson o Disaster Response, and Regional Director o the NationalEconomic and Development Authority (NEDA) as the Vice Chairperson o Disaster Rehabilitation and Recovery.



18/121

BFP DA

DepED DOTC

HLURB LPP

NCIP

DAR

DOH DPWH

GSIS

NAPOLCOM NFA

DBM

DOLE

DTI LCP

NAPC NHA

DENR DOT

HUDCC LMP

NBI NIA

CHED CFSI

PNP POPCOM PRC SSS TESDA ULAP

NOLCOM

Regional Director, OCD

Chairperson, CRDRRMC

Regional Director, DOST

Vice Chairperson

Disaster Prevention and

Mitigation

Regional Director, DILG

Vice Chairperson

Disaster Preparedness

Regional Director, DSWD

Vice Chairperson

Disaster Response

Regional Director, NEDA

Vice Chairperson

Disaster Preparedness

NPC NSCB NTC PHILHEALTH PIAPHIVOLCS

PICE

CAAP

a. ORGANIZATIONAL STRUCTURE



19/121

b. Functions and Responsibilities of the RDRRMC

1. The Regional Director o the OCD-CAR shall serve as the Chairperson o the Cordillera Regional DRRMCouncil. The our Vice-Chairpersons based on the our thematic areas o DRRM are the ollowing: theRegional Director o the DOST-CAR as the Vice Chairperson o Disaster Prevention and Mitigation, theRegional Director o the DILG-CAR as the Vice Chairperson o Disaster Preparedness, the Regional Directoro the DSWD-CAR as the Vice Chairperson o Disaster Response, and Regional Director o the NEDA-CARas the Vice Chairperson o Disaster Rehabilitation and Recovery.

2. The CRDRRMC through the OCD-CAR shall coordinate, integrate, supervise and evaluate the activities o

the Local DRRM Councils.

3. The RDRRMC shall be responsible in ensuring disaster sensitive regional development plans andcomprehensive land use plans.

4. The CRDRRMC shall meet regularly every quarter and in case o emergencies, the CRDRRMC shall convenetogether with concerned institutions and authorities.

5. Upon activation o the council, the CRDRRMC shall utilize the Operations Center o the OCD-CAR and itshall henceorth be the CRDRRMC Operations Center. This operating acility shall be open on a 24-hourbasis.

6. The CRDRRMC may tap the acilities and resources o the other government agencies and private sectors,or the protection o lie and properties in pursuit o DRRM.

7. The CRDRRMC shall constitute a Technical Working Group composed o representatives o the memberagencies that shall coordinate and meet as oten as necessary to eectively manage and sustain eorts onDRRM.

8. As a member o the CRDRRMC, agencies shall unction relevant to their mandate and geographic jurisdiction.

9. Vice Chairpersons shall lead committees based on their respective thematic areas and shall take thelead in initiating the implementation o the activities; collaborate with the dierent implementing to ensurethat the activities are operationalized; monitor the progress o the activities; evaluate the implementationdevelopment and program eciency and consolidate reports rom the implementing partners and submitto the respective vice chairperson o the DRRM priority areas.

10. The CRDRRMC shall create a Regional DRRM Plan that shall be the basis o DRRM activities in the region.

I. PROFILE OF THE CORDILLERA REGIONAL DRRM COUNCIL



20/121

C. FUNCTIONS OF FOUR COMMITTEES IN THE REGIONAL DRRM



21/121

Provide strategic guidance to local DRRMC activities revolving aroundhazards evaluation and mitigation. Conducts vulnerability analyses,identication o hazard prone areas and mainstreaming DRRM intodevelopment plans, based on sound and scientic analysis o thedierent underlying actors that contribute to the vulnerability o the

people and exposure to hazards and disasters.

Provide strategic guidance to local DRRMC activities revolving aroundawareness and understanding o the communitys vulnerabilityto natural and human hazards; ormulation o contingency plans,conduct o local drills and the development o DRRM Plan. Risk-related inormation coming rom the prevention and mitigation actionis necessary in order or the preparedness activities to be responsiveto the needs o the people and situation on the ground. Moreover,the policies, budget and institutional mechanism established under the

prevention and mitigation priority will urther enhanced through capacitybuilding activities and development o coordination mechanism.Through coordination, complementation and interoperability o work inDRRM operations and essential services shall be ensured. Behavioralchange created by the preparedness aspect is eventually measuresby how people would respond to the disasters. At the rontliners opreparedness are the local government units, local chie executivesand communities.

Provide strategic guidance to local DRRMC activities during the actualdisaster response operations rom needs assessment to search andrescue to relie operations to early recovery activities are emphasized.The success and realization o this priority area rely heavily on the

completion o the activities both prevention and mitigation andpreparedness aspects, including coordination and communicationmechanism to be developed. Partnerships, vertical and horizontalcoordination work between and among the key stakeholders willcontribute to successul disaster response operations and its smoothtransition towards early and long term recovery work.

Provide strategic guidance to local DRRMC recovery eorts, which be-gins when people are already outside the evacuation centers. Theserecovery eorts such as: employment, livelihood, inrastructure andlielines acilities, housing and resettlement. Collaborative eorts o theCommittee and donor agencies shall be observed to avoid duplication

o activities and inecient utilization o unds.

The Cordillera RDRRMP recognizes the combination o issues andapproaches that should be taken into consideration in each othe our (4) priority areas o concerns such as health, human-induceddisasters, gender mainstreaming, environmental protection, culturalsensitivity or indigenous practices, and the rights based approach.

An Operational Timelines or Response and Rehabilitation and Recoverywill be utilized to provide an overall guidance on rapid time elementsin providing humanitarian activities and recovering rom the disasters.

PREVENTION AND

MITIGATION COMMITTEE

PREPAREDNESS COMMITTEE

DISASTER

RESPONSE COMMITTEE

REHABILITATION AND

RECOVERY COMMITTEE




22/121

DISASTER PREPAREDNESS

1. Administer risk and vulnerability assessments in variousareas o the region2. Development and establish early warning system3. Implement tools on risk assessment as provided by the

NDRRMC4. Increase involvement volunteers, communities and LGUs in

DRRM5. Provide technical assistance in mainstreaming DRR/CCA in

ormulation o CDP and CLUP6. Provide technical assistance in the implementation o land

use regulations and specifcation7. Implement DRR policies promulgated by the NDRRMC

1. Organize and manage multi stakeholders dialogues

2. Administer DRRM research studies in addressing underlying causeo peoples vulnerability

3. Administer capacity building activities in increasing stakeholders

and the communities capacity to adapt climate change and

hazards vulnerabilities

4. Provide technical assistance in the ormulation o Contingency

Plans to the local DRRMC s

5. Provide technical assistance in Institutionalization o Incident

Command System in the communities

6. Production o inormation, education and communication

7. Utilize GPS tool and GIS system in the development o inorma-

tion and data base generation o existing hazards & vulnerabilities

o communities, capabilities and previous disaster events

8. Initiate activities in mainstreaming DRR activities in the school

curricula

9. Organize communication groups and ormulate SOP on disaster

risk communication

DOST Lead

DENR- MGB, FMS, ERDS & EMB; DILG; OCD; DSWD; NEDA; DPWH; DOH; DA;

PNP; AFP; BFP; TESDA; NIA; HUDCC;ULAP; LMP/LCP/ NGO-PICE; CPFI; NYC;

FSC (Older people); NAPC; KALIPI (Women Sect)

DILG Lead

DENR; DEPED, CHED; DWPH; DOH; PIA; BFP; DA; TESDA; PRC; DOLE; DOT;DOST (PAGASA & PHIVOLCS); NTC; NCIP; DOTC; ULAP; LMP; LCP PNP; AFP;POs; CSO; NGO;

DISASTER PREVENTION AND

MITIGATION

Regional Agencies Tasks and Responsibilities in

the four (4) Aspects of DRRM



23/121

DISASTER RESPONSE

DRRM Aspects

Specifc Tasks

Responsible Agencies

DISASTER REHABILITATIONAND RECOVERY

1. Formulate system procedure to activate the response action teams

2. Assess o potential threats prior to deployment/mobilization o resources3. Provide technical skills in the organization and capability enhancement o local

emergency responders

4. Institutionalize Cluster approach in managing emergency response

5. Identiy command post at the crisis site to obtain appropriate advised or the

deployment/mobilization o resources

6. Establish priorities and allocations or distribution and utilization o available

resources.

7. Provide overall leadership or incident response management in collaboration

with appropriate stakeholders

8. Participate in planning meetings by providing status updates on current re-

sources, resource limitations and capabilities o those responding

9. Coordinate requests or emergency transportation and maintenance/repair o

acilities10. Procure emergency supplies as may be necessary during emergency re-

sponses or retrieval operations

1. Provide technical assistance in mainstreaming DRR in social,

economic, and human settlements development plans

2. Administer Post Disaster Needs Assessment (PDNA)

3. Provide technical the integration o DRR into post disaster recovery

and rehabilitation processes

4. Provide technical assistance in incorporating DRR elements in

planning and management o human settlements

DSWD LeadAFP; PNP; DOH; DPWH; DENR; PICE; BFP; DEPED; CHED; PIA; EMER-

GENCY RESPONDERS; DOST; NGO; CSO; ULAP; LMP/LCP, NTC; KALIPI;

FSC; CSFI;

NEDA -Lead

DPWH; DOH; DEPED; DSWD; DBM; CHED; NIA;DOLE; SSS; GSIS; AFP; PNP; DENR;

DA; NIA; NGOs; CSOs; PICE; TESDA; NHA; HUDCC; CDA;




24/121

II. SITUATIONER



25/121

The Cordillera Administrative Region has experienced numerous events that led to the loss o countless lives and damages to properties

resulting to major development and economic setbacks. Such events include the 1990 Earthquake which mostly aected Baguio City andthe Province o Benguet; other events include typhoons that ravaged the entire region thus devastating agricultural land and closing nationalhighways which are most likely due to landslides; also included are vehicular accidents specically those that involve the vehicles alling romthe edge o steep angles.

The overall risk o the CAR is determined by the regions vulnerability, exposed population, and the hazards. These three aspects areexplained below:

A dangerous phenomenon, substance, human activity or condition that may cause loss o lie, injury or other health impacts, propertydamage, loss o livelihood and services, social and economic disruption, or environmental damage. Republic Act 10121

Aside rom the physical conditions o the region, hazards have occurred in the region in the orm o calamities. The ollowing data aretaken rom historical research and rom the OCD-CAR database.

1. The 1990 Luzon Earthquake

Originating rom the movement o the Philippine Fault and the Digdig Fault, the 1990 Earthquake struck on July 16, 1990 at around4:26 in the aternoon. Although the epicenter was located at the 15 42 N and 121 7 E near the town o Rizal, Nueva Ecija, northeasto Cabanatuan City, the quake devastated Central and Northern Luzon including the whole o Baguio City and parts o the province oBenguet.

The earthquake had a magnitude o 7.8 and lasted or about 45 seconds with numerous tremors even days ater. This resulted to hundredso deaths and thousands o injuries rom collapsed inrastructures and inappropriate actions due to lack o knowledge on earthquake saetyas people were noted to jump o buildings rom panicking.

Economically and socially, Baguio City was isolated. The main thoroughares going to and rom Baguio City were closed due to road cutsand landslides and the roads were opened only three days ater the incident. It was estimated that damages rom the quake reachedaround Php 10 Billion.

Aside rom road access, basic social services such as water and electricity were also cut in Baguio City. Relie goods rom national andinternational organizations were transported only through the Loakan Airport in Baguio City via helicopters.

(Source: Center for Disease Control International Archive, New York Times archives, and Phivolcs The July 16 Luzon Earthquake: a Technical

Monograph)

2. Typhoons

Typhoons have always been a part o the regions history and these are events that are best seen as learning opportunities or the Cordillera

populace. Billions o pesos rom damaged acilities and agricultural products are lost due to the devastating eects o typhoons andsometimes, strong monsoon rains.To date, the most destructive typhoon that hit the region is Typhoon Pepeng (International name: Typhoon Parma) on October o 2009.The typhoon, which is also the 2nd costliest typhoon in the Philippines, caused the most damages in the region in typhoon history. From theagricultural and inrastructure damages, Typhoon Pepeng cost the region Php 3,230,089,000.00.

HAZARDS

a. CORDILLERA RISK PROFILE



26/121

The Cordillera Administrative Region is composed o 6 Provinces (Abra, Apayao, Benguet, Iugao, Kalinga, and Mountain Province) and 1Highly Urbanized City (Baguio City). It has 75 Municipalities, 1 Component City, and 1,176 Barangays.

By 2010, the region has reached a population o 1,616,867 o which there was a percentage increase o 1.5 since 2007.

By the 1st Semester o 2012 in terms o poverty incidence, it was estimated that 22.6 percent o amilies in the CAR were poor; thereoreestablishing that one in every ve amilies in the region is considered poor.

(Source: Bureau of Agricultural Statistics, National Statistical Coordination Board)

The ollowing table is the poverty incidence in the Region comparing the data every 3 years.

(Source: National Statistical Coordination Board)

POPULATION

3. Vehicular Accidents

Vehicular accidents occur yearly in the region. Although, these may be attributed to mechanical ailure or drivers error, the most atal o vehicularaccidents happen when the vehicles are caused to plummet into ravines.

It has always been a challenge to drive in Cordillera roads, which is why inexperienced drivers are always cautioned to take the necessary stepsto ensure the saety o their travels.

Notable experiences are the ollowing:

a. The Byron Bus Accident in 2005

On May 12, 2005, a Byron Bus was traversing Marcos Highway in Barangay Badiwan, Tuba, Benguet when mechanical ailureoccurred. The vehicles brakes ailed and it caused the bus to slam into a roadside boulder and fipped over.The accident caused 27 deaths and serious injuries to the surviving passengers.

b. The Eso Nice Bus Accident in 2010

On August 18, 2010, an Eso Nice Bus was travelling along Naguilian Road in Barangay Banawan, Sablan, Benguet when the vehicleexperienced loose brakes. The driver opted to stop the bus rom alling down a 150-oot ravine by bumping it to a nearby mango

tree but to no avail.Forty one o ty passengers died as a result.

4. Other events

Aside rom the mentioned hazards, the region has experienced deaths and injuries rom the eects o natural and human-induced incidents.Flooding and Rainall-induced landslides are commonly ollowed by damages, deaths, and injuries while the presence o armed groupsin some remote areas o the region also brings intense clashes with government orces. These clashes result to the displacement ocommunities together with injuries and deaths in both sides o the orces.

Per CapitaPoverty Threshold (PhP)

Poverty Incidenceamong Families (%)

2006 2009 2012 2006 2009 2012

CAR 7,031 8,492 9,734 25.6 22.7 22.6Abra 7,273 8,753 9,908 41.6 41.8 34.4Apayao b/ 6,835 8,210 9,336 51.3 43.9 59.8Benguet b/ 6,744 8,096 9,407 6.1 7.0 4.3Iugao 7,183 8,647 9,999 32.8 28.4 47.5

Kalinga b/ 6,518 7,843 8,712 43.6 25.8 29.4



27/121

According to Republic Act 10121, vulnerability reers to the characteristics and circumstances o a community, system or asset that makeit susceptible to the damaging eects o a hazard. Vulnerability may arise rom various physical, social, economic, and environmental actorssuch as poor design and construction o buildings, inadequate protection o assets, lack o public inormation and awareness, limited ocialrecognition o risks and preparedness measures, and disregard or wise environmental management.

Coming rom a physical and environmental aspect, the Cordillera Region is the only land-locked region in the country. According to theCordilleras recent Regional Development Plan (RDP 2011-2016), 80 percent o the regions total land area is classied as orest land. With13 major watersheds, the region is home to a diverse ecological system that is home to unique auna and fora. However it was noted thatthere was a decrease o orest land in the region. From a orest cover estimated to be at 673,790 hectares on 1993 there was a decreasein the orest land at just 668,801 hectares in 2003. During the said ten-year period, there is an estimated loss o 500 hectares per year.

This is attributed to increasing human activity whereas the orest area is converted to agricultural, industrial, and residential lands.The region is also home to a massive mountain range that stretches across the whole o Luzon. The Cordillera mountain range is characterizedby steep mountains and high elevation terrain which predisposes the higher parts o Cordillera to landslides. Aside rom that, the region alsohas lower sections, mostly situated in the northern part o the Cordillera. These lower areas are also challenged by fooding concerns whichmay be caused by river siltation and strong currents o water due to typhoons or heavy rains.

From an economical standpoint and still according to the 2011-2016 RDP, the CARs gross regional output is rom industry, agriculture andorestry, and services with the industry sector being the biggest contributor to the regions gross output. Although it employs only about 10percent o the regions workorce, the high production is due to the valuable electronics manuactured or export at the Baguio City EconomicZone. It is notable that the industry sectors regional contributions are determined by the global electronics market.

The gross regional output o the CAR is also infuenced by the agricultural and orestry sector, which employs more than hal o the regional

workorce however, due to slow growth and low productivity, it only contributes to a little over 13 percent o the regions gross output.

The services sector, on the other hand, continues to increase steadily as it shares about 24 percent o the output. This is in response to thegrowth o the Business Process Outsourcing (BPO) industry.

With a prole on the regions, exposed population, vulnerability, and the occurrence o natural and human-induced hazards in the Region wecan estimate the overall disaster risk o the Cordilleras. Without any preventive, mitigating, and preparedness actions, continuous disastersmay lead to more loss o lives, damages to properties, and economic problems. This is due to the eects o disasters as a whole. Put togetherwith damaged acilities that are in need o rehabilitation, our Region may ace bigger challenges in the uture i not prepared.

VULNERABILITY

II. SITUATIONER



28/121

III. DRRM CHALLENGES AND GAPS

Despite all o the eorts undertaken and implemented by partner agencies and stakeholders at the local level, there is still a need to addressthe ollowing challenges:

Slow adoption of good practices in DRRM.

Good practice always reap good outcome. There are good DRRM practices being adopted by communities and organizations that are worthreplicating or improving. Yet, the adoptions o these are oten slowed down by unresponsive and otentimes dident community attitude,ormer belies and deep rooted traditions.

Non-convergence of efforts towards DRRM.

Various eorts have been implemented by both government and private entities and NGOs towards DRRM. To avoid duplication and wasteo resources, we promote public-private partnership as a mechanism to harmonize and complement eorts o each agency.

Delayed implementation of rehabilitation and recovery projects.

The availability o Post Disaster Needs Assessment (PDNA) o aected areas is vital or rehabilitation and recovery projects as these will bethe baseline data or seeking nancial support. A Rehabilitation and Recovery Plan should also be put in place as reerence document orthis purpose.



29/121

Slow institutionalization of local DRRMOs.

The Local Disaster Risk Reduction and Management Oce (LDRRMO) shall be institutionalized rom the provincial, city, and municipal levels;and at the barangay level, the Barangay Disaster Risk Reduction and Management Committee (BDRRMC) must be established. These ocesand bodies shall be responsible or setting the direction, development, implementation and coordination o Disaster Risk Reduction andManagement programs within their area o jurisdiction.

For the region, majority o the LGUs have already organized their LDRRM Oce. However, most Local Disaster Risk Reduction andManagement Ocers do not carry plantilla positions. Personnel rely mostly in multi tasking and contractual appointments. Some personnelare being designated to act as the ocal DRRM Ocers in addition to their existing appointments. Thus DRRM related activities at the locallevel are not given ull priority.

Limited nancing of LGUs to support DRRM-related project and activities.

Priority projects and activities are not continuously implemented due to inadequate nancial resources o LGUs. They otentimes encounterdiculty in acquiring equipment and other early warning systems due to their limited resources which include the lack o trainings and otherknowledge enhancement activities that could turn provide long term and sustainable DRRM projects.

One o the most pressing concerns that the LGUs have is the acquisition o resettlement areas or the relocation o those amiliesresiding in the high risk areas and those being aected by disasters. The oregoing concern can be addressed i the concerned LGUs willimprove their capability to access nancing assistance rom other sources like Public-Private Partnership (PPP) and other nancing modalitieswho oer grants or sot loan schemes.

Mainstreaming of DRR/CCA to local plans is ongoing.

Harmonization o planning, project development, investment programming and budgeting can be reconciled i DRR/CCA project and activitiesare already incorporated and enjoined in the DRR/CCA-enhanced plans which will serve as basis or implementing prioritized projects and

activities. LGU as the First Line of Defense

No one knows you better than your own sel, a quote that refects the situation o LGUs corresponding to DRRM. LGUs know themselvesbetter, speaking rom what they need and where they need to be guided. Understanding the disaster risk prole is the rst step towardsdealing with DRR related problems. Our rst step is to improve the collection and analysis o disaster prole impacts at the LGU level. Theimplementation o disaster risk reduction and climate change adaptation strategies should be better down up, where it should start rom theLGU level rather the other way around due to the varying numbers o population, weather conditions, the region terrain and other actors thatmay aect a communitys disaster risk. One way to solve these varying issues is the establishment o a DRRM Oce in every LGU in whichthere is an established communication acility due to the act that they are the ront liners in promoting proper linkages, preparedness andemergency response mechanism.

Since Local Government Units are the primary implementers o DRRM in their community, capacity building exercises should be prioritizedor them. This ensures that the basic unit o government is well equipped to deend themselves against the eects disasters. As ront linersthe LGUs must have the necessary knowledge and skills in order or them to attain their own sustainable development.



30/121

v. M I S S I ON & V I S I ON

VISION

Saer, adaptive and disaster resilient Filipino communities towards sustainable development.



31/121

Priority Areas Goals Objectives

Disaster Prevention andMitigation

To avoid hazards and mitigatethe potential eects o disastersby reducing the overall risks andincreasing the capabilities o theamilies, communities, and Localgovernment units.

1. Reduce vulnerability and exposure o amilies,communities, and Local government units topotential impacts o all hazards

2. Enhance capabilities o amilies, communities,and Local government units to reduce the risk opotential impact o all hazards

Disaster PreparednessResponsive, disaster resilient andprepared amilies, communities,Local government units, and NGAswith readily available and accessible

resources.

1. Development and implementation o Regionalcommunication plan or DRR CCA.

2. To increase the capacities o DRRM Councils andOces, amilies and communities and LGUs

3. To develop and implement SOPs and contingencyplan and other systems on disaster preparednessTo strengthen partnership and coordination amongall key players and stakeholders or CRDRRMC

Disaster Response To preserve lie by having a multi-partite response system that willmeet the basic needs o aectedcommunities, amilies, and LGUsduring and immediately ater adisaster

1. Decrease the number o casualties2. Provide the basic needs o aected amilies,

communities, and LGUs3. Immediately restore the basic social services and

utilities o aected amilies, communities, and LGUs

Rehabilitation and Recovery To provide and coordinaterehabilitation and recovery servicesthat are responsive to the needs othe aected amilies and communities

1. To restore and improve the vital inrastructures andservice acilities o the aected communities2. To ensure the restoration o the peoples means o

livelihood and continuity o economic activities andbusinesses

3. To ensure availability o prime & basic commoditiesin local markets at SRP.

4. To design & construct/package disaster resilienthousing units in relocation & resettlement sites

5. To assist in the physical and psychologicalrehabilitation o persons who suered rom theeects o disaster

Regional Disaster Risk Reduction and Management Plan Priority Areas

In consonance with the National Disaster Risk Reduction and Management Plan (NDRRMP) and National Disaster Risk Reduction andManagement Framework, the Cordillera Region also aims to have a Safer, adaptive and disaster resilient communities towardssustainable development. This will be achieved through the our (4) distinct yet mutually reinorcing priority areas namely:

v i . G OAL S & OBJECT I V E S



32/121

VII. PROJECTS, PROGRAMS AND

ACTIVITIES BASED ON THEFOUR THEMATIC AREAS



33/121

A. PREVENTION AND MITIGATION

GOAL To avoid hazards and mitigate the potential eects o disasters by reducing the overall risks and increasingthe capabilities o the amilies, communities, and Local government units.

Objectives 1. Reduce vulnerability and exposure o amilies, communities, and Local government units to potentialimpacts o all hazards

2. Enhance capabilities o amilies, communities, and Local government units to reduce the risk o poten-tial impact o all hazards

Outcome 1 DRRM and CCA mainstreamed and integrated in local development policies, plans & budget

Indicators Utilization o 5% LDRRMF dedicated to DRRM and CCA activities DRRM and CCA mainstreamed in CDP & CLUPs DRR & CCA programs implemented DRRM Oces established Hazards maps are accessible to the public Number o LGUs using GIS

Lead Agency: OCD, DILG, and HLURBImplementing partners: NEDA, DPWH, MGB, DENR, DOST, HUDCC, NAMRIA,DBM, COA, EMB,DA

OUTPUTS ACTIVITIES TIMELINE

1. DRRM-CCA plans, programs, and activities areintegrated in plans & budgets o NGAs

Integration o DRRM-CCA in the plans,programs, activities, and budgets o the NGAs 2013-2016

2. DRRM-CCA plans, programs, and activities areintegrated in plans & budgets o LGUs

Monitor the utilization and allocation o theLDRRMF or DRRM activities 2013-2016Review related Executive Orders

3. DRRM Oces establishedAdvocate the institutionalization o

DRRM Oces with permanent plantilla positionsor the DRRM ocers and budget

2013-2016

4. Enhanced private sector and CSO participation at thelocal level or prevention and mitigation

Promote Public Private Partnerships to gainmore partners

2013-2016Ensure CSO and private sector membership tolocal DRRM council

Establishment o partnership with private sectorsand CSOs in implementation and monitoring

5. Strict compliance and implementation to environmentallaw, building code and zoning

Orientation on the National Building Code andother related laws

2013-2016Monitoring and evaluation o LGU compliance toenvironmental laws, building code and zoning

6. Resilient agriculture sector Implementation o the Agri resiliency plan 2013

7. Accessible hazard maps to the publicShowcase all existing hazards maps (rom MGB,PHIVOLCS, DOST and other stakeholders)through online and ofine viewing

2013



34/121

Outcome 2 End to End monitoring system (monitoring & response), orecasting and early warning systems are established andimproved

Indicators Number o EWS developed and established

Lead Agency: OCD & DOST

Implementing partners: LGUs, DILG


1. Developed and enhancedmonitoring, orecasting andhazard warning o communities

Enhancement o OCD/ RDRRMC OpCen ICT acilities in partnership withDOST PAGASA and private sector

2013-2016

Promote and support the implementation o project NOAH

Develop and enhance IT platorm or ast dissemination o warningadvisories to stakeholders and public

Develop local EWS

Promote and establish local EWS

Promote or develop hazard monitoring trainings or LGUs

Advocate the use o GIS in the LGUs

LGUs and communities are capacitated. Trainings: GIS, REDAS, Hazard Mapping 2013-2016

Outcome 3 LGUs have access to eective and applicable disaster risk nancing and insurance

Indicators Insured LGUs and NGAs assets Accesible and available risk nancing choices or the LGUs and NGAs

Lead Agency: OCD-CAR, HLURB

Implementing partners: LGUs, GSIS, DA, SSS, DBM and other private partners


1. Accessible and available risknancing choices or vulnerablegroups or communities

Update the directory o available nancing opportunities or LGUs and NGAs

2013-2016Produce an IEC to encourage hazard insurance coverage or government,private inrastructures and business establishments

Promote insurance schemes

Outcome 4 Healthy amilies and communities.

Indicators Provision and prepositioning o goods (medicines, toilet bowls, vaccines, supplies, etc.) to maintainhealthy amilies

Improvement o Health Facilities Maintenance o vaccine viability in times o emergency and disasters Number o sanitary materials distributed Number o IEC campaigns conducted


1. Easy access to goods to preventdiseases

Promote vaccination o the public against vaccine-preventable diseases

2013-2016

Provision o sanitary materials

2. Inormed amilies and communitieson disease prevention and control Conduct o IEC campaigns on disease prevention and control

3. Communities with accessible,available, quality health services Augmentation o Health Facilities and manpower



35/121

Goal Responsive, disaster resilient and prepared amilies, communities, and Local government units with readily availableand accessible resources.

Objectives 1. Development and implementation o Regional communication plan or DRR CCA.

2. To increase the capacities o DRRM Councils and Oces, amilies and communities and LGUs

3. To develop and implement SOPs and contingency plan and other systems on disaster preparedness

4. To strengthen partnership and coordination among all key players and stakeholders or CRDRRMC

B. PREPAREDNESS

Outcome 1 Increased level o awareness o the communities to the threats and impacts o all hazards , risks and vulnerabilities

Indicators Number IEC materials developed

Number IEC campaigns conducted Target population reached

Increased Number o partners that advocate Disaster Preparedness

Lead Agency: PIA

Implementing partners: DILG, DSWD, MGB, DENR, OCD, DEPED, CHED, PNP, AFP, DOH, BFP

LGUsandcommuniestrainedwithBLS


1. Comprehensive and strength-ened regional DRRM IECprograms

Promote and conduct regular disaster preparedness advisories through TV,radio, internet, printed media and SMS

2013-2016

Develop IEC projects on Disaster Preparedness that ocuses on vulnerablegroups not limited to children and elderly.

2013-2016

Produce/ reproduce and distribute IECs materials on DRRM (Not limited toMeteorological and Hydrological hazards and earthquakes)

2013-2016

VII. PROJECTS, PROGRAMS AND ACTIVITIES BASED ON THE FOUR THEMATIC AREAS



36/121

Outcome 2 Promote and initiate DRRM best practices that will enhance the emergency response capacity o communities and LGUs

Indicators Number o DRR CCA best practices documented

Number o DRR CCA best practices replicated


1. Best Practices on DRR CCAdocumented and replicated

Formulation o criteria or DRR CCA best practices 2013-2016

Documentation o best practices 2013-2016

Promotion o best practices on DRR CCA2013-2016

Conduct a yearly search or the best practices o DRR CCA

Outcome 3 Communities are equipped with the necessary skills and capability to cope with the impacts o disasters

Indicators Number o communities trained on disaster preparedness and response

Number o teams with specialized training or response

Number o DRRM managers and key decision makers trained

Number o DRRM materials developed or ormal education and training programs

Lead Agency: DILG, OCD

Implementing partners: DOH,DSWD, DEPED, CHED, NTC


1. Disaster prepared communitieswith increased understandingand application o risk reduc-tion measures

Formulation o standard POI, trainings and modules best applicable in Cor-dillera setting

2013-2016

Conduct o DRRM capacity building trainings on ICS, SAR, RDANA,PDNA,

Emergency Responders Course, Emergency Medical Technician Course,risk assessment and emergency drills, conventions and others.

2013-2016Promote Community based DRR initiatives

Training and establishment o Rapid Damage and Needs Assessment teamand Post Disaster Needs Analysis team and regional and LGU levels.

Update inventory o DRR resources and list o primary and back upevacuation areas, and other needed DRR acilities.

2. Increased awareness o privateand public schools on DRRand CCA

Conduct o DRRM & CCA education and training or the public and privateschools

2013-2016Promote the integration o DRR-CCA in school curricula, and schoolsstudent manual

3. Well-equipped LDRRM Ocesand local emergency respond-ers

Promote the investment on necessary disaster preparedness and responseTEAs (Tools, equipment, and accessories) allocated thru the LDRRM Fund.

2013-2016Initiate programs that will encourage the enhancement o LGUs capabilityon emergency response such as promotion and duplication o PNP bluebox

Introduce modied TEAs or SAR that will promote the CBDRRM concept



37/121

Outcome 4 Strengthened partnership and coordination among key players and stakeholders

Indicators Number o MOUs/ MOAs signed with CSO and private sector

Increased participation o stakeholders in preparedness activities

Number coordination and partnership mechanisms ormulated

Lead Agency: DILG, OCDImplementing partners: DOST, DSWD, NEDA, DENR, DEPED, CHED, PNP, AFP, BFP, DOH


1. Established better partner-ship arrangements amongstakeholders

Update directory and database o key players and stakeholders yearly

2013-2016

Strengthen partnership with tri media partners **

Strengthen partnership with the private sector and other stakeholders **

Organize multi stakeholders dialogues and convention yearly

Commitment Building (Pledge o Commitment, MOUs)

Knowledge Sharing/e.g. web linking etc.

Outcome 5 Functional Local DRRM Councils and Oces at all levels

Indicators Number o unctional DRRMCs

Lead Agency: DILG, OCD

Implementing partners: DOST, NEDA, DSWD


1. Sel-reliant and operationalDRRMCs

Reorganization o the LDRRMCs

2013-2016

Promote the regular LDRRMC meetings as per RA 10121

Provide technical assistance in the ormulation and Development o

DRRM related plans: LDRRM Plans, CPs, SOPs, Response Plans andothers

Provide technical assistance in the establishment o Disaster OperationCenters

Provide technical assistance in the institutionalization o Incident Manage-ment Teams (IMT) and RDANA Teams at the Regional and Local levels

Formulate protocols on response

2. Fully unctioning, and ad-equately staed DRRM ocesin all levels

Advocate the stockpiling and prepositioning o resources

2013-2016

Orient Local Disaster Operations Centers and Local DRRM Ocers aboutDRRM concepts, updates, and other related knowledge bases

Train Radio Operators in Communications in Disasters

Advocate the institutionalization o DOCs

Educate the LDRRM Ocers on the primary unctions o Disaster Opera-tions Centers and SOPs on activation

Educate the CRDRRMC member agencies Ocers on the primary unc-tions o Disaster Operations Centers and SOPs on activation




38/121

Outcome 6 Developed and implemented comprehensive national and local preparedness and response policies, plans andsystems

Indicators Number o ormulated DRR preparedness and response plans Number o preparedness teams institutionalized

Number o protocols and procedures establishedLead Agency: DILG, OCD

Implementing partners: DOST, DSWD, NEDA, BFP, PNP, DOH, AFP, DPWH, NTC, PIA, DENR, MGB, DOTC


1. Enhanced preparedness andresponse strategies includingcoordination mechanism

Develop and or enhance integrated response mechanism

(ie SOPs or deployment or and coordination with RDANA, SAR andevacuation)

2013-2016

2. Conduct quarterly earthquake simulations/ drills

Outcome 7 Increased response capacity o the CRDRRMC to augment LGUs

Indicators Data base o identied sae evacuation centers Data base o identied sae temporary housing areas

Data base o identied sae Incident Command Post Areas

Data base o identied sae Helispots and Helibases

Data base o identied Regional resources or emergency response

Lead Agency: DILG, DSWD

Implementing partners: DOST, DSWD, NEDA, BFP, PNP, AFP, DPWH, NTC, PIA, DENR, MGB, DOH, DILG


1. Identication o sae evacuationsites and temporary housingareas

1. Collate data regarding the existing and potential sae evacuation sitesand sae temporary housing areas

2013

2. Evaluate identied evacuation sites and temporary housing areas ithey are sae against potential disasters

2013

2. Readily available bases andspots or air transportation

3. Identiy readily available areas or helicopter and other air transportvehicle bases/spots

2013

3. Readily available database oremergency response

4. Collate data regarding the existing emergency resources (i.e. Accred-ited stress debrieng providers, hospitals, accredited response teams)



39/121

C. RESPONSE

Goal To preserve lie by having a multi-partite response system that will meet the basic needs o aectedcommunities, amilies, and LGUs during and immediately ater a disaster

Objectives 1. Decrease the number o casualties

2. Provide the basic needs o aected amilies, communities, and LGUs

3. Immediately restore the basic social services and utilities o aected amilies, communities, and LGUs

Outcome 1 Ecient coordination with OCD-CAR/ CRDRRMC Operations Center as the central hub or activation o all DisasterOperations and repository o inormation

Indicators Timely response to incidents Eective and strategic deployment o resources

Number o coordinated response mechanisms Number o CRDRRMC members rendering duty at the Regional Disaster Operations Center

Number o CRDRRMCs rendering duty at the Regional Disaster Operations Center

Lead Agency: OCD, DSWD

Implementing partners: PNP, DOH, BFP, DPWH, AFP, DILG, DA, DENR, Philippine Red Cross


1. Functional Regional DisasterOperations Center

Activation o the Regional Disaster Operations Center

2013-2016

Conduct o CRDRRMC emergency meeting or brieng

Render o duties by the members at the Regional Operations Center

Prepositioning o resources

Coordinate with LDRRMOs/ LDOCs and member agencies or disasterupdates or situational reports

LDRRMOs/LDOCs will be tasked to coordinate and send reports and up-

dates to the Regional Disaster Operations Center regularly and as needed

CRDRRMC member agencies send reports and updates to the RegionalDisaster Operations Center regularly and as needed




40/121

Outcome 2 Well-established response operations during and immediately ater a disaster

Indicators Activated unctional Incident Command System (ICS) by the rst responders on site Availability o accurate inormation during response

Augmented LGU Resources

Lead Agency: DSWD, DOH, LGUs

Implementing partners: OCD, PNP, BFP, DPWH, AFP, DILG, Philippine Red Cross, PIA, NTC, DOTC

OUTPUTS ACTIVITIES TIME LINE

1. Activated a unctional ICS on site Activation o the ICS, IMT, and C3 on siteUpon arrival o rstresponders

2. Well-established system oinormation gathering, reportingand dissemination

Activation SOP or Response/ Response Plan and Regional DANA TeamUpon arrival o theDANA team

3. Established and unctioning sys-tem or coordinated and ecientrelie operations

Activation o relie distribution points/centers Based on need

Outcome 3 Prompt and sae evacuation o amilies and communities at risk

Indicators Timely and sae evacuation o amilies and communities Number o persons evacuated by voluntary, pre-emptive and mandatory actions

Lead Agency: DSWD, LGUs

Implementing partners: PNP, DOH, BFP, DPWH, AFP, DILG, Philippine Red Cross


1. Sae evacuation o aectedpopulation as soon as possible

Coordination with appropriate agencies and LGUs As neededActivation o Evacuation System or Plans and Procedures

Outcome 4 Prompt Damage Assessment and Needs Analysis (DANA) as needed at all levels: Regional and LGU

Indicators Rapid DANA conducted in all aected areas


Implementing partners: Regional Members o the RDANA Team


1. Timely DANA Reports submittedto the Regional Disaster Opera-tions Center

Activation o RDANA teams As needed

Deployment o RDANA teams As needed

Timely submission o RDANA reports As needed



41/121

Outcome 5 Temporary shelter/Evacuation Camp needs are attended to

Indicators Number o temporary shelters vis--vis o number o people needing them Basic subsistence needs o internally displaced persons are provided




1. All IDPs are sheltered in adequatelyequipped acilities that are sensitiveto the IDPs gender, age, andvulnerability

Activation o SOP on Camp Management

As needed

Activation o the Cluster Approach (Food and Non-ood, WASH, CCCM,Shelter)

Provision o basic needs o IDPs

Establishment o gender and age sensitive areas such as but not limited to:child and women riendly spaces, breasteeding area, and conjugal rooms

2. Children who are IDPs should have

an avenue or continuous learning

Establishment o temporary learning spaces and acilities or children As needed

3. IDPs are accounted or and areensured o their saety

Establishment o evacuation database by monitoring the number o IDPs inevery site/ temporary housing during their stay

As needed

Outcome 6 Integrated Search, Rescue, and Retrieval (SRR) operations

Indicators Number o persons rescued identied and turned-over to their respective amilies




1. Missing persons ound/ rescued/ andretrieved in a sae and timely manner

Sae and timely rescue operation As needed

2. Sae and secured responders

Establishment o centralized haven or respondersRegularly and asneeded

Accounting o responders

Provision o the basic needs o responders

Outcome 7 Health services are provided to the aected population at the earliest possible time to cater to the physical and psychosocialcare needs o the aected population

Indicators Number o patients treated and served Number o disaster-related cases

Number o patients undergoing disaster-related medical care

Lead Agency: DOH, DSWD



1. Disaster-aected population are ingood mental and physical state

Medical consultation and nutritional assessment

ASAPConduct o psychological stress debrieng activities

Conduct o psychosocial programs and reerral




42/121

Outcome 8 Immediate restoration o aected acilities and utilities

Indicators Basic acilities and utilities restored

Lead Agency: DSWD, DPWHImplementing partners: LGUs, Water Districts, Electrical Cooperatives, Communication Service Providers


1. Basic services restoredFacilitate the restoration o aected lie lines (communication water andelectricity)

ASAP

Outcome 9 Initiate schemes and mechanisms or the distribution o nancial assistance and continuation o livelihood or victims whoare aected by the disaster

Indicators Number o established livelihood centers in evacuation camps

Number o people with livelihood assistance

Number o people given nancial assistance

Lead Agency: DSWD and OCD

Implementing partners: PNP, DOH, BFP, DPWH, AFP, DILG, Philippine Red Cross, TESDA, DOLE


1. Families with injured/ deadmembers are given nancialassistance as per issuing agencys

guidelines

Provide nancial assistance to amilies with injured/ dead members ascaused by the disaster

2. Victims who are able to work aregiven the option to join temporarylivelihood activities

Design and Implement temporary livelihood and/or income-generatingactivities (i.e. cash or ood/work programs, micro and small enterpriserecovery)



43/121

4. REHABILITATION AND RECOVERY

Goal To provide and coordinate rehabilitation and recovery services that are responsive to the needs o the aectedamilies and communities

Objectives 1. To restore and improve the vital inrastructures and service acilities o the aected communities

2. To ensure the restoration o the peoples means o livelihood and continuity o economic activities and businesses

3. To ensure availability o prime & basic commodities in local markets at SRP.

4. To design & construct/package disaster resilient housing units in relocation & resettlement sites

5. To assist in the physical and psychological rehabilitation o persons who suered rom the eects o disaster

Outcome 1 Damages, Losses, and Needs Assessed

Indicators Comprehensive assessment

Percentage o livelihood activities restored through government (NLA/ LGU) support

Percentage o inrastructures improved ater disasters

Lead Agency: NEDA, DILG, LGU



1. DANA ReportActivation o DANA Team

1 month ater thedisaster

Conduct o DANAGeneration o Reports

2. Rehabilitation and Recovery Plan Formulation o the Rehabilitation and Recovery Plan 3 months ater theimpact o disaster

Outcome 2 Economic activities o the aected population restored

Indicators Aected amilies provided economic assistance

Lead Agency: NEDA, DILG, LGU, DSWD, DTI

Implementing partners: PNP, DOH, BFP, DPWH, AFP, DILG, Private Sector, Philippine Red Cross


1. Sel-reliant IDPs and communities(Aected communities will be able tostart anew using available unds ortheir livelihood)

Livelihood programs/activities established or the IDPs Within 3 months aterthe impact o disaster

Ensure access o unds to aected households or livelihood (PAGI-BIG, DOLE, DSWD, and Private Sector).

As needed

2. Basic Commodities available To ensure availability o prime & basic commodities in local marketsat SRP and implement price monitoring as needed

As needed

3. Agricultural input provided Provision o agricultural production inputs based on PDNA. As needed




44/121

Outcome 3 Disaster-resilient housing units and resettlement sites established

Indicators Number o amilies provided with housing assistance Number o disaster-resilient housing units and resettlement sites established

Lead Agency: NEDA, DSWD, LGU

Implementing partners: DILG, DPWH, LGUs, HLURB, HUDCC, NGOs/ Private Sector, PAGIBIG, SSS, and other local international partners


1. Resettlement / housing projectsare established or the aectedpopulation

Implement Resettlement Assistance Program (RAP) other applicableHSG programs to aected areas

ASAP

2. Disaster resilient housing unitsconstructed or aected amilies

Design & construct/ package disaster resilient housing units in reloca-tion & resettlement sites giving due consideration to weather andclimate data.

ASAP

3. Aected amilies are given assis-tance through Shelter Programs

Emergency Shelter Assistance (ESA), Core Shelter Assistance Project(CSAP), Modied Shelter Assistance

Within 1 yearater the impact odisaster

4. Local Shelter Plans (LSP) address-ing disaster resilient housing units

Provide technical assistance to LGUs in ormulating their local ShelterPlans (LSP) to address the housing and urban development needs oormal and inormal sectors as requested

2013-2016

Outcome 4 Damaged acilities/inrastructures will be reconstructed to be more disaster and climate change-resilient standards.

Indicators Number o acilities/inrastructures rehabilitated

Lead Agency: NEDA, DSWD, LGU

Implementing partners: DILG, DPWH, LGUs, HLURB, DOH


1. Inrastructures damaged by thedisaster will be restored andimproved

Restoration o damaged inrastructures in line with the building backprinciple

2. Monitoring ReportsMonitoring and evaluation o implementation o Rehabilitation andRecovery plan

Outcome 5 Physical and psychological health o the aected population is restored

Indicators Number o victims provided with psychosocial care Number o service providers assisted

Lead Agency: DOH, DSWD

Implementing partners: Philippine Red Cross, LGUs and other local and international partners


1. The physical and psychologicalhealth o the victims will becontinuously guided and monitored

Provision o psychological services and physical therapyWithin 1 yearater the impact odisaster




45/121

VIII. MONITORING ANDEVALUATION

Monitoring and Evaluation

In ensuring that the Regional DRRM Plan is executed on time, the CRDRRMC shall develop a Monitoring and evaluation tool which willbe utilized to guarantee the eciency o the Plan. The results will be utilized or data collection, creation o the succeeding RDRRMP,eedback mechanisms, and other activities that are vital to the continuity o DRRM excellence in the region.

Once the tool is completed, the Monitoring and Evaluation process will involve multi-stakeholder workshops which will include theCRDRRMC, LGUs, and other partner organizations or individuals that are involved in the Regions overall DRRM state.



46/121

STEPS DESCRIPTION OUTPUTTIME

FRAME

Step 1: Identifcationo the Regional DRRM

stakeholders

The Cordillera Regional DRRM Council shall initiate thereview process by identiying the key stakeholders that willparticipate in the evaluation o the CRDRRMP. An eort toget representation rom most o the key stakeholders romall o the important sectors should be perormed. LocalGovernment Units are also encouraged to participate in thereview process.

1. A list o the Regional DRRM Stake-holders

Step 2: Setting upworking groups using

the our thematic areas

o DRRM

Once the stakeholders are identied, working groups will bedetermined through meetings that include the Oce o CivilDeense-CAR together with the our Vice-Chairpersons o theCRDRRMC. The meetings may also be an avenue or thecreation o the M & E Tool.

1. Working Groups under the FourThematic Areas:

a. Disaster Prevention and Mitigationb. Disaster Preparednessc. Disaster Response, andd. Disaster Rehabilitation and

Recovery2. M & E Tool

Step 3: Convening

multi stakeholdermeetings/ workshops

The stakeholder meetings/ workshops shall be convenedto start the evaluation process. Mechanics o the evaluationwill be presented to the workshop participants prior to thecollection o data. The workshop will be acilitated by theOCD-CAR, DOST, DILG, DSWD, and NEDA.

Ater the M & E tool is shared with the stakeholders, arigorous inormation collection process will take place.

1. M & E Tool to be introduced andhanded out to partners

Step 4: Assembling allinputs rom the working

groups

Ater the collection o data, through a participatory workshop,the working groups will then assemble to ensure the overallauthenticity o the inormation through presentations.

1. M & E outputs authenticated

Step 5: Consolidationo all validated

inormationThe assembling o inputs and consolidation o validatedinormation rom the M & E tool shall be acilitated by theOCD-CAR with the help o the CRDRRMC.

2. Authenticated M & E outputs consoli-dated

Step 6: Reviewing theconsolidated data with

the working groups

The CRDRRMC will be tasked to review the consol idated datathrough council meetings. The data will then be circulated toother stakeholders or their comments and validation.

1. Consolidated inormation shared to theCRDRRMC and partner stakeholders

Step 7: Sharing theinormation as an

'Interim Report'

Once reviewed, the inormation may be shared by theCRDRRMC or uture uses.

1. Current progress o the RegionalDRRM Plan

M & E Tool Creation and Review Process

The M & E tool shall be crated as an instrument or the assessment o the RDRRMP programs, projects and activities. Based on the HyogoFramework or Action, the rst phase is ocused on preparing reports that will be used in the analyses o the Plans implementation and outputs.The second Phase is aimed towards the sharing o our reports until the creation o the next RDRRMP.

VIII. MONITORING AND EVALUATION



47/121

P ROV I NC I A L

R I S K P ROF I L E S

PART II



48/121

20

01

2004

2007

2008

2009

20

10

"IGME

"July

24

"MINA" Nov 23

"FERIA

"

Jul4

-5

"KABAYAN" Nov23

"INENG" Oct2"HANNA"Sep28

"EGAY"

Aug13

"CHEDENG"Aug

7

May6-29"EMONG"

Jul1

4"H

ELEN

"

Aug

4"JUL

IAN"

Aug

19

-22

"KAREN"

Sep

21

-23

"NINA"

Aug16"KIKO"

Sep26-28 "ONDOY"

Oct3 & 8 "PEPENG"

Oct1

7-1

8

"JUAN"

In terms o spatial extent, typhoons Feria

and Igme were the most signicant

where almost all the ten (10) upland

municipalities and barangays situated

along water bodies were isolated. During

typhoon Feria, there were 20 casualties

reported, 11 missing and 29 injured. There

were 4,084 amilies aected and a total

o P 5.35 M cost o damages to houses

and P 11.6 M estimated cost o damages

to inrastructures. Typhoon Igme aected

a total o 584 amilies and damages on

inrastructure reported reached a total o

P 498.3 M, P 201.9 M on agriculture and

P247.5M on houses

A. ABRAAbra is located on the western portion o the Cordillera region. It is considered the largest province in Cordillera occupying one-th o theregions land area. It possesses the most number o municipalities (27) and barangays (303) among the seven Cordillera provinces. The

province also serves as trhe watershed o Norht Luzon. It hosts one o the major river basins in the country which have been armed to have

enormous water-holding capacity Abra River.

The most requent natural hazards that aected the province were fooding, landslides and ground shaking. These were either triggered by

typhoons or earthquakes.

From 2001 to 2010, there were 18 typhoons recorded that aected the province. Five o them brought major destructions, namely; Typhoon

Feria, Igme, Pepeng and Juan

There were 18 typhoons recorded that affected the

province from 2001 to 2010

CORDILLERARISK PROFILE



49/121

In terms o spatial extent,typhoons Feria and Igmewere the most signicantwhere almost all the ten (10)upland municipalities andbarangays situated alongwater bodies were isolated.During typhoon Feria, therewere 20 casualties reported,

11 missing and 29 injured.There were 4,084 amiliesaected and a total o P5.35 M cost o damagesto houses and P 11.6 Mestimated cost o damagesto inrastructures. TyphoonIgme aected a total o584 amilies and damageson inrastructure reportedreached a total o P 498.3M, P 201.9 M on agricultureand P247.5 M on houses

Source : PSWDO , OCD

EPICENTERS

Municipality Depth Magnitude Date Time Depth Magnitude Date Time

Bangued 20 4.7 09-27-1990 21:08Boliney 9 4.8 09-24-1990 02:27Daguioman 10 4.5 09-14-1992 13:17Danglas 11 5 12-10-2003 15:51 48 4.5 09-09-1979 12:51Lacub 33 4.5 01-04-1999 12:19Lagangilang 50 5.3 07-29-1863 18:30Lagayan 95 4.9 04-15-1999 24:26Lapaz 34 5.2 03-12-1875 13:00

0 4.6 12-14-1879 13:28Licuan-Baay 9 4.5 02-20-1991 09:12

20 4.6 02-02

Date post:	14-Apr-2018
Category:	Documents
Upload:	ocdcaradmin
View:	251 times
Download:	1 times

Final Crdrrmp

Documents