BDRRM Training Facilitators Guide and Sourcebook PDF

Integrating Disaster
Risk Management in
Local Governance
Barangay Disaster Management
Training Workshop
Facilitators Guide and Sourcebook
FACILITATORS GUIDE AND SOURCEBOOK: BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP
FOREWORD
Good or better governance is now often cited as a precondition for sustainable
disaster risk reduction. The Center for Disaster Preparedness Foundation, Inc.
(CDP) has taken on governance, together with childrens participation,
assessment and action planning with urban communities, and environmental
management as new cross-cutting themes to be addressed in capacity
development in community based disaster preparedness and mitigation.
The first output of CDPs Project on Integrating Disaster Risk Management in
Local Governance is this Facilitators Guide and Sourcebook for Barangay Disaster
Management Training Workshop. This training manual is the product of
collaborative efforts of a Working Group composed of representatives of national
and local government agencies and non-government organizations in 2005. A
participatory critique with 33 participants from 27 organizations on 04 October
2005 and pre-test of the training pack in Barangay Banugao, Infanta on 14 16
October 2005 contributed to shaping this manual to this final form.
The Barangay Disaster Management Training Workshop is designed to be
facilitated by a multi-disciplinary team from the City/Municipal Government,
Department of Interior and Local Government (DILG), Office of Civil Defense
(OCD), and Barangay Council with resource persons from the Philippine
Atmospheric, Geophysical and Astronomical Services Administration (PAGASA),
Philippine Institute for Volcanology and Seismology (PHIVOLCS), Mines and
Geosciences Bureau (MGB), and non-government organizations. Relevant hazard
and risk maps are not included in this training pack and should be obtained from
the concerned government agencies to combine local knowledge with technical
information from specialists and experts.
The Barangay Disaster Management Training Workshop is divided into four
modules. Module 1 - Introduction to Disaster Management uses the local
disaster experiences and Philippine disaster situation to explain basic concepts of
disaster and disaster risk management. Module 2 - Barangay Governance &
Disaster Management locates barangay disaster management within the
principles of good governance and the Philippine legal, institutional and
operational framework. Module 3 - Barangay Risk Assessment focuses on
Barangay Hazard Vulnerability and Capacity Assessment and how to involve the
community in this process. Module 4 - Barangay Risk Reduction Planning
explains the importance and process of participatory risk reduction planning.
The Facilitators Guide and Sourcebook includes relevant and updated materials
for disaster risk management concepts and methodologies and gives suggestions
for methods in participatory and learner-centered training. As much as possible,
sources of the materials used were cited.
As with any training manual, this Facilitators Guide and Sourcebook is expected to
be enhanced with use while partnerships among various stakeholders involved in
local capacity development in disaster risk reduction are also strengthened.
Lorna P. Victoria
Anchorperson, Working Group
Director, Center for Disaster Preparedness Foundation, Inc.
Integrating Disaster Risk Management in Local Governance Project
ACKNOWLEDGEMENTS
Guidance and Inputs from Working Group:
Department of Interior and Local Government: USec Melchor Rosales,

Dir. Gotis, Madel Go and Sylvia Carvajal of Bureau of Local Government
Development, Dir. Marivel Seconcillo and Alo Lacsamana from Local
Government Academy
Office of Civil Defense: Dir. Priscilla Duque and Luzviminda Espino of
Training Division
Local Government Support Program: Jing Lopez
Provincial Government of Albay: Cedric Daep, Head of the Public Safety
and Emergency Management Office
Municipality of Guagua: Mun. Disaster Action Officer Isaias Panganiban
and Rosana Pelimco
Bong Masagca, ED of Pampanga Disaster Response Network and OIC,
NAPC Disaster Victims Sector
Corporate Network for Disaster Response: Mayet Lupig-Alcid
Mdm Cora Alma de Leon, Vice Chair of ADPC
Center for Disaster Preparedness as project anchor c/o Lorna Victoria
Participatory Critique Participants and Facilitators
Adventist Devt & Relief Agency (ADRA) c/o Mr. Goran Hansen and
Ms. Minchin Tan
Albay-APSEMO c/o Mr. Cedric Daep
Balay Rehabilitation Center c/o Mr. Dodong Garduque
Barangay PhilAm, Q.C. c/o Ms. Rita Estrella & Mrs. Remedios Paras
BUKLOD TAO c/o Mr. Noli Abinales
CARE c/o Mr. Celso B. Dulce
CDRC c/o Mr. Jhun S. Lucero and Mr. Rolando G. Libang
Catholic Relief Services (CRS) c/o Mr. Danny Ocampo
CNDR c/o Ms. Floreen Simon
Christian Aid c/o Ms. Yasmin O. Hatta
DILG-SPLU c/o Ms. Sylvia A. Carvajal
ITC-Netherlands c/o Ms. Graciela Peters Guarin
LGA c/o Mr. Jose Gonzalo P. Ablay
Liga ng mga Barangay c/o Mr. Rudy Eduave
MDCC-Guagua c/o Mr. Isaias M. Panganiban
MMDA c/o Dir. Ramon J. Santiago & Ms. Maria Corazon I. Macasieb
Naga City c/o Mr. Ernesto Elcamel
NCCP c/o Ms. Carina Pamintuan
OCD c/o Ms. Luzviminia E. Espino
PAGASA c/o Ms. Maria Victoria N. Marica
Pampanga Disaster Response Network (PDRN) c/o Mr. Ricky Pinlac
Brgy Sta. Catalina Minalin, Pampanga CBPO c/o Ms. Magdalena A.
Mendoza
PHIVOLCS c/o Dir. Renato Solidum
PHILRADS c/o Mr. Soc Evangelista & Mr. Ronnie Ragasa
SIKAT c/o Mr. Dick Balderama & Ms. Mary Jane Munoz
U.P. DGE/TVI c/o Ms. Gezella Gonzales
U.P. CSWCD c/o Prof. Emmanuel Luna
CDP c/o Ms. Lorna P. Victoria, Ms. Eufemia Castro-Andaya, Ms. Malu F.
Cagay, Ms. Nikki de Vera, Ms. Mayfourth Luneta, Ms. Marita Santos,
Ms. Jelyne Gealone
Pre-test in Barangay Banugao, Infanta:
MDCC Infanta c/o Hon. Mayor Filipina Grace R. America

Barangay Banugao c/o Punong Barangay Protacio N. Resplandor
24 Participants for the Barangay Disaster Management Workshop
ICDAI
3 Observers from OCD Region IV and 3 from CDRC
Facilitators: Lucy Espino of OCD, Cedric Daep of APSEMO,
Ron P. Crisostomo of MPDO-Infanta, Lorna Victoria of CDP
Technical Support from 3 CDP personnel
Funding Support: Peace and Equity Foundation
ii
TABLE OF CONTENTS
page
Acknowledgements
Training Design for Barangay Disaster

Management Training Workshop
iv
List of Readings for Facilitators
vi
Opening Activities
Summary Training Design for Barangay

Training Design Pre-test in Barangay Banugay
Different Ways of Introductions and Expectations Check
Tasks of Daily Management Teams
Participatory and Learner-Centered Training
Module 1 -
Introduction to Disaster Management
Session 1: Local Disaster Experience

Session 2: National Disaster Situation and Philippine
Disaster Management System
Session 3: Understanding Disaster and Disaster Management
Module 2 -
3
6
8
11
12
16
17
20
34
Barangay Governance & DM
57
Session 1: Good Governance

Session 2: Disaster Management Responsibility
of the Barangays
Session 3: Relevant Laws and Regulations
58
Module 3 - Barangay Risk Assessment

Session 1:
Session 2:
Session 3:
Session 4:
Module 4 -
Introduction to Risk Assessment

Hazard Assessment
Vulnerability and Capacity Assessment
Barangay Watching (Field Work)
Barangay Risk Reduction Planning
Session 1: Introduction to Risk Reduction Planning

Session 2: Using the Results of the Field Work
Session 3: Planning Workshop
Closing Activities
Evaluation
81
96
104
105
112
134
146
150
151
167
195
209
211
iii
TRAINING DESIGN
BARANGAY DISASTER MANAGEMENT WORKSHOP
TRAINING PREPARATION
1. Social preparation/ Social Marketing to Barangay Leaders and Other
Local Actors on importance of disaster preparedness and involvement of
local actors including the community
2. Strong Support of DILG and Municipal/City Planning & Development Officer
& Municipal/City Disaster Action Officer
3. Support of the province as necessary
4. Invitation of resource persons and facilitators from PHIVOLVCS, PAGASA,
MGB, OCD, NGOs
5. Budget needed: About 10,000 15, 000 can be sourced from IRA,
assistance from municipality/city, private sector, NGOs, etc.
TARGET PARTICIPANTS: Thirty participants coming from
1. Barangay Council (8)
2. Barangay Disaster Coordinating Council
3. Peoples Organization (Pastoral Council, Women organization, Farmers
Association, Youth Organization)
4. Churches
5. Business Sector
6. Department of Education
FACILITATORS:
Multidisciplinary team composed of DILG, Municipal Planning & Development
Officer, Municipal Disaster Action Officer, Municipal Social Welfare Officer,
Barangay Council/BDCC and resource persons from PAGASA, PHIVOLCS, MGB,
OCD, NGOs depending on the local disaster context and disaster preparedness
capabilities.
TRAINING OBJECTIVES
General Objective:
To enhance the capacity of Barangay Officials and the community in disaster
management to:
ensure zero casualty in times of emergency; and
contribute to public safety, disaster resilience and community development
Overall Learning Objectives:
At the end of the 4-day training workshop, the Barangay Participants should be
able to:
1. Explain the basic concepts of disasters and disaster management
2. Relate the implementation of
disaster management to achieving good,
responsive and effective governance
3. Assess the hazards, vulnerable conditions and factors and capacities of the
Barangay and community
4. Formulate a disaster management action plan
iv
Training Modules
To meet the training objectives, the Barangay Disaster Management Workshop is
composed of 4 key modules, excluding Opening and Closing Activities as follows:
1. Module 1 for Learning Obj 1 - Introduction to Disaster Management Concepts
2. Module 2 for Learning Obj 2 - Barangay Governance & Disaster Management
3. Module 3 for Learning Obj 3 - Barangay Hazard Vulnerability Capacity
Assessment
4. Module 4 for Learning Obj 4 - Barangay Disaster Management Planning
PROGRAM OF ACTIVITIES
(can be varied according to training context)
Day 1
OPENING ACTIVITIES
Invocation, National Anthem and Provincial Song
Messages
Introduction of Participants and Facilitators
Participant Expectations, Training Objectives and Program
Schedules, Ground Rules, Technical Arrangements
MODULE 1: INTRODUCTION TO DISASTER MANAGEMENT CONCEPTS
Local Disaster Experiences and Responses
National Disaster Situation and Philippine Disaster Management System
Understanding Disasters and Disaster Management
Day 2
MODULE 2: BARANGAY GOVERNANCE AND DISASTER MANAGEMENT

Barangay Governance
Disaster Management and DM Responsibilities of the Barangay
Relevant Laws and Regulations
Day 3
MODULE 3:
Day 4
BARANGAY HAZARD VULNERABILITY CAPACITY

ASSESSMENT
Introduction to Barangay Risk Assessment
Hazard Assessment
Vulnerability and Capacity Assessment
Field Work / Barangay Watching and Analysis of Results
MODULE 4: BARANGAY DISASTER MANAGEMENT PLANNING

Introduction
Preparedness Measures
Mitigation Measures
Barangay Action Planning Workshop
CLOSING
LIST OF READINGS FOR FACILITATORS

Opening Activities

Different Ways of Participant Introductions and Expectation Check

Tasks of Daily Management Teams (Host Teams)
Sample Training Needs Assessment (TNA) Form
Learner-centered and participatory training
Module 1: Introduction to Disaster Management Concepts

Session 1: Local Disaster Situation
Session 2: National Disaster Situation and the Philippine Disaster
Management System

The Philippine Disaster Situation: Risk Profile CY 1995 2004, Office of

Civil Defense
The Philippine Disaster Management System, Office of Civil Defense
Session 3: Understanding Disasters and Disaster Management

Defining a Few Key Terms from Living with Risk, UNISDR

Categories and Factors For Capacities & Vulnerabilities Analysis, Mary
Anderson and Peter Woodrow
Basic Concepts of Disaster, Disaster Management and Community
Based Disaster Management, CDP CBDM Training Hand-outs
Module 2: Disaster Management and Barangay Governance

Session 1: Barangay Governance (Good and Democratic Governance)

On the Barangay, Local Government Academy

Good Governance, Local Government Academy and Bureau of Local
Government Development - Department of Interior and Local
Government
The Millenium Development Goals
Rights Based Approach to Development and Governance, Dr, Florangel
Braid
Barangay Development & Governance System Framework and
Barangay Organizational Reform Agenda, Liga ng mga Barangay sa
Pilipinas
Session 2: Disaster Management Responsibility of the Barangay

Local Disaster Coordinating Councils from Appendix 3

Contingency Planning for Emergencies: A Manual for Local
Government Units
Citizens Participation Towards Safer Communities, paper
presented by Zenaida Delica-Willison
vi
The Role of the Business Sector in Disaster Preparedness and Response

paper presented by Alberto Aldaba Lim of the Corporate Network for
Disaster Response during the International Conference on Total

Disaster Risk Management, December 2003, Kobe, Japan
On Disaster Management and Leadership from various sources
Session 3: Relevant Laws and Regulations Laws, Policies and Procedures)

Laws and Regulations on Disaster Management Program, DILG BLGD

and LGA
Module 3: Barangay Risk Assessment

Session 1: Introduction to Barangay Risk Assessment

Community Risk Assessment, CDP CBDRM Training Hand-outs
Session 2: Hazard Assessment

Hazard Classification, UN ISDR

Major Hazards, Family and Community Disaster Preparedness: Guide for
Training Families and Communities, Department of Social Welfare and
Development
Hazard Assessment Matrix
Guidelines for Elaborating a Community Risk Map by Ren Martorell,
Rocio Senz,
http://www.crid.or.cr/crid/CD_EIRD_Informa/ing/No3_2001/Pagina15.htm
Risk Map, UNISDR Latin America and the Caribbean
Session 3: Vulnerability and Capacity Assessment

Categories and Factors for Capacities and Vulnerabilities Analysis,

Anderson and Woodrow
Examples of Application of the CVA and Disaster Crunch Model Viewpoint of Vulnerability and Capacity Assessment and Progression of
Vulnerability, Seminar Paper, CBDM Seminar, Metro Manila
Earthquake Impact Reduction Study
Session 4: Barangay Watching (Barangay Risk Assessment Field Work)

Data Gathering Plan for Community Risk Assessment

Data Synthesis and Analysis
Module 4: Barangay Disaster Risk Reduction Planning

(Disaster Preparedness And Mitigation Planning)
Session 1: Introduction to Barangay Risk Reduction Planning

Disaster Reduction Framework, UNISDR

Summary of the Hyogo Framework for Action 2005 2015, Outcome of
the World Conference on Disaster Reduction, Hyogo, Kobe, Japan,
www.unisdr.org/wcdr
vii
From Risk Mapping to Preparedness and Mitigation Planning, Isaias

Panganiban & Cedric Daep
Early Warning, ADPC CBDRM Participants Workbook
Public Awareness, CDP CBDRM Training Hand-outs
Evacuation, CDRC DPT Hand-outs
Session 2: Using the Results of the Barangay Risk Assessment

Identifying Risk Reduction Measures, CDP CBDRM Training

Hand-outs
Citations of Good Practice in Disaster Management and Governance
Disaster Warning, Communication Protocol and Evacuation Criteria,
Cedric Daep, Pre-test at Barangay Banugao, 14-16 October 2005
Disaster Prevention Checklist: Warning and Evacuation, Basic Study
Non-Structural Disaster Prevention Measures for Camiguin Province,
January 2005
Session 3: Risk Reduction Planning Workshop (Initial Barangay Disaster

Preparedness and Mitigation Action Plan)

Last Words in Planning, ADPC/MDRN Planning Concepts and Disaster

PMP Management Planning Framework, Mindanao Disaster Response
Network Municipal-Sectoral Disaster PMP Management Network
Project
A Z in Facilitating Community Planning,
http://www.communityplanning.net/principles.htm, Nick Wates,
Community Planning Handbook
Sample of BDCC Warning and Evacuation Plan for Flooding and Debris
Flow. Cedric Daep, Pre-test at Barangay Banugao, October 14-16, 2005
viii
OPENING ACTIVITIES
Objectives
1.
2.
3.
4.
5.
Opening Activities
1.
2.
3.
4.
5.
6.
Formally open the training;

Introduce the Participants and Facilitators to each other;
Clarify expectations of the Participants;
Unite on the training workshop objectives and program of activities;
Set technical arrangements such as schedule, participatory
management teams, house rules, etc.
Invocation, National Anthem (and Provincial Song)

Messages
Introduction of Participants and Facilitators
Expectations Check
Overview of the Training Workshop Design
Contracting (Dos and Donts) and Technical Arrangements
Methods:
1. I am , I have, I can, I will ,.. as Exercise for Introductions
2. Bus Stop for Expectations Check
3. Interactive Discussion on the Training Design, Schedule, Dos and
Donts within the training/workshop, House Rules and other
Technical Matters
Materials Needed:
1.
2.
3.
4.
5.
Name Tags
Opening Program
Training Design and Program of Activities
Manila/kraft paper or meta cards for Expectation Check
Colored pens
Duration:
Readings for Facilitator:
2 hours
1. Different Ways of Participant Introductions and Expectation Check

2. Tasks of Daily Management Teams (Host Teams)
3. Learner-centered and participatory training
&
Tips to Facilitator:
1. The Training Workshop is designed for 4 days with 13 sessions in 4
Modules, excluding Opening and Closing Activities with sufficient time for
workshops.
Please refer to Training Design
for Barangay Disaster
Management Training Workshop. The training can be done on a staggered
basis, ensuring the attendance of the same participants for the successive
sessions. For staggered training, make sure to give a brief run through of the
4-day process at the end of the first set of sessions and to have a review of key
concepts at the start of the second set of sessions.
2. With less time for workshops for Modules 3 (Barangay Risk Assessment Field
Work or Barangay Watching) and 4 (Disaster Preparedness and Mitigation
Planning Workshop), the Barangay Disaster Management Training Workshop
can be done in 3 days. Refer to Training Design for Pre-test done in Barangay
Banugao, Infanta, Quezon for sample of Training Design for 3 days.
3. An orientation session at the barangay level can also be undertaken within half
day session with very minimal expense.
4. Sources of funding for the training workshop can be the Calamity Fund, item on
Training, Seminars and Workshops for Barangay Officials under the
Maintenance and Other Operating Expenses (MOOE) Budget Category, and
requests for grants from NGOs, churches and the business sector based in the
barangay and the Office of the Mayor .
5. While the first part of the Opening Activities can be formal with the guest
speakers giving Messages, it is important to establish an atmosphere of
openness and trust among the Participants and Facilitators at the outset to
have an environment conducive to sharing and learning.
6. Be sensitive to cultural and gender considerations in the choice of games,
exercises and ice breakers used in the training. Considering the particular
culture of the Participants also involves affirming and promoting positive
values.
7. Remember in the choice of methods and workshop activities that when people
listen to the information, they remember only 20% of what they hear. If they
only look at the information, they remember about 30%. If they combine
listening and looking, they remember about 40 50%. If they also talk about
what they hear and see, they remember 70%. But best of all, if they also use
what they have learned, they will remember 90% of it.
Materials
TRAINING DESIGN SUMMARY
MODULE
Topic/Session
Method
OPENING ACTIVITIES
Opening Program
Introduction
Expectation Check
Training Design
Contracting and Technical
Arrangements
INTRODUCTION TO
DISASTER MANAGEMENT
Local Disaster Situation
MODULE 1
National Disaster Situation and

Philippine Disaster Management
System
Understanding Disasters and
Disaster Management
BARANGAY GOVERNANCE
AND DISASTER
MANAGEMENT
Barangay Governance (Good
and Democratic Governance)
MODULE 2
Disaster (Risk) Management
Responsibilities of the Barangay
(Laws, policies and procedures)
BARANGAY RISK
ASSESSMENT
Introduction to Barangay Risk
Assessment
MODULE 3
Hazard Assessment
Vulnerability and Capacity

Assessment
Barangay Disaster Risk
Assessment Field Work
Duratio
n
2 hours
Prayer, National Anthem,

Provincial Song, Song,
Messages
Various Methods
Various Methods
Interactive Discussion
3 session
6 hours
Workshop and Plenary

Presentation
2 hours
Gallery
Powerpoint Presentation or
paste ups
Interactive lecture
Debate or Bagyo, Lindol,
Gyera
Interactive lecture
3 sessions
Group Work: The highest
tower or Good governance
is
Interactive Lecture
Group Work: Our organization
as a vehicle
Interactive Lecture
Buzz Session: FAQs or
Matching
Interactive lecture
4 sessions
Exercise: What do you see?
Interactive Lecture
Feel, Hear, See! or Recall of
Disasters Experienced
Group Work
Interactive Lecture
Webbing
Group Work
Interactive Lecture
Barangay Watching/Field Work
1.5
hours
2.5
hours
5 hours
1.5
hours
2 hours
1.5
hours
8.5
hours
1 hour
1.5
hours
2 hours
4 hours
BARANGAY RISK
REDUCTION PLANNING
Introduction to Disaster Risk
Reduction Planning
MODULE 4
Identifying Appropriate Risk

Reduction Measures
Planning Workshop
CLOSING ACTIVITIES
3 sessions
Building our house
Interactive lecture
Untangling Exercise
Sharing of Case Stories on
local preparedness and
mitigation measures
Interactive lecture
Action Planning
Plenary Presentation and
Comments
6 hours
1 hour
3 hours
2 hours
1 hour
Reference

BARANGAY BANUGAO, INFANTA, QUEZON
14 16 October 2005
MGA LAYUNIN
Pangkalahatang layunin ng pagsasanay na mapataas ang kakayahan ng mga
Opisyal ng Barangay at ng komunidad sa disaster management para
- masiguro ang Zero casualty sa panahon ng emergency at
- makaambag sa kaligtasan, katatagan at kaunlaran ng barangay.
Inaasahan na pagkatapos ng 3 araw na pagsasanay, kaya ng mga Kalahok na:
- Ipaliwanag ang mga batayang konsepto kaugnay ng disaster at disaster
management
- Iugnay ang pagsasagawa ng disaster management sa pagkakaroon ng
pamamahala sa barangay na epektibo at tumutugon sa mga
pangangailangan ng komunidad (responsive at effective barangay
governance)
- Ilarawan ang mga panganib (hazards), mga kalagayang bulnerable o
kahinaan (vulnerabilities) at mga kakayahan (capacities) ng barangay
- Gumawa ng disaster management action plan
PROGRAMA NG PAGSASANAY
14 Oktubre,
2005
Biyernes
15 Oktubre,
2005
Sabado
16 Oktubre,
2005
Linggo
PAGBUBUKAS NG PAGSASANAY
- Panalangin at Pambansang Awit
- Mga Mensahe
- Pagpapakilanlan at mga Inaasahan ng mga Kalahok
- Layunin at Programa ng Pagsasanay
- Iskedyul, mga Alituntunin at Teknikal na Kaayusan
MODULE 1: INTRODUCTION TO DISASTER MANAGEMENT
- Local and National Disaster Situation and Philippine Disaster
Management System
- Understanding Disasters and Disaster Management
MODULE 2: BARANGAY GOVERNANCE AND DISASTER MANAGEMENT
- Disaster Management and DM Responsibilities of the Barangay
- Relevant Laws and Regulations
MODULE 3: BARANGAY HAZARD VULNERABILITY CAPACITY
ASSESSMENT
- Introduction
- Hazard Assessment
- Vulnerability and Capacity Assessment
- Field Work and Analysis of Results
MODULE 4: BARANGAY DISASTER MANAGEMENT PLANNING
- Introduction
- Preparedness Measures
- Mitigation Measures
- Barangay Action Planning Workshop
CLOSING
PRE-TEST TRAINING DESIGN SUMMARY

MODULE
Topic/Session
Method
Duration
DAY 1 FRIDAY OCTOBER 14, 2005

OPENING ACTIVITIES
Opening Program
Introductions and Expectations
Check
Training Design
Contracting and Technical
Arrangements
INTRODUCTION TO
DISASTER MANAGEMENT
MODULE 1
Local and National Disaster

Situation and Philippine
Disaster Management System
Understanding Disasters and
Disaster Management
BARANGAY GOVERNANCE
AND DISASTER
MANAGEMENT
MODULE 2
Barangay Governance and

Disaster Risk Management
Responsibilities
(Laws, policies and procedures)
1 hour
Prayer, National Anthem,
Provincial Song, Song,
Messages
Buzz Session and Meta Cards
Plenary
2 session
Pin the Disaster!
Powerpoint Presentation or
paste ups
Interactive lecture
Debate or Bagyo, Lindol,
Gyera
Interactive lecture
3 sessions
Group Work: The highest
tower or Good governance
is
Interactive Lecture
Buzz Session: FAQs or
Matching
Interactive lecture
3 hours
1.5 hours
1.5 hours
3 hours
1.5 hours
1.5 hours
DAY 2 SATURDAY OCTOBER 15, 2005

MODULE 3
BARANGAY RISK
ASSESSMENT
Introduction to Barangay Risk
Assessment
Municipal Risk Assessment
Nature and Behavior of
Common Hazards in Locality
and
Hazard Assessment
Vulnerability and Capacity
Assessment
Barangay Disaster Risk
Assessment Field Work and
Analysis
4 sessions
Exercise: What do you see?
Interactive Lecture
Resource Inputs from
Municipal Government of
Infanta, PAGASA, PHIVOLCS,
MGB (check availability and/or
secure materials)
Feel, Hear, See! Group Work
Interactive Lecture
Untangling Exercise
Group Work
Interactive Lecture
Barangay Watching/Field Work
and Analysis
7.5
hours
0.5 hour
2 hours
1.5 hours
1.5
hours
2 hours
DAY 3 SUNDAY OCTOBER 16,2005
MODULE 4
BARANGAY RISK
REDUCTION PLANNING
Introduction to Disaster Risk
Reduction Planning
Preparedness Measures:
Hazard Monitoring, Early
Warning System,
Communication Protocols,
Evacuation
Preparedness and Mitigation
Measures: Public Awareness,
Organizational Strengthening,
Training, Indigenous and
Appropriate Technologies
Planning Workshop
CLOSING ACTIVITIES
3 sessions
5.5
hours
Building our house

Interactive lecture
0.5 hour
Demonstration
Case stories
Interactive Lecture
1.5 hours
Demonstration
Case stories
Interactive Lecture
1.5 hours
Action Planning
Plenary Presentation and
Comments
Certificates of Participation and
Acknowledgements
2 hours
0.5 hour
GUIDANCE NOTES:
1. For a 3-day module, we should keep everything short and simple (KISS - keep
it short and simple!). So, we should take note of the time allotment for each
session, meaning the time allotment is maximum time allowable, and if we can
shorten the session, we are giving more time allowance for other sessions,
especially those coming towards the second and third day. In the barangay, I
anticipate that we should have just 6 hours for a Sunday training, giving
allowance for church activities.
2. New activities not in the current form of the Facilitators Guide, but will be added
after the pre-test
-
Pin the Disaster: similar to pin the donkey (s tail). Prepare pics and/or
newsclips of disaster events from all over the Phil. Have Pax put the pics on
the place on Phil map where these occurred. Intro for brief lecture discussion
on local and national disaster situation and disaster management system.
Municipal Risk Assessment and Nature and Behavior of Hazards in the

Locality: brief inputs on municipal risk map for various hazards c/o Municipal
Officer/s; Brief inputs from PAGASA, PHIVOLCS and MGB (if they are
available, otherwise secure briefing and/o materials.
Preparedness and Mitigation Measures: mainly sharing c/o Cedric Daep

and Jun Panganiban of Guagua on measures which are done by the
barangays together with the municipality/province
Reference
DIFFERENT WAYS OF INTRODUCTIONS &

EXPECTATIONS CHECK
Participant Introductions
1. Participants think of an adjective which starts with the first letter of his/her
name to describe him/herself, or which describes qualities which s/he has or
wants to have in relation to disaster management.
I am Abraham, I am Able . I am Precy, I want to be Prepared!
2. Have participants make their own name tags using colored paper or boards.
Each participant then explains why s/he chose to use the particular shape,
color or name.
3. Each participant introduces him/herself to the group citing a
characteristic which he/she wants the group to remember.
personal
4. A ball of paper (or ball or orange) is thrown to each participant in the circle
who introduces him/herself as in item #3. Aside from introducing him/herself
the participant in turns also introduces those who had already introduced
themselves earlier in the ball game.
Illustration from: Creative Training by IIRR, VSO and PEPE
5. Participants look for an object in the room or immediate surroundings which

symbolize themselves with regards to experience in disaster or disaster
management.
This is a blank paper, my house was washed out during the flash flood and
my son is still missing, the blank sheet of paper symbolizes my desire to fill
myself with information how to prevent another tragedy from happening to
our family.
This is a picture of my son, it is always in my wallet even if he is now dead,
it is so painful!
6. Participants are paired and interview one another about personal and work
information. Each introduces his/her the partner to the group.
This is my colleague Art, he is .
7. Participants use their body to gesture the spelling of their name.
8. Participants draw self-portraits, write their names on the portrait and explain
their drawing.
9. Participants add phrases to the following as way of introducing themselves and

their feelings, expectations and contributions to the training
I am _________. I am
I have .
I can .
I will .
Expectations Check
1. Bus Stop. Prepare 4 sheets of Manila paper or kraft paper for each of the
following questions:
-
BS 1:
BS 2:
BS 3:
BS 4:
What do you expect from the training

What can facilitate in your learning and active participation?
What can hinder your learning and active participation?
What can you contribute for the success of the training?
Post the sheets of Manila paper around the room as Bus Stop 1, 2, 3 and 4
or particular places which are usually used as evacuation centers in the
locality.
Divide the Participants into 4 groups. Assign a sequence to each group to put
their answers on the Manila papers such as BSs 1234, BSs 2341, BSs 3412,
BSs 4123.
Discuss and summarize the expectations of the Participants. Compare the
Expectations with the training objective, content, methods and schedule. Run
through what expectations can be covered by the training and what is not
within the scope of the training. Make a contract with the Participants on the
Dos and Donts to facilitate sharing and learning.
Make adjustments to the prepared Training Design as necessary based on the

results of the Expectation Check.
2. Board Work. For the same questions as in No. 1, ask Participants to write
their answers on colored paper or meta cards. Use one color for each
question.
Ask Participants to post their answers for each question on the board or wall.
Discuss answers and relate to the Training Design as in No. 1.
3. A ball of paper (or small ball or orange) is thrown to each participant in the
circle who introduces his/herself and answers the same questions as in No. 1.
The Facilitator takes notes on the board of the expectations. When all
Participants are finished, the Facilitator discusses the answers and relates to
the Training Design as in No.1.
4. The Participants add phrases to finish the sentence as follows:
-
I want to improve my knowledge, skills, attitude on ____

I will contribute my _________ (knowledge, time, skills, attention, etc., ) to
make this training successful.
I want my co-participants to be ______ to make this training fruitful and
successful.
I will learn better and participate well in this training, if the facilitator will use
the following methods and approaches _______.
The answers can be put on meta-cards or presented by item and the Facilitator
collates the answers on the board then discusses the answers and relates to
the Training Design as in No.1.
References:
1. Participatory Learning & Action: A Trainers Guide by J.Pretty et al, 1995
2. Training for Transformation: A Handbook for Community Workers Book 2 by
Hope and Timmel, 1986
3. Kahandaan, Katatagan at Kaunlaran ng Komunidad (Community
Preparedness, Resilience and Development) by L. P. Victoria, 2003
4. Non-Structural Disaster Prevention Trainers Guide, Basic Study on NonStructural Disaster Prevention Measures for Camiguin Province funded by
JICA, implemented by Center for Disaster Preparedness Foundation Inc with
Earth System Science Inc. and Pacific Consultants International
10
Reference
TASKS OF DAILY MANAGEMENT TEAMS
(HOST TEAMS)
The Daily Management Team (or Host Team) is a group of Participants that
assumes responsibility to assist the Facilitators/Trainers in the daily management
of the training with the following tasks:
1.
2.
3.
4.
5.
Act as timekeeper for start and end of sessions

Provide ice breakers and energizers
Distribute of Hand-outs
Assist Facilitator in posting visuals and cleaning the boards
Start daily activities with an invocation, recap of the previous days sessions
and announcements
6. Gather feedback and suggestions from Participants and coordinate these
with the Facilitators Team or Organizing Group of the training
7. Ensures order and cleanliness of classroom
Other tasks which may be given to daily management teams as necessary:
1. Making arrangements for Solidarity Night (if live-in with other barangays)
2. Making arrangements for Closing Program
3. Acknowledging guests and thanking Facilitators and the Organizing Group on
behalf of the Participants
11
Reference
PARTICIPATORY AND LEARNER-CENTERED TRAINING

If you are thinking a year ahead sow a seed;
If you are thinking ten years ahead plant a tree;
If you are thinking one hundred years ahead educate the people
- Kuan Tzu, Chinese Poet
Learning is the process of acquiring new ideas, knowledge, skills and attitude to
effect change in behavior and/or performance.
When learners enter the session room, they bring along:
wealth of experience, knowledge and skills
own beliefs, value and convictions
own perceptions, biases and feelings
"Learners are motivated, not taught to seek newer knowledge, skills and
behavior."
The learner is the richest resource in the learning process.
KEY PRINCIPLES OF PAULO FREIRE
a. No education is ever Neutral. Either designed to maintain existing situation or
designed to liberate people.
b. Relevance - issues of importance NOW to participants. People will act on
issues on which they have strong feelings.
c. Problem-posing. The whole of education and development is seen as a
common search for solution to problems.
LAWS OF LEARNING
1. Law of readiness. People learn more easily if they are interested and have the
desire to learn.
2. Law of Effect. People learn quickly, retain longer and tend to repeat those
things for which they can see a use and which give them satisfaction.
3. Law of Association. Every new fact, idea or concept is best learned if the
learner can relate it to something he/she already knows.
4. Law of Exercise.
learning/retention.
Constant repetition/practice increases the probability of
5. Law of Stimulation. People learn when their senses are stimulated and when
mental and physical responses are made to the stimuli.
12
13
PRINCIPLES IN ADULT EDUCATION

1. No one directly teaches adults anything. What is being taught should have a
meaning for adults and should be relevant to their needs and problems.
2. While adult learners want to be independent, they also enjoy functioning
interdependently. Learning is a cooperative and collaborative process.
3. Learners have feelings as well as thoughts. Learning is maximized where what
learners SAY reflects what they THINK and FEEL.
4. People learn best as a result of EXPERIENCE.
5. Learning is an EVOLUTIONARY process.
DEVELOPING and EVOLVING process.
Learning is not imposed. It is a
LEARNING CYCLE
1. Direct Experience
(Activity)
2. Reflecting on Experience
(Analysis)
4. Application
3. Generalization about
Experience
Back home or at work

Illustration adpated from CEDPA
Learning is the transformation of information into useful knowledge. An effective
approach when facilitating group activities includes: DO, DISCUSS, and APPLY.
When facilitating group activities, learners should DO the activity, DISCUSS it
by answering questions such as what happened during the activity? and APPLY
by discovering how the learning points apply to the job and to real life.
1. The Experience. The learner uncovers new information that requires a
response on his or her part.
2. Reflecting on the Experience. The learners sort out and analyze the
information developed in Phase 1.
3. Generalizing about the Experience.
The learners interprets what the
information means and determines what lessons can be learned and what
principles can be drawn.
4. Application. The learner relates the new learning to his or her own life
situation. The learner makes the connection between the training setting and
the real world. This link can be strengthened through practice and planning for
application after training.
IMPORTANT CONDITIONS IN LEARNER-CENTERED TRAINING
1. Non-threatening climate
2. Atmosphere of openness
3. Cooperative evaluation and self-evaluation.
Implications:
Activities conducted in small break out groups encourage shy or withdrawn

individuals to participate. If managed effectively, break out groups can
encourage discussion, promote teamwork, and divert the focus from a
dominant participant.
Seating arrangements impact learner behavior. Ensure accessibility and

visibility to other Participants and to the Facilitator in a u-shape or fan-style
arrangement to encourages discussion and interaction.
Experiential and exploratory learning allows the learner to be self-directed and

the facilitator acts as a resource for the learner. This type of training is useful
when the learner is highly motivated and has strong content knowledge.
EDUCATION AND TRAINING (or TRAINING AND EDUCATION)

Education is a long process that is wide-ranging in its scope and purpose. It is
concerned with the process of individual development in intellectual, moral and
social terms.
ATTITUDES
KNOWLEDGE
SKILLS
Training activity has clear aims to equip persons to become more effective in their
work through the development of the necessary knowledge, skills and
attitudes leading to changes in behavior.
14
In culinary terms, education can be regarded as

training can be likened to a cookbook.
a nutrition guide,
whereas
Facilitating a positive setting during the training:
Provide learning objectives and an agenda

Establish ground rules or group guidelines
Provide comfortable seating and a place for participant materials
Ensure the room temperature is comfortable
Use fan-type or u-shape seating to allow for interaction, easy viewing of audiovisuals, and application of group work
Incorporate various delivery methods and minimize overuse of media
Actively involve learners use case studies, role-plays, games, brainstorming,
exercises, participative discussion, simulations
Allow for periodic breaks, adhere to start and end times
Acknowledge all responses and contributions
Reinforce positive behaviors
Value diversity
Sources:
-
Center for Disaster Preparedness Training of Trainers in Disaster

Management Course
Training of Trainers for Disaster Management Course, Ian Davis
Human Resources Development Course, Ateneo University
Training Management Course by Dennis and Agnes Ycasiano
15
MODULE 1: INTRODUCTION TO
DISASTER MANAGEMENT CONCEPTS
Session 1: Local Disaster Experience

Session 2: National Disaster Situation and the
Philippine Disaster Management System
Session 3: Understanding Disasters and Disaster
Management
16
Module 1 SESSION 1: LOCAL DISASTER EXPERIENCE
Learning Objectives:
At the end of the session the participants are able to:
1. Describe the disasters which the barangay and community
experienced in the past and threats which may cause damage and
loss
2. Relate how the barangay, community, households and individuals
prepare for, respond to and recover from disasters and threats
3. Discuss who are able to assist the barangay and community in
disaster preparedness, emergency response and recovery.
Key Points:
1. Barangay Community Profile - geographical / physical characteristics, population, economy/livelihood, general health conditions,
culture and values, spot map or base map of barangay/community.
2. Disaster Experience - disaster history, damages and loss incurred,
other threats, how the barangay and people prepare for, respond to
and recover from disasters, other threats which may cause damage
and harm
Method:
Workshop and Plenary Presentation
Process:
1. Divide the participants into 4 to 5 groups. Each group assigns its
facilitator, documentor and reporter. The facilitator guides the
group in its discussion of the guide questions.
17
2. Guide Questions for Group Discussion

a. Barangay/Community Profile land and people
- Geographical/physical characteristics
- Population
- Economy/livelihood
- General health conditions
- Culture and values
- Spot/base map of the barangay indicating key
landmarks
b. Local Disaster Situation
- What disasters were experienced in the past?
- When?
- Where?
- What were damages?
- Who were affected?
- What are other threats?
- How does the barangay, community, households and
individuals prepare for, respond to and recover from
disasters and threats?
- Who assists the barangay and community?
3. Have each group will pick a creative form to present the results of
their group discussion such as:
- Talk show interview of the disaster situation in the
barangay/community;
- Barangay spot map indicating areas, community facilities
and families which have suffered damage and loss from
disasters;
- Skit or drama of how the barangay and community
prepares for and responds to disasters;
- Seasonal calendar showing regularity of disasters and
threats experienced
- Timeline of disasters in the barangay/community showing
years wherein disasters were major (big) or minor (small)
with the groups indicators of major and minor disaster
4. Ask each group to make a plenary presentation, each group
validating and building on the information from the other groups.
5. After all the reports have a plenary discussion for questions,
clarifications and additions to the group reports.
6. Summarize the local disaster situation. Point out that reference to

the results of this first workshop will be made in the succeeding
sessions. More details will be added to the community disaster
situation during in Module 3 on Barangay Risk Assessment.
18
Materials Needed:
1. Manila/kraft or easel paper, different colors of pentel pen and
crayons
2. Cut-outs of different hazards
&
Duration:
2 hours
1. In preparation for the disaster management workshop, ask the
barangay to prepare the barangay profile and several copies (at
least 5) of its spot map.
2. Starting with the local disaster situation immediately generates
involvement and interest among the participants for the disaster
management training workshop.
Photos of flooded Bulacan barangay hall c/o World Vision, Baguio earthquake c/o Phivolcs
and of recovery in Infanta c/o Municpality of Infanta
19
Module 2 SESSION 2: NATIONAL DISASTER

SITUATION AND THE PHILIPPINE DISASTER
MANAGEMENT SYSTEM
1. Link the local barangay disaster situation to the national
(provincial/municipal) disaster situation.
2. Explain the Philippine disaster management system
Key Points:
1. The Philippines is one of the worlds most disaster prone countries.
Because of its geographical location and physical characteristics,
the Philippines is exposed to a variety of natural hazards, ranging
from typhoons, floods, earthquakes, volcanic eruption, tsunamis,
landslides and drought.
2. Located near the Western North Pacific Basin, the busiest generator
of tropical cyclones. The Philippines is part of the Pacific Ring of
Fire and lies between 2 tectonic plates. An archipelago, it is
composed of 7,100 islands.
3. Aside from its particular geographical location and physical
characteristics, disaster frequency and loss is conditioned by the
Philippines social, economic and political environment.
4. Human-made disasters such as armed conflict, sea mishaps, fire,
and epidemic take a heavy toll.
5. The Philippines is also recognized internationally as having a well
articulated disaster management system and institutional
arrangements.
6. PD 1566 dated June 11, 1978 Strengthening the Philippine
Disaster Control Capability and Establishing the National Program
on Community Disaster Preparedness lays down the policy,
institutional and operational framework for disaster management in
the country.
20
7. Although the Philippines is also recognized as having a head start in

implementing community based disaster management, recurring
occurrence of disaster and loss necessitates widespread replication
and application of disaster proactive disaster responses of
preparedness, mitigation and prevention.
C Methods:
1. Gallery
2. Powerpoint presentation or paste ups
3. Interactive lecture
Process:
1. Gallery. Gather 10 to 20 pictures and news clippings of disasters from

various places in the Philippines. Put these on a clothesline or paste on
the walls. Have the Participants view the go around to view the exhibit.
2. Back on their seats, ask the Participants what they observed. What types
of disasters strike the Philippines? What are damages? Who are affected?
What are the causes? What are disaster preparedness, emergency
responses and recovery activities undertaken?
3. Summarize the Participants observations through a brief interactive lecture
on the Philippine disaster situation. Highlight the provincial, municipal
disaster situation as necessary.
4. The Philippines is one of the most disaster-prone countries of the world.
From 1900-1991, the Center for Research and Epidemiology of Disasters in
Belgium recorded a total of 701 disaster incidents, or almost 8 disasters a
year. From 1987 2000, the National Disaster Coordinating Council
recorded 523 disasters, an average of 37 disasters annually, with total
damage estimated at Php 150.071 Billion (OCD, 2001). In the year 2000
alone, there were 259 disaster events noted, affecting 9,078,236 persons,
with total cost of damage of Php 7.739 Billion. (NDCC, 2003)1.
The European Commission Humanitarian Aid Office Disaster Risk
Indicators has ranked the Philippines as the 11th most disaster prone
among 115 counties.
In 2004, the Philippines was among the top 10 among countries of the
world with most killed (1,918 persons, rank 6) and most affected by
disasters (3,262,978, rank 5) . However, the Philippines was not among
the top ten of biggest economic impact. (CRED Crunch, May 2005,
www.em-dat.et). Note that the direct damages resulting from typhoons
alone from the period 1970-2000 on the average were equivalent to 0.5
percent of GDP per year. (Benson, 2004 and ECHO 2003 cited in A
Study on Current Disaster Management Practice and Opportunities for
Strengthening Local Capacities, April 2004)
The National Disaster Coordinating Councils monitoring system since 1998 includes minor and major disasters.
21
5. Explain that the Philippines predisposition to natural hazards is to a

significant extent a function of its geographical and physical characteristics.
Located near the Western North Pacific Basin where 50% of the worlds
tropical cyclones are generated, 20 typhoons enter the countrys area of
responsibility in a year, of which 9 make a landfall. The worlds largest
archipelago, it is composed of 7,100 islands with total land area of 30
Million hectares. Communities along its 36,289 kilometers coastline are
prone to storm surges and sea level changes. Flooding, especially in lowlying areas, is common due to rains brought about by typhoons,
monsoons, thunderstorms, and inter-tropical convergence zone. El Nino
occurrences induce drought in many parts of the Philippines, posing a
serious problem in agricultural production, potable water supply, and
hydro-electricity generation.
The country is part of the western segment of the Pacific Ring of Fire and
lies in between 2 major tectonic plates, whose movement create mountain
ranges, islands, volcanoes, earthquakes, and tsunamis. The countrys
topography thus varies from high mountains, accounting for 60% of
landmass, to plains and freshwater swamps. There are 220 volcanoes, of
which 22 are active. Five earthquakes, mostly imperceptible occur daily.
Heavy rains and earthquake can trigger landslides and debris flows.
6. Highlight that aside from its particular geographical location and physical
characteristics, disaster frequency and loss is conditioned by the
Philippines social, economic and political environment. Vulnerability
factors such as such poverty, environmental depletion and degradation,
rapid but unprepared expansion of urban areas, deficiencies in
development and disaster management planning, unsustainable
development policies and practices (such as conversion of agricultural
lands for residential, industrial and commercial uses and export-oriented
economy), patronage politics and of guns, goons and gold or of money,
movie stars and media, greed and negligence,
poor enforcement of
provisions for public safety and environmental management, and reactive
disaster management orientation are causes if not aggravating factors to
have recurring and chronic disaster situation. These are barriers to the
ability of individuals, households, communities and society to protect itself,
to prepare for, cope with, and recover from damaging events.
Rapid environmental degradation and resources depletion aggravates the
countrys vulnerability to natural hazards.
The country now finds itself
experiencing a cycle of flooding, drought and red tide. Deforestation has
resulted in flooding, soil erosion, landslides and siltation. The destruction of
mangroves and coral reefs has resulted in the decline of fisheries
production and loss of natural protection of coastal communities from storm
surges and beach erosion.
The poverty situation of many Filipinos severely restricts capacity to cope
with the many natural hazards and more so, to recover from the damages
wrought by disasters. Adverse socio-economic situations lead people to
inhabit high-risk areas and engage in unsustainable and dangerous
livelihoods.
7. Discuss further that human-made disasters also take a heavy toll. From
1982 1990, there were 224 maritime accidents, mostly associated with
22
weather disturbances. The collision of MV Dona Paz with an oil tanker is

the worlds worst peace time sea mishap, with 4,342 confirmed dead. The
Philippines also holds a world record for the second worst disco fire with the
Ozone disco fire on March 18, 1996 near midnight with 162 dead and 104
injured. Armed conflict in the country, especially in Mindanao causes
repeated displacement of whole communities, and contributes to the
worsening disaster situation.
8. Point out that although the Philippines is ranked among the most disaster
prone countries, it is also referred to internationally as one the developing
countries with a well articulated disaster management system and
institutional arrangements in disaster management.
9. The basic law on the Philippine disaster management system is PD 1566
dated June 11, 1978 Strengthening the Philippine Disaster Control
Capability and Establishing the National Program on Community Disaster
Preparedness. PD 1566 lays down the policy, institutional and operational
framework for disaster management in the country. Stress the importance
given by PD 1566 to local disaster management, though more on
preparedness for emergency situations.
10. Discuss the salient features of PD 1566, the disaster management
doctrines, the setting up of the disaster coordinating council at the national,
regional, provincial and down to the municipal and barangay level, the
members of the DCCs and usual organizational structure. Use visuals to
show the multi-level and multi-agency disaster management system of the
country. .
PD 1566 doctrines:
9 Responsibility for leadership rests on the provincial governor, city
mayors, and municipal mayors, (and barangay chairman), each
according to his area of responsibility.
9 Self reliance shall be developed by promoting and encouraging the
spirit of self help and mutual assistance among the local officials and
their constituents.
9 Each political and administrative subdivision of the country shall utilize
all available resources in the area before asking for assistance from
neighboring entities or higher authority.
9 The primary responsibility rests on the government agencies in the
affected areas in coordination with the people themselves.
9 Planning and Operation to be done at the barangay/community level.
11. Run through the other the laws and policies on disaster management.
Advise the Participants that the laws and policies with particular relevance
to the barangays will be elaborated tomorrow as part of Module 2 on
Barangay Governance and Disaster Management.
.
12. The Philippines is also recognized internationally as having a head start in
implementing community based disaster management, but recurring
disaster occurrence and loss necessitates widespread replication and
application of the more proactive disaster preparedness, mitigation and
prevention. NDCC has taken on the community based approach as a key
strategy in disaster management.
23
24
13. End by answering Participants questions and summarize the main points
taken up in the session.
Materials Needed:
1. About 10 to 20 pictures and news clippings on clothesline or on the walls
of various disasters all over the Philippines.
2. Straw and clips or masking tape
3. Powerpoint presentation or meta cards
Duration: 1.5 hours

1. The Philippine Disaster Situation: Risk Profile CY 1995 2004, Office of
Civil Defense
2. The Philippine Disaster Management System, Office of Civil Defense
&
Tips for Facilitator:

1. Sessions 1 and 2 can be compressed to save time and be called Local and
National Disaster Situation. Similar to gallery, pictures of disasters which happened in the locality can be the starting point. An exercise Pin a Disaster
(similar to pin the tail of the donkey) can be used using both pictures of local and
national disasters. Note with the Participants that the pictures of disasters which
happen to other places look very similar to those which they experience since the
whole Philippines is exposed to many hazards due to its particular location and
geophysical characteristics.
2. Whether a disaster is major or minor, of national or local proportion, it is the
barangay and community who suffer most from its damaging effects. They use
coping and survival strategies to face and respond to the situation long before
outside help arrives.
3. The fresh experience of damage and loss from a disaster generates interest in the
community to protect themselves from future harm and suffering.
1,494
116
41,960
CROSSCROSS-ORGANIZATIONAL INTEGRATION
Integration of disaster management within local government functions,
in coordination with the national authorities and in partnership with
the active agents of society
National Authorities
Civil Society
Local Government
NGOs
Land Use Planning
Engineering
Building and
Construction
Emergency
Management
Social Services
Public Safety
Financial Planning
Education
Academe/Schools
Media
POs
Business
Source: Disaster Preparedness Seminar for Local Chief Executives, 2005

c/o Atty. Priscilla Duque, Office of Civil Defense and World Bank Disaster
Risk Management Course on line Safe Cities by Fouad Bendimerad
25
26
Reference
THE PHILIPPINE DISASTER SITUATION

Risk Profile CY 1995-2004
The Philippines is one of the most frequently affected by disasters. It
occupies the western rim of the Pacific Ocean (Western Segment of the Pacific
Ring of Fire), the most active part of the earth that is occupied by an ocean-circling
belt of active volcanoes and earthquake generators. Our country is also located
between two big bodies of water, namely; the Pacific Ocean and the South China
Sea, where tropical cyclones develop.
Aside from the occurrence of most forms of natural hazards, current trends
in industrialization, level of economic development, rapid population growth,
pattern of human settlement and environment degradation increase the countrys
vulnerability to disasters.
For the past ten (10) years, 1995-2004, the NDCC was able to monitor and
manage 3,023 disaster events, such as:
- 84 destructive tropical cyclones
- 2,290 human-induced
- 649 other natural disasters
A total of one hundred seventy-two (172) tropical cyclones (TCs) entered
the Philippine Area of Responsibility (PAR). The most destructive typhoons
in terms of casualties, affected population and damage to properties were
the following:
Year
Typhoon
1995
1998
2001
2003
2004
Rosing
Loleng
Feria
Harurot
Unding
Violeta
Winnie
Yoyong
Casualties
Dead
Injured
936
4,152
303
751
188
241
64
154
1,068
1,163
Missing
376
29
44
2
553
Population
Affected
4,583,615
3,901,673
1,903,113
1,795,601
3,643,770
Estimated Cost
of Damage
P 10.799B
P 6.7887B
P 3.586B
P 3.234B
P 7.452B
Other natural hazards monitored were floods, baby tornadoes, landslides,

heavy rains, earthquakes, volcanic eruptions and drought/El Nino phenomena.
They are as follows:
Floods the most number of occurrences and effects in terms of
casualties, damage to agriculture and affected populations. The most
destructive were the Mt. Parker/Lake Maughan Flooding in South Cotabato
in 1995 and 2002, and CARAGA Flooding in 2001, 2002and 2003
Landslides in Aurora and Quezon Provinces in December 2004, Southern
Leyte in December 2003, Payatas Trashlide in Quezon City in July 2000
and Cherry Hills in Antipolo City in August 1999
Earthquake in Metro Manila and Region 1 in 1999, South Cotabato in

2002 and Masbate and Eastern Samar in 2003
Volcanic eruption Mayon Volcano erupted in June 2001 and March 2000,
after the February eruption in 1993.
El Nino Phenomenon The occurrence in the first and second quarter of
1998, where all regions were affected, particularly in Mindanao.
Man-Made incidents, which included fire, grenade explosion, air, sea and
road accidents, disease outbreaks and complex emergencies, were also
monitored. Some of which were the following:
Structural fires Superferry Vessel Fire in 2004, BASECO Fire Incidents in

2002, 2003 and 2004, M/V Carmela Vessel Fire in April 2002, Forest Fire in
Palawan in 1998, Lung Center of the Philippines Fire in 1998, Ozone Disco
Fire in 1996
Air Accidents Air Philippines Flight 541 in 2000, Asian Spirit Crash in
1999 and Cebu Pacific Air Crash in 1998
Sea Accidents Sinking of M/L Annahada in April 2000, MV Asia South
Korea in December 1999, M/V Princess of the orient in September 1998,
M/V Kalibo Star in 1997, ML Gretchen I in April 1996, M/V Melody Cristy
burning in December 1995
Source: Office of Civil Defense
27
Reference
THE PHILIPPINE DISASTER MANAGEMENT SYSTEM

Disaster Management Law Presidential Decree 1566 (PD 1566)) dated June
11, 1978Strengthening the Philippine Disaster Control Capability and
Establishing the National Program on community Disaster Preparedness
PD 1566 Disaster Management Doctrines:
Self-reliance shall be developed by promoting and encouraging the spirit of

self help and mutual assistance among local officials and their constituents;
Each political and administrative subdivision of the country shall utilize all
available resources in the area before asking for assistance from
neighboring entities or higher authority;
The primary responsibility rests on the government agencies in the affected
areas in coordination with the people themselves;
It shall be the responsibility of all government departments, bureaus,
agencies, and instrumentalities to have documented plans of their
emergency functions and activities;
Planning and operation shall also be done on the barangay level in an interagency, multi-sectoral basis to optimize the utilization of resources;
Responsibility for leadership rests on the Provincial Governor,
City/Municipal Mayors, and Barangay Chairmen, each according to his area
of responsibility;
The national government exists to support the local governments. In time of
emergencies and according to their level of assignment, all national
government offices in the field shall support the operations of the local
governments; and
To ensure that operational activities become automatic and second nature
to all concerned, exercises and periodic drills shall be conducted at all
levels, principally at the Barangays.
Other Policies in Disaster Management
EO 159, s-1968 - -Mandatory organization and training of Disaster Control

Groups/Safety Committees in public and private establishments, which
includes schools and other educational institutions).
Rule 1040 Occupational Safety and Health Standards
In every place of employment, a safety committee shall be organized within
sixty (60) days after this standard takes effect and for new establishments,
within one (1) month from the date the business starts operating.
PD 1566, Sec. 8 Conduct of Regular Drills and Exercises
Organizational drills shall be conducted within sixty (60) days after the
effectivity of this decree and to be repeated periodically thereafter. Such
drills and exercises shall be supervised by the department or agency
concerned.
28
PD 1185 Fire Code of the Philippines

- Fire exit drill, where required, shall be held with sufficient frequency to
familiarize all occupants with the drill procedure and to have the conduct
of the drill a matter of established routine
- Drills shall be held in unexpected times and under varying conditions to
simulate the unusual conditions obtaining in case of fire.
Local Government Code of 1991
Sec. 16. General Welfare Clause
Sec. 17. Basic Services and Facilities Devolved to LGUs
Sec. 192. Authority to Grant Tax Exemption Privileges
Sec. 276. Condonation or reduction of Real Property Tax and Interest
The National Disaster Coordinating Council (NDCC)

The establishment of the NDCC is embodied in Sec. 2 of PD 1566
A.
Structure:
It is through the NDCC member-agencies that disaster preparedness,

mitigation, and response carry out its corresponding tasks and responsibilities
under the NDCC system. The NDCC, unlike the other department coordinating
bodies, does not have its own regular budget to disburse. It operates through the
member-agencies and its local networks, which are the regional and local disaster
coordinating councils.
The members of the Council are the following:
Secretary, DND
Chairman
Secretary, DILG
Member
Secretary, DPWH
Member
Secretary, DOH
Member
Secretary, DSWD
Member
Secretary, DA
Member
Secretary, DepEd
Member
Secretary, DOF
Member
Secretary, DOLE
Member
Secretary, DTI
Member
Secretary, DOTC
Member
Secretary, DOST
Member (Phivolcs & PAGASA issue

warning and advisory)
Secretary, DBM
Member
Secretary, DOJ
Member
Secretary, DENR
Member
Director, PIA
Member
29
Sec. Gen , PNRC
Member
Chief of Staff, AFP
Member
Administrator, OCD
Member & Executive Officer
B. Functions:
The highest policy making, coordinating, and supervising body at the

national level for disaster management in the country
Advises the President on the status of national disaster preparedness
and management plans
Recommends to the President the declaration of State of Calamity
(covering a wide area) and release of National Calamity Fund to support
urgent & emergency activities.
C. Disaster Coordinating Council (DCC) Organizational Network

National Disaster Coordinating Council (NDCC)
16 Regional Disaster Coordinating Councils (RDCCs)
80 Provincial Disaster Coordinating Councils (PDCCs)
116 City Disaster Coordinating Councils (CDCCs)
1,494 Municipal Disaster Coordinating Councils (MDCCs)
41,960 Barangay Disaster Coordinating Councils (BDCCs)
Typical Disaster Coordinating Council Organization
ORGANIZATION OF DISASTER COORDINATING COUNCILS

(PR O VIN CIAL, CITY AN D M U N ICIPAL LEVELS)
C H A IRM AN
CIVIL DEFEN SE DEP UTIZE D
CO O RDIN A TO R
VICE- CH AIRM A N
DISA STER O P ERA TIO N
CEN TE R
STAFF CO M M IT TE ES
IN TEL & D IS AS TER
AN ALYSIS
PLAN S & O P ER ATIO N S
R ESO UR C ES
SER V IC E CO M M IT TE ES
CO M M O A N D
W AR N IN G
TR AN SP O RTA TIO N
FIR E
H EA LTH
R ESCUE & EN G `G
R ELIE F
EVACUATIO N
R EH ABILITATIO N
P O LICE
P UBLIC IN FO
30
C. NDCC Comprehensive Disaster/Emergency Management Framework

N D C C C O M P R E H E N S IV E E M E R G E N C Y
M AN AGEM ENT FRAM EW ORK
P R E -E V E N T
P O S T -E V E N T
Mitigation - refers to the measures aimed at minimizing the impact of a natural or

man-made disaster on a nation or community in terms of casualties and damages.
It also refers to measures designed to prevent natural phenomena from causing or
resulting to disasters or other related emergencies, such as:
Insurance property, personal, accident, fire, earthquake, etc.
Regulations safety regulations, land use zoning, etc.
Codes building and fire codes
Legislations relevant laws and ordinances
Preparedness refers to pre-disaster actions and measures being undertaken to
avert or minimize loss of lives and properties such as but not limited to community
organizing, training, planning, equipping, stockpiling, hazard mapping, and public
information and educational initiatives. Some of which are the following:
Plans contingency plans, fire and earthquake evacuation plans,
etc.
Information rapid dissemination of information through mass
media, population awareness, etc.
Resources Available response units, capabilities, equipment,
manpower, location, contact nos., etc.
Education and training training of local chief executives,
provincial/municipal civic defense deputized coordinators, organic
personnel, auxiliaries, volunteers, etc.
Response refers to any concerted effort by 2 or more agencies, public or private,
to provide emergency assistance or relief to persons affected by disasters or
calamities and in the restoration of essential public activities and facilities, such as:
Alert receipt and rapid dissemination of warnings to threatened
communities/population
Notification immediate notification of response units
Consequence management immediate notification of response
units
31
Rehabilitation refers to the process by which the affected communities/areas or

damaged public infrastructures are restored to their normal level or their actual
condition prior to the occurrence of the disaster or calamity, such as:
Funding emergency assistance from national and local calamity
funds and various government sources
Loans and grants loans and grants extended by NGOs and
international NGOs
Assistance extended by government agencies and NGOs,
international NGOs, etc.
The Office of Civil Defense (OCD) As NDCC Executive Arm
The OCD has the primary task of coordinating the activities and functions of
various government agencies and instrumentalities, private institutions and civic
organizations for the protection and preservation of life and property during
emergencies.
Functions:
To establish and administer a comprehensive national civil defense and
civil assistance program
To formulate plans and policies for the protection and welfare of the
civilian population in time of war directly involving the Philippines or
other national emergencies of equally grave character
To develop and coordinate a program for informing, educating and
training the general public, members of the disaster coordinating
councils and disaster control groups on civil defense and civil
assistance measures
To furnish guidance to various provinces, cities, municipalities and
barangays in the planning, organization and operation of their civil
defense organization
To estimate the total material, manpower and fiscal requirements of
carrying out the civil defense program, and allocate to the provinces,
cities and municipalities such aid in facilities, materials and funds as
may be made available from the national government.
Calamity Area Declaration

A. When is an Event a Disaster?
- At least 20% of the population are affected and in need of emergency
assistance or those dwelling units have been destroyed;
- A great number or at least 40% of the means of livelihood such as
bancas, fishing boats, vehicles and the like are destroyed
- Major roads and bridges are destroyed and impassable for at least a
week, thus disrupting the flow of transport and commerce
- Widespread destruction of fishponds, crops, poultry and livestock, and
other agricultural products
- Epidemics
B. Why the Need for State of Calamity Area Declaration
- To facilitate relief and rehabilitation efforts in calamity-affected areas;
To control prices and prevent hoarding of basic commodities;
32
To carry out remedial measures in the affected areas such as grant of

calamity loans to disaster victims, moratorium in the payment of taxes
and release of funds from the national and local governments
C. Who May Declare a State of Calamity?

1. Be the President of the Philippines
When two or more provinces or chartered cities are affected by
a calamity, the NDCC shall recommend to the President the
declaration of a State of Calamity over these areas, including the
release of calamity funds, if necessary, and implementation of
appropriate remedial measures.
2. By LGUs
- Whenever a disaster or calamity occurs ,the local DCC shall
conduct a survey of the affected area within 24 hours upon the
impact to determine the extent of casualties and damages
brought about by the calamity;
- Based on the damage assessment and evaluation of the DCC,
the LCE shall recommend to the local Sanggunian the
declaration of a State of Calamity in the disaster area, together
with appropriate disaster mitigation measures;
- Within 24 hours from the occurrence of the calamity and acting
on the basis of the recommendation of the LCE, the local
Sanggunian concerned shall immediately convene and pass a
Resolution declaring their area under a State of Calamity and
adopt measures to protect the lives and properties in the area;
- When two or more barangays are affected by a disaster, the
Sangguniang Bayan or Panglunsod, upon the recommendation
of the Municipal/City Mayor, may declare the entire municipality
or city under a State of Calamity. The Sanggunian Resolution
embodying the declaration need not be reviewed or approved by
the Sangguniang Panlalawigan;
- When two or more municipalities or cities are affected by a
disaster,
the
Sangguniang
Panlalawigan,
upon
the
recommendation of the Provincial Governor, amy declare the
entire province or a portion thereof under a State of Calamity.
The Sangguniang Bayan/Panglunsod of the affected town or city
need not declare their areas as calamity areas.
33
Module 1 SESSION 3: UNDERSTANDING DISASTERS

AND DISASTER MANAGEMENT
1. Explain the relationship of hazard, vulnerability and
disaster and disaster risk;
capacity to
2. Give examples of disaster management activities to reduce

vulnerability and capacity in the pre-, during and post- disaster
period;
3. Explain the importance and features of community based disaster
management
Key Points:
1. A disaster occurs when a hazard strikes a vulnerable community whose
capacity is inadequate to withstand or cope with its adverse effects,
resulting in damages, loss and disruption in community functioning.
2. A hazard is a phenomena, event, occurrence or human activity which
has the potential for causing injury to life or damage to property,
livelihood, community facilities, and the environment
3. Vulnerability is a set of prevailing and long term factors, conditions and
weaknesses which adversely affects the ability of individuals,
households, organizations and the community to protect itself, cope
with or recover from the damaging effects of a disaster.
4. Capacities are knowledge, skills, resources, abilities, coping strategies
and strengths present in individuals, households, organizations and the
community which enable them to prevent, mitigate, prepare for and
cope with damaging effects of hazards or quickly recover from a
disaster.
5. Disaster risk is the likelihood or probability of a hazard striking a
community, causing injury, damage and loss.
6. Disaster management
is a range of activities (preparedness,
mitigation, prevention, emergency response, recovery) that contribute
to increasing capacities and reducing immediate and long-term
vulnerabilities to prevent or at least minimize damaging impact in a
community.
34
7. The community based approach in disaster

management involves
activities, measure, projects and programs to reduce disaster risks
which are designed and implemented by people living in high risk
communities with the goal of building safe, disaster resilient, and
developed communities
Method:
1. Debate or Bagyo, Lindol, Gyera
Process:
1. Debate. Ask Participants to give their answers or positions on 2
questions:
- Is the Philippines poor because of disasters or do disasters
occur because the Philippines is poor?
- Are typhoons, earthquakes or flooding disasters?
summarize the positions and use the results of the Debate to
explain the relationship and definitions of hazards, vulnerability,
capacity, disaster, and disaster risk.
2. Bagyo, Lindol, Gyera. Ask the participants to group into 3s.
Within each group, show that 2 persons will hold their hands up high
to form a roof and house the person in the middle. When bagyo
(typhoon) is mentioned by the It, the house will move to form a
new house for the person in the middle. When gyera (war) is called
out by the It, the person in the middle of the house will move to
find another home. For lindol (earthquake), the houses and
persons in the homes all move. The It tries to take his/her place
as a house or person in the home for each call of bagyo, lindol or
gyera. The person who is left out of a group/home becomes the It.
3. Use the Bagyo, Lindol, Gyera game to discuss basic concepts of
disaster. Ask the participants If a typhoon occurs in the middle of
the sea, is that a disaster? Differentiate between hazard and
disaster. Ask further If a typhoon hits their community what
happens? What are damages? Who are damaged? Why? What
do people do to prepare for typhoon? What do people do to
respond to the disaster situation? Refer to results of the Session 1
on Local Disaster Situation and the discussion in Session 2 on the
National Disaster Situation to explain the concepts of vulnerability
and capacity.
4. Define hazard is a phenomena, event, occurrence or human activity
which has the potential for causing injury to life or damage to
property and the environment. A disaster occurs when a hazard
strikes a vulnerable community with low capacity resulting in
damages, loss and disruption in community functioning.
35
Differentiate natural disasters and hazards from human- made or

human-induced disasters and hazards. War or armed conflict is
human-induced while flooding and landslide can be a combination
of natural and human factors.
5. Vulnerability is a set of prevailing factors, conditions and
weaknesses which adversely affects the ability of individuals,
households, organizations and the community to prepare for,
respond to and recover from disaster. Capacities are knowledge,
skills, resources, abilities and strengths present in individuals,
households, organizations and the community which enable them to
cope with, withstand, prepare for, prevent, mitigate or recover from
a disaster.
6. Factors for vulnerability and capacity can be categorized into three
(3):
-
Physical/material: environmental, productive resources, skills,

infrastructure and basic services existing in a community that
enable (capacity) or hinder (vulnerability) it to prepare for,
mitigate, withstand or recover from a disaster.
Social/organizational: the manner society is organized, its
internal conflicts and how it manages them. Includes family
structures, leadership qualities and structures, patterns of
decision making, participation levels, social division and conflict,
community
organizations,
relationship
to
government,
government policies and legislation.
Attitudinal/motivational: how people in society view themselves
and their ability to affect their environment. Includes attitude
towards change, sense of ability to effect change in the
environment, fatalism,
self-reliance/dependence, religious
belief, ideology, unity, cooperation.
7. Disaster risk is the likelihood or probability of individuals,

households and community suffering damage or loss from a
hazard.
8. Explain that disaster management or disaster risk management
activities to reduce vulnerabilities and increase capacities are
categorized as prevention, mitigation, preparedness in the predisaster period, emergency response during the disaster, and
rehabilitation and reconstruction for recovery in the aftermath of the
disaster.
Objectives of disaster management:
a. To increase capacities and resilience
b. To reduce vulnerabilities
c. To avoid or reduce human, physical and economic losses
suffered by individuals, families and the community
d. To speed up recovery
e. To provide protection to refugees or displaced persons
whose lives are threatened by armed conflict
36
9. Underscore that to significantly reduce disaster frequency and loss,

stress has to be given to the proactive disaster management
activities of preparedness, mitigation, and prevention.
Examples of disaster management activities in the pre-, during and
post-disaster period:
Prevention (especially for human-induced disasters)
- Safety regulations and measures, assets distribution,
agrarian reform, peace building and conflict resolution
- Note with the participants that prevention and mitigation go
hand in hand and are commonly lumped together simply as
mitigation.
Mitigation
- Structural measures: dikes, sabo dam, levees, sea wall;
safe building construction and retrofitting/ strengthening of
buildings
- Non-structural measures: risk assessment, risk reduction
planning, building code, land use planning, strengthening
food and livelihood security, strengthening health and
nutrition, reforestation, wind breaks, environmental
protection and management, poverty reduction programs,
micro-finance, insurance, enabling legislation, advocacy
Preparedness:
- Disaster preparedness training, Hazard monitoring, early
warning system, public awareness, evacuation to safe
evacuation center, evacuation drill, stockpiling, contingency
planning, emergency response training, first aid training,
organizing disaster volunteer teams, strengthening
organization and institutional arrangements, logistics support
such
as
communication
equipment,
warehouse,
transportation; networking and coordination
Emergency responses
- Search and rescue, first aid, damage needs capacity
assessment, evacuation center management medical
services, relief, psychosocial services, safe drinking water,
immediate repair of critical facilities such as electricity,
potable water supply, communication and connecting
bridges and connecting roads, coordination and networking
Recovery
- Rehabilitation (within framework of mitigation): clearing of
debris, repair of damaged houses and community facilities,
relocation, livelihood assistance such as seeds and animal
dispersal, health and sanitation such as provision of water
pumps, training of community health workers, herbal
gardens,
- Reconstruction of structures and the economy, especially
after war
8. Stress the importance of community participation in disaster management.
Community based disaster (risk) management involves activities, measure,
projects and programs to reduce disaster risks which are designed and
implemented by people living in at risk communities based on their urgent
37
and felt needs and capacities. The goal is

resilient, and developed communities.
building safe, disaster
9. Point out that the usual module in disaster management is the disaster
management cycle or continuum. There are other models which have
emerged in line with the updated thinking to address vulnerabilities, build on
existing capacities and focus of the proactive measures of prevention,
mitigation and prevention. Some of these are the Expand-Contract Model
from South Africa, the Disaster Crunch and Release Model featured in At
Risk by Ian Davis, Terry Cannon, P. Blaikie and Ben Wisner, and Total
Disaster Risk Management framework which many countries are now
adopting.
10. Run through
steps are:
-
the process of community disaster risk management. Usual
initiating the process

community profiling or initial understanding of the community
community risk assessment
initial community disaster (risk) management plan
organizing & strengthening community DRM organization
community managed implementation of the DRM plan
monitoring and evaluation and progressive improvements
towards safety, disaster resilience and community
development
Point out to the Participants that in this Workshop they will conduct the
community risk assessment and make an initial community disaster
(risk) management plan.
11. Answer questions and summarize key points taken up.
Materials Needed:
Powerpoint presentation or visuals
Duration:
2.5 hours
1. Defining a Few Key Terms from Living with Risk, UNISDR

2. Categories and Factors For Capacities & Vulnerabilities Analysis,
Mary Anderson and Peter Woodrow
3. Basic Concepts of Disaster, Disaster Management and Community
Based Disaster Management, CDP CBDM Training Hand-outs
&
For the concepts of hazard, vulnerability, capacity, disaster and disaster risk as
well as for the disaster management activities in the pre-, during, and post-disaster
period, present examples and cite experiences rather than be absorbed in
technical definitions.
38
Illustrations from Module 2 Family and Community Disaster Preparedness by BEA-DSWD and PIA
39
Readings
DEFINING A FEW KEY TERMS*

The UN International Strategy for Disaster Reduction has following basic
definitions for these inter-related pre-disaster management activities which are also
many times used interchangeably (UNISDR, 2002: 25).
Hazard. A potentially damaging physical event, phenomenon or human activity,
which may cause the loss of life or injury, property damage, social and economic
disruption or environmental degradation.
Hazards can include latent conditions that may represent future threats and can
have different origins: natural (geological, hydrometeorological and biological)
and/or induced by human processes (environmental degradation and technological
hazards). Hazards can be single, sequential or combined in their origin and
effects. Each hazard is characterized by its location, intensity and probability.
Vulnerability. A set of conditions and processes resulting from physical, social,
economical and environmental factors, which increase the susceptibility of a
community to the impact of hazards.
Positive factors, that increase the ability of people and the society they live in, to
cope effectively with hazards, that increase their resilience, or that otherwise
reduce the susceptibility of a community to the impact of hazards.
Risk. The probability of harmful consequences, or expected loss (of lives, people,
injured, property, livelihoods, economic activity disrupted or environment damaged)
resulting from interactions between natural or human induced hazards and
vulnerable/capable conditions. Conventionally risk is expressed by the equation
Risk = Hazards x Vulnerability/Capacity
Beyond expressing a probability of physical harm, it is crucial to appreciate that
risks are always created or exist within social systems. It is important to consider
the social contexts in which risk occur and that people therefore do not necessarily
share the same perceptions of risk and their underlying causes.
Risk assessment/analysis. A process to determine the nature and extent of risk
by analyzing potential hazards and evaluating
existing conditions of
vulnerability/capacity that could pose a potential threat or harm to people, property,
livelihoods and the environment on which they depend.
The process of conducting a risk assessment is based on a review of both
technical features of hazards such as their location, intensity and probability, and
also the analysis of the physical, social and economic dimensions of vulnerability,
while taking particular account of the coping capabilities pertinent to the risk
scenarios.
Coping Capabilities/Capacity. The manner in which people and organizations
use existing resources to achieve various beneficial ends during unusual,
abnormal, and adverse conditions of a disaster event or process.
The strengthening of coping capacities usually builds resilience to withstand the
effects of natural and other hazards.
40
Resilience/resilient. The capacity of a system, community or society to resist or

to change in order that it may obtain an acceptable level in functioning and
structure. This is determined by the degree to which the social system is capable
of organizing itself, and the ability to increase its capacity for learning and
adaptation, including the capacity to recover from a disaster.
Disaster. A serious disruption of the functioning of a community or a society
causing widespread human, material, economic or environmental losses which
exceed the ability of the affected community/society to cope using its own
resources.
A disaster is a function of the risk process. It results from the combination of
hazards, conditions of vulnerability and insufficient capacity or measures to reduce
the potential negative consequences of risk.
Risk management: The systematic management of administrative decisions,
organizations, operational skills and responsibilities to apply policies, strategies
and practices for disaster risk reduction.
Disaster risk reduction (disaster reduction): The systematic development and
application of policies, strategies and practices to minimize vulnerabilities and
disaster risks throughout a society, to avoid (prevention) or to limit (mitigation and
preparedness) adverse impact of hazards, within the broad context of sustainable
development
Prevention: Activities to provide outright avoidance of the adverse impact of
hazards and related environmental, technological and biological disasters.
Depending on social and technical feasibility and cost/benefit considerations,
investing in preventive measures is justified in areas frequently affected by
disaster. In the context of public awareness and education, prevention refers to
attitudes and behaviour leading towards a culture of prevention
Mitigation: Structural and non-structural measures undertaken to limit the adverse
impact of natural hazards, environmental degradation and technological hazards
Preparedness: Activities and measures taken in advance to ensure effective
response to the impact of disasters, including the issuance of timely and effective
early warnings and the temporary removal of people and property from a
threatened location
Early warning: The provision of timely and effective information, through
identified institutions, that allow individuals at risk of a disaster, to take action to
avoid or reduce their risk and prepare for effective response.
Early warning systems consist of three elements: (1) forecasting and prediction of
impending events, (2) processing and dissemination of warnings to political
authorities and population, and (3) undertaking appropriate reaction to warnings.
Source: pp. 25 26, Living with Risk: A global review of disaster reduction
initiatives Preliminary version, UN International Strategy for Disaster Reduction
(ISDR) Geneva, July 2002
41
Reference
Categories and Factors for Capacities Vulnerabilities Analysis

Physical / Material
Location and type of housing/building materials
Land, water, animals, capital, other means of production (access and
control)
Infrastructure and services: roads, health facilities, schools, electricity,
communications, transport, housing, etc.
Human capital: population, mortality, diseases,
nutritional status, literacy, numeracy, poverty levels
Environment factors: forestation, soil quality, erosion
Social / Organizational
Family structures (weak/strong)
Leadership qualities and structures
Legislation
Administrative structures and Institutional arrangements
Decision-making structures (who is left out, who is in, effectiveness)
Participation levels
Divisions and conflicts: ethnic, class, caste, religion, ideology, political
groups, language groups, and structures for mediating conflicts
Degree of justice, equality, access to political process
Community organizations: formal, informal, traditional, governmental,
progressive
Relationship to government, administrative structures
Isolation or connectedness
Motivational / Attitudinal
Attitude towards change
Sense of ability to affect their world,
environment, get things done
Initiative
Faith, determination, fighting spirit
Religious beliefs, ideology
Fatalism, hopelessness, despondency, discouragement
Dependent / independent (self-reliant)
Consciousness, awareness
Cohesiveness, unity, solidarity, cooperation
Orientation towards past, present, future
Given by Mary Anderson & Peter Woodrow during CVA Workshop in Manila, 1992
42

BASIC CONCEPTS:
Reference
HAZARD, VULNERABILITY, CAPACITY

AND DISASTER
1. HAZARD
Phenomena, event, occurrence or human activity which has the

potential for causing injury to life or damage to property and
the environment.
Three types of hazards:
a. Natural - typhoon, earthquake, volcanic eruption, tsunami

b. human-made - fire, pollution, oil spill, industrial accidents like
leakage of toxic waste
c. combination or socio-natural hazards - flooding and drought can
fall under this category if it is due to deforestation
2. VULNERABILITY
Physical, social, economic, cultural and environmental factors and

conditions which increase the communitys susceptibility to
disasters.
Adversely affect the ability of individuals, households and the

community to prepare for and respond to hazards
Weaknesses, constraints or problems present in the community

which hinder it from preparing for and protecting itself from incurring
damage and loss.
Some examples of vulnerability:

a.
b.
c.
d.
locations
houses made of light materials,
conflict in the community,
lack of knowledge and skills on preparedness and
protective measures
e. attitude of helplessness and dependence
3. CAPACITY
Knowledge, skills, resources, abilities present in individuals,

households and the community which enable them to prevent,
prepare for, withstand, survive and recover from a disaster.
43
Some examples of capacity

a.
b.
c.
d.
e.
f.
g.
permanent houses,
ownership of land
adequate food and income sources
family and community support in times of crises
local knowledge
responsive local government
strong community organizations
Disaster
4. DISASTER
Occurs when a hazard impacts on or strikes a vulnerable

community with low capacity resulting in damages, loss and serious
disruption of community functioning.
The widespread human, material and environmental losses exceed

the communitys ability to cope using its own resources.
5. DISASTER RISK
Likelihood of a hazard striking a vulnerable community, causing

injury, damage and loss.
The bigger the vulnerability, the bigger the disaster risk (DR); The
bigger the Capacity, the smaller the disaster risk (dr).
Disaster Risk = Hazard x Vulnerability

Capacity
6. ELEMENTS AT RISK
Who and what can be damaged:
People (their lives and health)

Household and community structures (houses, community center,
school)
Community facilities and services (access roads, bridges, hospital,
electricity, water supply)
Livelihood and economic activities (jobs, crops, livestock,
equipment)
The environment (natural resources base)
44
DISASTER MANAGEMENT: OBJECTIVES AND ACTIVITIES

1. Disaster Management
Range of activities designed to maintain control over disaster and

emergency situations and to provide a framework for helping at risk
persons avoid or recover from the impact of the disaster
A collective term for all activities that contribute to increasing capacities and
will lead to reducing immediate and long-term vulnerabilities. Covers
activities before, during and after a disaster.
2. Objectives
a. To increase capacities and resilience
b. To reduce vulnerabilities
c. To avoid or reduce human, physical and economic losses suffered by
individuals, families, the community and the country
d. To speed up recovery after the disaster
e. To reduce personal suffering
f. To provide protection to refuges or displaced persons whose lives are
threatened by armed conflicts
3. Activities
a. Before the disaster - prevention, mitigation and preparedness
Some examples of prevention and mitigation measures:

9 Structural measures: dikes, dams, drains, sea walls, raising of
roads and houses, earthquake resistant construction, permanent
houses
9 Non-structural measures:
safety measures
community health and sanitation (improving nutrition,
keeping the community clean, immunization, herbal
gardens, training of community health workers)
strengthening
livelihood
and
economic
activities
(sustainable agriculture, income generating projects,
handicrafts, marketing cooperatives)
planting coastal shelter belts like coconut trees;
reforestation; mangroves reforestation,
building codes
legislation supporting
community
based
disaster
management and environmental protection;
savings
insurance
policy study and advocacy
45
Some examples of preparedness measures

9 Individual, family and community preparedness measures: knowing
what to do before, during and after a disaster for cyclone,
earthquake, tsunami, volcanic eruption, drought
9 Disaster preparedness training
9 Community early warning system
9 Public awareness activities - public awareness campaigns such as
community meetings and house-to-house information dissemination,
posters and pamphlets, poster making contest for school children,
disaster consciousness day/week/month
9 Formulation of community counter disaster plan or disaster
management plan
9 Formation and strengthening of community disaster management
organization
9 Evacuation drills and disaster simulation exercises
9 Strengthening
coordination,
networking
and
institutional
arrangements
9 Ensuring availability of relief supplies (stockpile) and logistics
9 Evacuation
b. During the disaster - emergency responses
Some examples of emergency responses

9
9
9
9
9
Evacuation and evacuation center management

Search and rescue
First Aid and Medical Assistance
Damage Needs Capacity Assessment
Relief delivery (food and drinking water; non-food such as clothing,
blankets, kitchen utensils)
9 Psycho-social counseling (comforting, prayers, critical stress
debriefing)
9 Repair of critical facilities and services
9 Emergency Operations Center (for major disaster)
46
c. After the disaster - recovery: rehabilitation and reconstruction
Some examples of recovery activities

9
9
9
9
Cleaning up the debris

Rebuilding and strengthening of damaged structures
Relocation to safe place
Income generating projects
COMMUNITY BASED DISASTER MANAGEMENT APPROACH

1. Why the community based disaster management (CBDM)/community
based disaster risk management (CBDRM) approach?
Increasing trend in disaster occurrence and loss

People in the community suffer most the disaster damages. In reality,
they are first front line responders.
They
undertake some
precautionary measures and respond to the disaster even before
outside help comes.
The worldwide shift in focus from emergency management to disaster
risk management recognizes importance of community involvement
CBDM/CBDRM corrects the defects of the top-down approach. There
is meeting of the bottom-up (community and local level) and the topdown (national and higher level) approaches for an integrated and
responsive disaster management system.
b. What is the CBDM/CBDRM Approach?

9 Activities, measures, projects and programs to reduce disaster risks are
primarily designed by people living in high risk communities, and are based
on their urgent felt needs and capacities.
47
48
c. Changing Concepts in CBDM/CBDRM
Traditional Approach
1. Disasters are unforeseen events which
cannot be prevented.
CBDM Approach
1. Disasters can be prevented.
We can prepare to avoid and reduce
damage and loss.
2. Stress is on emergency response and

recovery
2. Stress is on disaster management

activities before the disaster on
prevention, mitigation & preparedness
3. People affected by disasters are

helpless victims and passive recipients
of external aid
3. People affected by disasters are active

actors in rebuilding their life and
livelihood.
Peoples existing capacities are used
and strengthened.
Adults act on behalf of children in

responding to childrens needs.
Traditional Approach
4. Disaster management is the sole
responsibility of the disaster
response agency and specialists
such the scientist, economist, social
worker, government and NGOs
5. Focus on physical and material aid

and technical solutions
6. Focus on individual households
Children participate in the

conceptualization & implementation of
various DM activities.
CBDM Approach
4. Recognition of the importance of
community participation.
Disaster management is
everybodys responsibility.
Stress on building capacity at the
national, local & community levels
for an integrated and responsive
disaster management system.
5. Assistance covers material, social
and motivational aspects to reduce
vulnerability
6. Focus on individual, family and
community preparedness.
Linked to community development.
7. Donors (outsiders) decide on what

the families and community need.
7. The community participates in

decision making to prioritize needs
and risk reduction solutions.
5. The aim of disaster management is

to reduce immediate suffering and
meet emergency needs.
8. The aim is to reduce peoples

vulnerabilities and increase
capacities to better prepare and
cope with disasters.
The goal is to bring things back to

normal.
The goal is building a safe, disaster

resilient and developed community
and society.
6. Features of CBDM/CBDRM
9 Peoples participation community as the main actor and propeller;
directly shares in the benefits of risk reduction and development
9 Priority for the most vulnerable - children, women, elderly, differently
abled, subsistence farmers and fisherfolk, urban poor
9 Recognizes existing capacities and survival/coping strategies
9 Risk reduction measures are community specific - based on analysis
of the communitys disaster risk
9 Aim of CBDM reduce vulnerabilities and increase capacities
9 Goal - building safe, disaster resilient and developed communities
9 Links disaster risk reduction with development
9 Outsiders have supporting and facilitating role
6. Principles of CBDM
&
&
&
&
&
participatory process and content - community involvement in the risk

assessment, identifying solutions to community problems and risk
reduction measures; community directly shares in the benefits of disaster
management and development
responsive - based on the communitys felt and urgent needs
integrated - DM activities before, during and after disaster; linkage with
other communities and the various levels of the disaster management
system
proactive - stress on prevention, mitigation and preparedness
comprehensive - structural and non-structural risk reduction measures;
mix of short-, medium-, and long-term measures to address
vulnerabilities
49
&
&
&
&
&
multi-sectoral and multi-disciplinary - considers roles of all

stakeholders; combines local knowledge and resources with science and
technology and support from outsiders
empowering - peoples options and capacities are increased; more
access to basic social services; more control over the natural and
physical environment; builds confidence to participate in other
development endeavors
developmental - community development gains are protected;
measures to address vulnerabilities are opportunities for development
culture and gender sensitive
child rights responsive
7. How to Do CBDM? The CBDM/CBDRM Process

- Transforming Vulnerable to Disaster Resilient Communities
Monitoring & Evaluation

Community Managed
Implementation
Strengthening of CBDM
Organization
Initial Community Disaster
Management Plan
Community Risk
Assessment
Community Profiling
Initiating the Process
a. Initiating the Process - selecting the community or community asks for

assistance how to have CBDM; building rapport
b. Community Profiling - initial understanding of the community situation
and an orientation on CBDM
c. Community Risk Assessment - hazards, vulnerabilities and capacities
assessment and consideration of peoples different perception of risks
d. Initial Community Disaster Management Plan- appropriate and do-able
measures before, during and after the disaster; focus on prevention,
50
mitigation and preparedness measures; short-, medium-, long-term disaster

management activities
e. Formation and Strengthening of Community Disaster Management
Organization - ensures implementation of Community Disaster
Management Plan
f.
Community Managed Implementation - implementation of short-,

medium-, long-term measures to reduce vulnerability and increase
capacity; structural and non-structural measures
g. Monitoring and Evaluation - continuous improvement of CBDM and

community
9. Relevant Disaster Management Models
To simplify disaster management and planning a number of models have been
devised.
a. Disaster Management Cycle or Continuum
This is the conventional model used. It prescribes a sequential series of
actions to gain control over disaster events. Most interpretations focus on
activities immediately before, during and after the disaster event. The
allocation of resources is in relief, recovery, preparedness and structural
mitigation.
b. Expand-Contract Model
Used in CBDM in South Africa (Kotze & Holloway in Reducing Risk:
Participatory Learning Activities for Disaster Mitigation in Southern Africa,
1996).
The model assumes that disaster management components of
prevention, mitigation, preparedness, emergency response and recovery
can be carried out at all times in a disaster prone area. However, the
relative weight of each component contracts or expands depending on
the relationship of the hazard and the vulnerability of people.
51
Prevention &
Mitigation
Preparedness
strand
Relief & Response

strand
CRISIS
Recovery &
Rehabilitation strand
TIME
The model assumes the following:
The disasters occur when a hazard exceeds a communitys capacity

to manage it (i.e., when its vulnerability to the hazard has increased)
That all components of disaster reduction can be carried out

concurrently, but with relative emphases.
That the relative weighting of the activities depends on relationship

between the hazard and the vulnerability of the community-at-risk
and the technical or operational mandate of the organizations
involved.
c. Model of the Citizens Disaster Response Network in the Philippines
HVc
Community at-risk w/ small capacity
HvC
Resilient community
Pre-Disaster
During
Post-disaster
Prevention
Mitigation
Preparedness
Emergency
Response
Rehabilitation
Mitigation
Within the framework of people-oriented development
52
53
d. Total Disaster Risk Management Model
Risk Management Process

C
O
M
M
U
N
I
C
A
T
E
ESTABLISH THE CONTEXT
M
O
N
I
T
O
R
IDENTIFY THE RISK
ANALYSE RISK
A
N
D
EVALUATE RISK
&
C
O
N
S
U
L
T
Accept
Risk
Yes
No
TREAT RISK
Objectives of Total Disaster Risk Management:

1. To address holistically and comprehensively all hazard affecting the country
in an integrated manner
2. To prevent and mitigate disasters and prepare effectively for occurrence of
all hazards through enhancement of local capacity
3. To promote multi-level, multi-dimensional, multi-disciplinary coordination
and collaboration in disaster risk management
Characteristics of Disaster Risk Management
1.
2.
3.
4.
All Hazard Approach

Comprehensive and Holistic Approach
Integrated Approach
Disaster Resistant Approach
e. Disaster Crunch and Disaster Release Model

This framework is now widely used in disaster management for understanding
and explaining the causes of a disaster. It was developed by Blaikie, Cannon,
Davis and Wisner, the authors of At Risk: Natural Hazards, peoples
vulnerability and disasters.
R
E
V
I
E
W
It is a pressure-release model which shows that vulnerability (pressure) has

to be addressed (released) for disaster risk reduction. The Disaster Crunch
Model assumes that a natural phenomena such as a cyclone or earthquake
by itself is not a disaster. Similarly, a community may be vulnerable for
many years, yet without a trigger event there is no disaster.
Vulnerabilities and roots causes have to be addressed by short-term,
medium- and long-term risk reduction measures.
Please refer to next pages for the diagram of the model.
&
The challenge is to use and develop models useful for communities

to avoid, withstand and better prepare for disaster!
Source: CBDM Training Hand-outs, Center for Disaster Preparedness
54
55
THE PROGRESSION OF VULNERABILITY

DISASTER
Underlying causes
Dynamic
pressures
Unsafe
conditions
Poverty
Limited access to
- power structures
- resources
Ideologies
Lack of
- local institutions
- education
- training
- appropriate skills
- local investment
- local markets
- press freedom
Economic systems
General
pre-conditioning
factors
Macro-forces
- population
expansion
- environmental
degradation
Fragile physical
environment
- dangerous locations
- dangerous buildings
and infrastructure
Fragile local economy
- livelihoods at risk
- low income levels
HAZARD
Trigger events
Earthquake
VULNERABILITY
+
High winds
Flooding
Volcanic eruption
HAZARD
Landslide
Drought
Public actions
War, civil conflict

Technological
accident
THE DISASTER CRUNCH MODEL

From Blaikie, Cannon, Davis & Wisner in At Risk: Natural Hazards, peoples vulnerability and disasters
56
Release of Pressures to reduce disaster risk: progression of safety

Progression of safety
Reduce
Hazard
Measures that
reduce intensity
of hazard:
Dikes / dams
Wind breaks
Mangrove
Sandbagging
Etc.
Aim:
Reduce
Disaster Risk
Resilient community
- Minimize loss of life
- Limited damage
- Sustained livelihood
- Aware of hazard risks
- Counter disaster plan
exists
- Functional community
organization
- Able to address root
causes of disasters
- etc.
Achieve Safe
Conditions
- Safe place to go
- Warning system
Reduce
Pressures
Address Root
Causes
- Protected environment - Increase access /

- Land use plan
control of vulnerable
- Diversify sources - Participation in

political decisionof livelihood
- Raise public
awareness
- Community
organizing
- Literacy
- Skilled CHWs
- Village pharmacy
- Community spirit
Disaster Release Model
groups to power
structures and
making
resources
- Capacity to negotiate resources

from GO / NGOs
- Through advocacy
- Access / control
to means of production
- Usurer system
by-passed
- Advocacy on
local level
Adapted by A. Heijmans from Blaikie et al in At Risk: Natural Hazards, peoples vulnerability and disasters
challenge any
ideology, political
or economic system
that causes or
increase vulnerability
MODULE 2: BARANGAY
GOVERNANCE AND DISASTER
MANAGEMENT
Session 1: Good Governance

Session 2: Disaster Management Responsibility
of the Barangay
Session 3: Relevant Laws and Regulations
57
Module 2 SESSION 1: GOOD GOVERNANCE
1. Identify the elements and characteristics of good governance; and
2. Explain the mutually reinforcing relationship of good governance and disaster
management
Key Points:
1. Governance refers to the exercise of economic, social, political and
administrative authority to manage the countrys affairs at all levels. It is the
process whereby elements in society wield power and authority, influence and
enact policies and decisions concerning public life, economic and social
development.
2. Characteristics of good governance that are particularly relevant for disaster
management include:
- Strategic vision about social development agreed upon by all key actors
- Responsiveness of institutions and processes to stakeholders and
citizens (responsive)
- Participation of citizens and stakeholders in decision making
(participatory)
- Decision making by consensus (consensus-oriented)
- Equity in sharing opportunities and benefits among groups of citizens
(equitable and inclusive)
- Accountability to stakeholders and citizens
- Effectiveness delivery of services
- Efficiency
- Transparency in goals and targets and functioning
- Follows the rule of law
3. As with the delivery of basic services for the communitys wellbeing,
government has the primary responsibility for disaster management. Good
governance provides the foundation for disaster management becoming a
sustainable process and also an effective instrument for poverty alleviation and
to contribute to achieving the Millennium Development Goals.
4. While good governance is a precondition to sustain disaster management at
the local and community level, implementing disaster management activities
enhances effective governance in the progressively realization of public
safety, disaster resilience, community development and general wellbeing.
58
Disaster management is a necessary service to have responsive and effective

governance.
Method:
1. Group Work : The Highest Tower or Good Governance is
2. Interactive Lecture
Process:
1. The Highest Tower. Divide Participants equally into 4 or 5 groups. Instruct
the groups to build the highest tower utilizing any material and all resources in
the session hall within 10-15 minutes. After all the towers have been built,
process the activity. How did the group fare in achieving the task at hand to
build the tallest tower? Use the results of the discussion to ask the Participants
about the characteristics, features and/or requisites of good governance.
2. Good Governance is Divide the Participants into 4 or 5 groups and
distribute colored meta cards, a different color per group.
Each group will
discuss what good governance means to them and write their answers on the
meta cards, one idea per card. What are the features, elements or requisites
of good governance? After 10 15 minutes, ask one group to report to the
plenary and the other groups take turns to add to the list posted on the board.
Point to the common items discussed by the groups and were unique to some
groups.
3. What is good governance? First, discuss governance and then use the results
of the group work to run through the defining features, characteristics, and/or
requisites of good governance.
The concept of governance refers to the
complex set of values, norms, processes and institutions by which society
manages its development and resolves conflict, formally and informally.
Governance refers to the
exercise of economic, social, political and
administrative authority to manage a countrys affairs at all levels. It is the
process whereby elements in society wield power and authority, influence and
enact policies and decisions concerning public life, economic and social
development. It involves the state and civil society at the local and national
levels.
4. Governance is a broader notion than government, whose principal elements
include the constitution, legislature, executive and judiciary. Governance
involves interaction between these formal institutions and those of civil society.
(Good Governance and Community-based Disaster Management, Hari
Srinivas, UNEP Japan)
5. Defining characteristics, features and/or requisites of good (and democratic)
governance relevant to disaster management
- Strategic vision about social development agreed upon by all key
actors
- Responsiveness of institutions and processes to stakeholders and
citizens (responsive)
59
Participation of citizens and stakeholders in decision making and

actions (participatory)
Decision making by consensus (consensus-oriented)
Equity in sharing opportunities and benefits among groups of
citizens (equitable and inclusive)
Accountability to stakeholders and citizens
Effectiveness delivery of services
Efficiency
Transparency in goals and targets and functioning
Follows the rule of law (together with ability to make right laws)
6. What is the relation of good governance to disaster management? Good

governance and disaster
management are mutually reinforcing. Good
governance provides the foundation for disaster management becoming a
sustainable process and also an effective instrument for poverty alleviation and
to achieve the Millennium Development Goals. Good governance is a
precondition for effective disaster management.
7. While good governance is a precondition to sustain disaster management at
the local and community level, implementing disaster management activities
enhances effective governance to progressive realize public safety, disaster
resilience, general wellbeing and community development. Disaster
management is an important area of work in responsive and effective
governance.
8. Show the visual regarding the relationship of disasters and development.
Disasters set back development programming, destroying years of
development initiatives.
Rebuilding after a disaster provides significant
opportunities to initiate development programs. Development programs can
increase an areas susceptibility to disaster. Development programs can be
designed to decrease the susceptibility to disaster and their negative
consequences. (Disaster Management Training Program, UNDP & UNDRO,
1992)
9. Answer questions and summarize the key points taken up in the session.
Materials Needed:
1. Colored meta cards and tape
2. Visual on relationship of disaster and development
3. Powerpoint or visuals for interactive lecture
Duration: 1.5 hours

1. On the Barangay, Local Government Academy
2. Good Governance, Local Government Academy and Bureau of Local
Government Development - Department of Interior and Local Government
3. The Millenium Development Goals
4. Rights Based Approach to Development and Governance, Dr, Florangel Braid
60
5. Barangay Development & Governance System Framework and Barangay

Organizational Reform Agenda, Liga ng mga Barangay sa Pilipinas

1. The concept of
being people-centered is making a comeback.
In
development planning, people-centered development was popularized by
David Korten in impact evaluation of irrigation projects in the Philippines in the
1980s.
Now people-centered governance is being advocated
as a
precondition for sustainable disaster risk management (by Action Aid during
the Kobe World Conference in Disaster Reduction January 2005 Notes on
Disaster Management and Leadership). Duryog Nivaran which promotes the
community based and proactive approach in disaster management in South
Asia now calls for people-centered disaster risk management.
2. Electronic copies of the Millennium Development Goals and the Medium Term
Development Plan 2004 2010 can be downloaded from
www.un.org/millenniumgoals, www.undp.org/mdg/phil.pdf, www.neda.gov.ph/.
ANG RELASYON SA PAGITAN NG

DISASTER AT DEVELOPMENT
Development Realm
Ang Development
na nagpapataas ng
pagkabulnerable
sa Disaster
Ang Disaster ay
nagpapaatras
(setback) sa
Development
Ang Development na
nagpapababa sa
pagkabulnerable sa
disaster
Ang Disaster ay
oportunidad para
sa development
POSITIVE R EALM
NEG ATIVE R EALM
&
Disaster Realm
Adapted from An Overview of Disaster Management p. 15,
Disaster Management Training Program, UNDP & UNDRO, 1992,
61
Readings
ON THE BARANGAY
Barangay Defined
The Barangay is the smallest political unit in the country. It serves as the primary
planning and implementing unit of government policies, plans, programs and projects,
and activities in the community and as an avenue where collective opinion of the
people are expressed, concretized and considered. It is also where disputes among
barangay residents are amicably settled. As of the 2004 DOF statistics, there are
41,927 barangays in the Philippines.
Creation
Barangays may be created, divided, merged, abolished by law or by an ordinance of
the provincial legislative body (sangguniang panlalawigan) or the city legislative body
(sangguniang panlunsod), subject to the approval by a majority of votes cast in a
plebiscite to be conducted by the Comelec in the local governments directly affected.
The recommendation of the municipal legislative body (sannguniang bayan) is
necessary in case of the creation of barangays by the provincial legislative body. The
requirements in creating a barangay include the following:
A barangay may be created out of a contiguous territory which has a population of at
least two thousand {2,000} inhabitants as certified by the National Statistics Office. For
barangays in cities and municipalities within Metro Manila and other metropolitan
political subdivisions or in highly urbanized cities, the requirement is at least 5,000
people.
In case of indigenous cultural communities, barangays may be created by an Act of
Congress, notwithstanding the above requirements to enhance the delivery of basic
services in such communities.
The creation of a barangay shall not reduce the population of the original barangay to
less than the minimum requirement. Territorial jurisdiction of the new barangay shall
be properly identified by metes and bounds or by natural boundaries. The name of the
barangay may be changed only once in every ten years which is justifiable by all
means, and should not be named after a living person.
The Role of the Punong Barangay {Barangay Captain}
The Punong Barangays plays a dominant role in administration of barangay affairs.
Being elected at large, they head the executive branch of the barangay government
and is responsible for policy directions, program development and implementation,
development planning, collection of taxes and other impositions, budget, personnel
and general administration.
Specifically, the Punong Barangay shall perform the following functions:
Enforce all laws and ordinances which are applicable within the barangays;
Negotiate, enter into, and sign contracts for and in behalf of the barangay, upon
authorization of the barangay legislative body {sangguniang barangay};
Maintain public order in the barangay and assist the city or municipal mayor
and the sanggunian members in the performance of their duties and functions;
62
Call and preside over the sessions of the sannguniang barangay and the
barangay assembly and vote only to break a tie;
Upon approval by a majority of all the members of the sanggguniang barangay,

appoint or replace the barangay treasurer, the barangay secretary, and other
appointive barangay officials;
Organize and lead an emergency group whenever the same may be necessary
for the maintenance of peace and order or on occasions of emergency or
calamity within the barangay;
In coordination with the barangay development council,, prepare the annual

executive and supplemental budgets of the barangay;
Approve vouchers relating to pollution control and protection of the

environment;
Enforce laws and regulations relating to pollution control and protection of the
environment;
Administer the operation of the katarungang pambarangay in accordance with

the provisions of the Local government Code of 1991
Exercise general supervision over the activities of the sangguniang kabataan;
Ensure the delivery of basic services as mandated under Section 17 of the

Local Government Code of 1991;
Conduct an annual palarong barangay in coordination with appropriate

agencies;
Promote the general welfare of the barangay; and
Exercise other powers and perform other duties and functions as may be
prescribed by law or ordinance.
Role of the Barangay Legislative Body (Sangguning Barangay)

The barangay legislative functions are performed by the Sangguniang Barangay which
is composed of the punong barangay as presiding officer, and the seven {7} regular
sangguniang barangay members elected at large and the sangguniang kabataan
chairman, as members.Its major functions is the approval of barangay budget and
passing resolutions and ordinances.
Specifically, it should perform the following functions:
Enact ordinances necessary to discharge the responsibilities conferred upon it

by law or ordinance and to promote the general welfare of the inhabitants;
enact tax and revenue ordinances, subject to the limitations imposed in the
LGCode of 1991;
Enact annual and supplemental budgets in accordance with the provisions fo

this Code;
Provide for the construction and maintenance of barangay facilities and other
public works projects chargeable to the general fund of the barangay or other
funds available for the purpose;
Submit to the sanggguniang panlunsod or sangguniang bayan such

suggestions or recommendations for the improvement of the barangay or for
the welfare of its inhabitants;
63
Assist the establishment , organization, and promotion of cooperative

enterprises that will improve the economic condition and well-being of the
residents;
Regulate the use of multi-purpose halls, multi-purpose pavements, grain or

copra dryers, patios and other post-harvest facilities, barangay waterworks,
barangay markets, parking areas or other similar facilities constructed with
government funds within the jurisdiction of the barangay and charge
reasonable fees for its use;
Solicit or accept monies, materials and voluntary labor for specific public works
and cooperative enterprises of the barangay from residents, land owners,
producers and merchants in the barangay, monies from grant-in-aid, subsidies,
contributions, revenues made available to the barangays from national,
provincial, city or municipal funds; and monies from other private agencies and
individuals for specific purposes shall accrue to the barangay as trust fund;
Solicit or accept, in any or all the foregoing public works and cooperative
enterprises, such cooperation as is made available by national, provincial, city
or municipal agencies established by law to render financial, technical and
advisory or accepting such cooperation, the sangguniang barangay need not
pledged any sum of money for expenditure in excess of amounts currently in
the barangay treasury or encumbered for other purposes;
Provide compensation, reasonable allowances or per diems as well as travel

expenses for sangguniang barangay members and other barangay officials,
subject to the budgetary limitations prescribed by law;
Hold fund raising activities for barangay projects without the need of securing
permits from any national or local office or agency. The proceed of which shall
be tax-exempt and shall accrue to the general fund of the barangay;
Authorize the punong barangay to enter into contracts in behalf of the

barangay, subject to the provisions of the Code;
Authorize the barangay treasurere to make direct purchases in an amount not

exceeding One thousand pesos {Php 1,000}at any one time for ordinary and
essential administrative needs of the barangay;
Prescribe fines in amounts not exceeding One thousand pesos ( Php 1,000} for
violation of barangay ordinances;
Provide for the administrative needs of the peace and order councils
Provide for the organization of community brigades, barangay tanod, or

community service units as necessary;
Organize regular lectures, programs, or for a on community problems such as

sanitation, nutition, literacy, and drug abuse, and convene assemblies to
encourage citizen participation in government;
Adopt measures to prevent and control the proliferation of squatters and

mendicants in the barangay;
provide for the proper development and welfare of children in the barangay by
promoting and supporting activities for the protection and total development of
children, particularly those below seven {7} years of age;
Adopt measures towards the prevention and eradication of durg abuse, and
juvenile delinquency;
64
Initiate the establishment of a barangay high school, whenever feasible, in

accordance with law;
Provide for the establishment of a non-formal education center in the barangay

whenever feasible, in coordination with the appropriate agencies;
Provide for the delivery of basic services;
Exercise other powers and perform such other duties and functions as maybe
prescribes by law or ordinance.
Barangay Administration Powers

The governmental powers of the barangay are the following:
Police Power. This is the power to administer the affairs of the barangay to promote
health and safety , enhance prosperity , improve morals, maintain peace and order
and preserve the comfort and convenience of the barangay dwellers.
Power of Eminent Domain. It is absolute powers of the barangay government to take
away private property for use of the public upon payment of just compensation to the
owner of the private property.
Power of Taxation. It is the barangay power to increase revenues by imposing taxes,
fees and other charges on the barangay inhabitants and businesses. The
Sangguniang Barangay exercises this taxation power.
Barangay Finance
There are several sources of barangay funds. These include the following:
9 of Barangays on Taxes Collection of National, Provincial, Cities and Municipal
Governments
-
Proceeds of Community Tax. 50% of the total collection of barangay treasurer
Proceeds of Real Property Tax. 25% goes to barangay { provincial level} 30%
goes to barangay {city level}
9 National government gives to the barangay percentage of taxes collected

- 20% of Internal Revenue Allotment Share
- 35% of the 40% of the gross collection derived by the national government from
the utilization of national wealth
9 Taxing Powers of the Barangay
The barangays may levy taxes, fees, and charges as follows:
(a) taxes. On stores pr retailers with fixed business establishments with
gross sales or receipts of the preceding calendar year of fifty thousand pesos
or less in the case of cities and thirty thousand pesos or less in the case of
municipalities at a rate not exceeding one percent on such gross sales or
receipts.
{b} service fees of charges. Barangays may collect reasonable fees or charges
for services rendered in connection with the regulation or use of the barangayowned properties or service facilities such as palay, copra, or tobacco dryers.
{c} barangay clearance. No city or municipality may issue any license or permit
for any business or activity unless a clearance is first obtained from the
65
barangay where such business or activity is located or conducted. For such

clearance, the sangguniang barangay may impose a reasonable fee.
Barangay Budgeting
There are two composites of the barangay budget; the income and expenditures. The
Punong Barangay prepares the budget upon receipt of estimated collection report
{local and national source} from the barangay treasurer, and shall submit the yearly
budget plb to the Branagay Legislative Body {Sangguniang Barangay} for enactment
of the ordinance.
Parameters on Budgetary Consideration
9 The barangay budget must be within the limit of projected tax receipts and/or
income duly certified by the City/Municipal Treasurere.
9 It must provide for statutory and contractual obligations of the barangay
9 Excess per diems, wages or salaries and other compensation must not be
provided in the budget. Except those which are provided under the current laws
and executive orders.
9 The total appropriation for personal services of a barangay for one fiscal year shall
not exceed 55% of the total annual income actually realized from local sources
during the next preceeding fiscal year.
9
Effectivity, Review and Defect of the Barangay Budget
If the Sangguniang Barangay fails to approve the budget fo rth enext year, the last
years budget shall be deemed reenacted and shall be used by the barangay.
That the Sangguniang Barangay is allowed to enact a supplemental budget if they are
prepared nd adopted accordingly in the system if the annual budget
That there are three conditions for the enactment of supplemental budget:
1. Availability of funds as certified by the Local Treasurer
2. New revenue sources
3. Public calamity situation
That the effectivity of its budget will take effect on the start of the calendar year.
That Budget review for barangay is conducted by the Sangguniang Panlungsod/Bayan
in cooperation with the City/Municipal budget officer within 10 days from its approval.
That the barangay budget will be declared inoperative as a whole if the budget
contains appropriation in excess f the budget estimates duly certified as collectible by
the City/Municipal Treasurere or that the statutory or contractual obligation of the
barangay are not included
That the buget if found defective will be returned within sixty days upon its submission
to the respective offices. The punong barangay through the budget officers will be
advised for proper adjustment be made on the budget.
That the barangay financial records shall be under the custody of the city/municipal
accountant office.
The Commission on Audit representative shall periodically audit the annual barangay
funds and submit the result of the audit to the Sangguniang Panlungsod/Bayan.
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Supervision over Barangay Administration

The duly elected mayor of the concerned city or municipality where the barangay
belongs has the power to exercise general supervision over the barangay, and
penalize according to existing laws and regulations any erring official in the barangay.
Barangay Planning Planning is done by the Barangay Development Council.
BDC Composition: Punong Barangay , Members of the Sangguniang Barangay , Onefourth members of the non-governmental organization {NGO} situated
in the said
barangay, and Congressmans representative
Functions of the BDC:
9 Ensure peoples involvement in developing the locality\Planning barangay
development programs based on local requirements
9 Track down and review the implementation of programs and projects of the
national or local government
9 Special cases of functions are carried out as provided by law.
Source: Local Government Academy
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Readings
GOOD GOVERNANCE
Introduction
Recently the terms "governance" and "good governance" are being increasingly used
in development literature. Bad governance is being increasingly regarded as one of the
root causes of all evil within our societies. Major donors and international financial
institutions are increasingly basing their aid and loans on the condition that reforms
that ensure "good governance" are undertaken. This article tries to explain, as simply
as possible, what "governance" and "good governance" means.
Governance
The concept of "governance" is not new. It is as old as human civilization. Simply put
"governance" means: the process of decision-making and the process by which
decisions are implemented (or not implemented). Governance can be used in
several contexts such as corporate governance, international governance, national
governance and local governance. Since governance is the process of decisionmaking and the process by which decisions are implemented, an analysis of
governance focuses on the formal and informal actors involved in decision-making and
implementing the decisions made and the formal and informal structures that have
been set in place to arrive at and implement the decision.
Government is one of the actors in governance. Other actors involved in governance
vary depending on the level of government that is under discussion. In rural areas, for
example, other actors may include influential land lords, associations of peasant
farmers, cooperatives, NGOs, research institutes, religious leaders, finance institutions
political parties, the military etc. The situation in urban areas is much more complex.
Figure 1 provides the interconnections between actors involved in urban governance.
At the national level, in addition to the above actors, media, lobbyists, international
donors, multi-national corporations, etc. may play a role in decision-making or in
influencing the decision-making process.
All actors other than government and the military are grouped together as part of the
"civil society." In some countries in addition to the civil society, organized crime
syndicates also influence decision-making, particularly in urban areas and at the
national level.
Similarly formal government structures are one means by which decisions are arrived
at and implemented. At the national level, informal decision-making structures, such as
"kitchen cabinets" or informal advisors may exist. In urban areas, organized crime
syndicates such as the "land Mafia" may influence decision-making. In some rural
areas locally powerful families may make or influence decision-making. Such, informal
decision-making is often the result of corrupt practices or leads to corrupt practices.
Barangay Governance and DRM
Good Barangay Governance is a precondition for effective disaster risk management.
It provides a sustainable and an effective instrument for reducing poverty and in
achieving the Millennium Development Goals. Good Governance not only concerns
the national level, but also the regional and the local level. Concerning disaster risk
68
management, local stakeholders in the barangay are increasingly involved and

barangay inhabitants are getting more and more responsibilities.
Principles and Norms of Good Barangay Governance include among others the
following:
Accountability ensure that persons in authority and those who make decisions on
behalf of the common good-need to be accountable for results /consequences of their
actions or decisions.
Transparency recognize that persons who carryout public functions and
responsibilities need to build and protect the trust bestowed on them by the people
making information accessible and available to constituents when needed.
Civic Engagement encourage and help citizens to express and articulate their
interests and concerns directly or indirectly to influence decisions, actions and
programs that affect the quality of their lives and that of the community and country as
a whole.
Citizenship exercises ones legal and universal human rights, contributing time, effort
and resources to positively influence the direction government and business sectors
will take volunteering to participate meaningfully in various aspects of local governance
encompassing all the dimensions of community life.
Equity create a conducive climate for human development providing opportunities
for all citizens to be included, to participate in decision making, to have a hand in
setting priorities and to gain a level of competence and contribute to the common
good.
Justice settle disputes and conflicts which inevitably arise- exercising virtues of
honesty and fairness in all human transactions mediating and resolving situations that
result in the protection and enhancement of ones self esteem, dignity and unique
character.
Efficiency use resources in the most prudent manner diligently avoiding waste in all
its forms- and optimizing the utilization of human resources endowments.
Effectiveness provide basic human development services that meet the needs of the
general public particularly, the poor, vulnerable or marginalized individuals or groups.
Responding appropriately and with dispatch/speed to citizen requirements without
harming/damage to themselves and the environment.
Sustainability protect and manage the environmental and ecological assets of the
local government adopting environmentally friendly habits and behavior. Ensuring
that preset and future generations will benefit from the natural endowments and
resources for all citizens to enjoy.
Strategic vision - formulate a shared vision and development strategy supported by
legislation and an adequate planning and budgeting system. Thus citizens become
owners and stakeholders of barangay development programs and possess a sense of
community pride and belonging and responsibility for the growth and further progress
of the barangay, municipality or city.
Peace- foster friendliness and accord among citizens building safe and orderly public
service systems and institutions that enable everyone to gain a sense of belonging and
harmony and a common fate. Placing a high value and priority to preservation and
protection of life and property in an atmosphere of trust and goodwill.
Security- build safe barangays through the vigilance and participation of all citizens.
Helping to preserve and protect the peace against internal; and external threats
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whether natural or man-made. Providing safeguards against forces that have the
potential to disrupt the normal flow of human and societal exchange/interaction.
Spirit of volunteerism - A sound governance structure for disaster reduction allows and
encourages expressions of volunteerism and norms of social reciprocity during natural
disasters
Multi-stakeholder participation- provides for an ample space for participation of
business groups, religious sectors, the academe, the community themselves and other
players in the barangay.
Source: Department of Interior and Local Government - Bureau of Local Government
Development and Local Government Academy
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Readings
The Millennium Development Goals

In September 2000, the United Nations General Assembly concluded the Millenium
Summit with the adoption of a Millennium Declaration, renewing the global
commitment to peace and human rights, setting specific goals and targets towards
reducing poverty, and the worst forms of human deprivation.
The Millennium Development Goals (MDGs), set within 2015, affirm and reinforce the
agreements of the goals and targets toward eliminating extreme poverty worldwide. Its
eight objectives have measurable outcomes, timelines for achievements, and clear
indicators for monitoring progress.
The Philippines, as UN-member, is a signatory to the Millennium Declaration and has
committed to craft its 2005-2020 Medium Term Philippine Development Plan in
accordance with the MDGs. By committing to this declaration, it does not only mean
that the country is keeping in pace with the rest of the developing world, but ensuring
that we are able to maximize all available resources in providing the right policy
framework in helping our people gain access to the best quality of life possible.
As the goals are holistic and interrelated, the need to work together at the national,
regional and local levels is very important. Meeting the requirements for the MDGs will
entail collaborative efforts of the major stakeholders the national and local
government units (LGUs) as well as the private sector for interventions geared toward
mainstreaming the MDGs in the local development agenda.
The Millennium Development Goals and Targets
Goal 1: Eradicate Extreme Poverty and Hunger
9 Reduce by 50% the number of people living in extreme poverty between
1990 2015
9 Reduce by 50% the number of population below the minimum level of
dietary energy consumption and reduce by 50% the number of underweight
children (under five years old)
9 Reduce by 50% the number of people with no access to safe drinking water
or those who cannot afford it by 2015
Goal 2: Achieve Universal Primary Education
9 Achieve universal access to primary education by 2015.
Goal 3: Promote Gender Equality
9 Eliminate gender disparity in primary and secondary education, preferably
by 2005, and all levels of education not later than 2015.
Goal 4: Reduce Child Mortality
9 Reduce children under-five mortality rate by 67% by 2015.
Goal 5: Improved Womens Reproductive Health
9 Reduce maternal mortality rate by 75% by 2015
9 Increase access to reproductive health services to 60% by 2005, 80% by
2010 and 100% by 2015
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Goal 6: Combat HIV/AIDs, Malaria and Other Diseases

9 Prevent the spread and halt HIV/AIDs by 2015
9 Reduce the incidence of malaria and other major infectious diseases
Goal 7: Ensure environmental sustainability
9 Implement national strategies for sustainable development by 2005 and
recover loss of environmental resources by 2015
9 Achieve a significant improvement in the lives of 1.3 million informal settler
families
Goal 8: Develop global partnership for development
9 Develop further an open, rule-based, predictable non-discriminatory trading
and financial system; include commitment to good governance,
development and of poverty reduction both nationally and internationally
9 Deal comprehensively with the debt problems of developing countries
through national and international measures in order to make debt
sustainable in the long-term
Source: LGU Guide on Millennium Development Goals Localization, BLGD-DILG,
January 2005
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Readings
A rights-based approach to development and governance

By Dr. Florangel Braid
One of the important strategies which is now being advocated the local Commission
on Human Rights is the Rights-Based Approach to Development and Governance
(RBA). According to Commission on Human Rights Chairperson Purificacion V.
Quisumbing, the RBA is a conceptual framework based on international human rights
standards. The theme "Good Governance is Human Rights" captures the premise that
government is the primary dutybearer of the legal obligations to respect, protect, and
fulfill human rights of the rights holders which are the people.
The obligations of government, therefore, are to identify the root causes of poverty by
providing a holistic picture of development issues, including bringing gender at the
forefront of development. Good governance sees development as an empowering
process, provides a basis for objectively assessing the contribution of interventions in
changing the lives of the poor, provides objective standards, and strengthens
accountability.
The RBA gives priority to vulnerable groups women, children, indigenous peoples,
prisoners, and those who face special obstacles in the realization of their human
dignity. It requires transparency as secrecy and lack of information prevents effective
empowerment. It requires the use of data that are disaggregated as far as possible by
race, religion, ethnicity, language, sex, and other categories. The rule of law and
independence of the judiciary are important prerequisites,
The RBA is an important approach to planning and evaluation of human rights
performance as it provides a step-by-step approach in its application. While it gives
emphasis to rights of both state and individuals, it gives equal attention to the
responsibilities and obligations of dutyholders (government) and the claim-holders
(people). To ensure effective implementation, RBA, through a set of tools, identifies
rights-based measures the legislative, administrative, judicial, and program
measures, rights-based initiatives, and the development of rights-based performance
management systems. The tools include RBA situation-mapping; RBA Mapping of
Peoples rights, Matrix of development agencies, and Impact Assessment.
Dr. Florangel Braid was a member of the 1986 Constitutional Commission and authored provisions of
communication, education, cooperatives, science & technology, NGOs, and human rights.
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Having been actively involved in drafting the constitutional provisions on human rights
right to information, establishment of a continuing program in research, education,
and information at the Commission (which garnered a UNESCO award), I have
actively monitored the performance of the CHR since it was established in 1987 with
Atty. Mary Concepcion Bautista as the first chairperson. Through the years, the CHR
has mainstreamed the primacy of human rights. But it was during these past years
under the stewardship of Chairperson Quisumbing when it gained considerable
credibility and an image of independence. Its programs have been able to effectively
balance civil and political rights with social and cultural rights right to food and other
basic needs with social and cultural rights. And now it is implementing a wellcrafted
information and advocacy program on the RBA and the rights of people to good
government. One great challenge today when government is at times pressured to
take unilateral measures to combat threats of terrorism and civil strife, is that of
ensuring that concern with national security must not diminish citizens right to
information, movement, assembly, and human security.
Source: Dr. Florangel Braid, More to the Point, The Manila Bulletin Online Opinion &
Editorial, March 26,2005
http://www.mb.com.ph/issues/2005/03/26/OPED2005032631365.html
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Readings
Barangay Development and Governance Systems Framework and Barangay

Organizational Reform Agenda (BADEGOS and BORA)
Liga ng mga Barangay sa Pilipinas
The Liga ng mga Barangay sa Pilipinas has developed a Barangay Organizational
Reform Agenda (BORA), a sytem of rationalizating barangay functions into Service
Areas and aligning and developing or allocating effort, time, and resources on key
critical barangay needs. BORA is a template for basic service delivery. When
adopted in a barangay, the BORA template seeks to rationalize basic services delivery
into a comprehensive and integrated system a system where citizens needs and
requirements become the central focus and priority of barangay services and
resources. The strategic and operational plans of a barangay, therefore, must be
aligned to adequately provide or supply these basic needs.
Barangay Vision: A family-friendly barangay where:
1. self-reliance, neighborliness, collaboration, unity/harmonious relations are part
of the culture;
2. local government is well-managed with equity, justice, leadership competence
and integrity;
3. basic services are integrated, comprehensive and accessible especially to the
poor and marginalized;
4. human resources are empowered and social capital is constantly developed,
enriched and economic activities are plentiful/robust and competitive;
5. its ecology and environment resources are protected and managed for
sustainability and the enjoyment of future generations; and
6. culture, arts and heritage/history are promoted, conserved and vibrant.
The barangay leaderships composed of the Punong Barangay, members of the
Sanggunian (7 Kagawads and 1 Sanggunian Kabataan Chairman) and other
community leaders must be able to communicate the vision to everyone so that
stakeholders support it and resources could be harnessed to the fullest.
Eight (8) Service/Thematic Areas contribute to attaining the barangay vision:
1. Health Care and Wellbeing
2. Food Security and Nutrition
3. Water and Environmental Protection
4. Income/Livelihood & Employment Promotion
5. Shelter and Housing/Infrastructure
6. Peace and Order/Public Safety
7. Education and Functional Literacy
8. Participation in Governance
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Organizational Reform to Implement 8 Service/Thematic Areas

The goal is to make services and products accessible/available to citizens by
mobilizing the entire barangay leadership and engaging citizens in local governance
and participating in the development process as stakeholders.
Each Kagawad including the SK Chairman could serve as Service Team Leader for
one service area. This will put an end to the monopoly and dominance of Punong
Barangays in the decision making process. It also democratizes the other
management services and liberates the Punong Barangay from the tremendous
workload and likewise spreads accountability.
Measures and Indicators for the 8 Service/Thematic Areas
In the table that follows, suggested key indicators/measures can be found opposite
each area. Depending on the scope, depth or nature of the barangay situation or
conditions, the quantity (numbers) of quality (how well) of barangay services and
products can be adjusted. There is no hard and fast rule or fixed target.
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Source: Liga ng mga Barangay
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Module 2 SESSION 2: DISASTER MANAGEMENT

RESPONSIBILITIES OF THE BARANGAY
1. Self-rate the current performance of the barangay, the BDCC and various
community organizations/actors in disaster management;
2. Discuss the responsibilities of the barangay in managing disaster risks in the
community
3. Identify local actors to involve in the barangay disaster management
Key Points:
1. During disaster situation, people expect elected local leaders to take immediate
action to bring things back to normal, to generate and marshall resources,
channel efforts of NGOs and private sector in the community, and solicit
assistance as necessary.
2. Standards of Disaster Prepared Local Government Units: enabling policies for
disaster preparedness, hazards assessment, early warning system, disaster
preparedness/contingency plans, drills and simulation exercises, training and
education,
information management system, networking/linkages, and
organized and functional Disaster Coordinating Council.
3. The paradigm shift from emergency management to disaster risk management
opens a lot of opportunities to link disaster prevention, mitigation and
preparedness to development planning.
4. It is important to involve local actors to have participatory and empowering,
multi-sectoral and multi-disciplinary disaster risk management.
Methods:
1. Group Work: Our organization as a vehicle
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Process:
1. Our organization as a vehicle. Group the Participants according to the
organizations they represent.
Ask each group discuss their perceived
strengths and weaknesses of their organization with regards to disaster risk
management. Then
think of vehicles which describes the state of the
organization with regards to carrying out disaster risk management functions in
the pre-, during, and post-disaster periods -- one vehicle to visualize the
present state and another vehicle for the desired or envisioned state. Each
group then reports to the plenary. Post the drawings on the walls or hang on
straw like a clothes line. Thank the Participants for their honesty and the
Workshop is a giant step towards achieving their transformation or
development from their current state to their desired future.
2. Ask the Participants who among them have experienced and survived
disasters? Then, we can all be considered Disaster Managers as an official
function or for most in our families and homes.
The job of the Disaster
Manager is to effectively coordinate the delivery of mitigation/prevention,
preparedness, response and recovery activities through the formulation and
implementation of policies, plans, programs and partnerships for disaster risk
reduction.
3. During disaster situations, people expect their elected leaders to take
immediate action to bring things back to normal, to general or marshall
resources, channel efforts of NGOs and the private sector in the community,
and solicit assistance, if necessary.
4. Discuss the standards of a disaster prepared barangay:
9 Enabling policies for disaster preparedness
9 Hazards Assessment
9 Early Warning System
9 Public Awareness
9 Training and Education
9 Disaster Preparedness/Contingency Plans
9 Information Management System
9 Networking/Linkages
9 Organized and Functional Barangay Disaster Coordinating
Council
5. Point out to the Participants that while disaster preparedness is very important
and necessary, it is focused to the immediate term on reducing damages
during disasters, and not reducing risks and vulnerabilities in the long term.
The paradigm shift from emergency management to disaster risk management
opens a lot of opportunities to link disaster prevention, mitigation and
preparedness to development planning.
6. Stress the importance of involving local actors in disaster management. Ask
the Participants who are the local actors to involve in disaster management in
the barangay? Discuss briefly the roles they play and contributions they can
make to have safety, disaster resilience and community development. Advise
the Participants that these partnerships for disaster risk reduction actions in the
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barangay will be detailed in Module 4 on Barangay Disaster Risk Reduction

Plan.
-
Barangay
Community families, women, children, elderly, men
School/Academe
Religious and interfaith groups
Business Groups/SMEs
Media
Community/Peoples Organizations
Materials Needed:
1. Colored Papers and pens
2. Straw and pins or masking tape
3. Powerpoint or visual aids
Duration:
2 hours
1. Local Disaster Coordinating Councils from Appendix 3 Contingency Planning

for Emergencies: A Manual for Local Government Units
2. Citizens Participation Towards Safer Communities, paper presented by
Zenaida Delica-Willison
3. The Role of the Business Sector in Disaster Preparedness and Response
paper presented by Alberto Aldaba Lim of the Corporate Network for Disaster
Response during the International Conference on Total Disaster Risk
Management, December 2003, Kobe, Japan
4. On Disaster Management and Leadership from various sources
&
To reduce vulnerabilities and risks, disaster management at the local level,
coordination and cooperative actions resulting in partnerships have to be
undertaken. Disaster risk management has to be multi-disciplinary, multi-sectoral
and multi-stakeholder to be effective and sustainable.
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ORGANIZATION OF BARANGAY DISASTER

COORDINATING COUNCIL
DISASTER COORDINATING
COUNCIL
CHAIRMAN
DCC
ASST. CHAIRMAN
STAFF ELEMENTS
INTELLIGENCE
AND DISASTER
ANALYSIS
DISASTER OPERATIONS
CENTER
RESOURCES
PLANS AND
OPERATIONS
TASKS
COMMO &
TRANSPOR
EVAC
RESCUE
WARNING
TATION
UATION
& ENGG
HEALTH
UNITS
FIRE
POLICE
RELIEF
REHABI
PUBLIC
LITATION
INFO
Readings
Local Disaster Coordinating Councils (LDCCs)

The local DCCs are the closest to the people. It is at this level that emergency is most
felt and rescue, evacuation, relief and rehabilitation operations are launched and
carried out. It is also at this level that damages are assessed and requirements are
evaluated so that the necessary actions can be taken with dispatch and efficiency.
This local responsibility was reinforced with the passage of the RA 7160 or the Local
Government Code of 1991, which provides among others, the devolution of basic
services and functions to local government units and allocation of a 5% calamity fund
for emergency operations.
At the local government levels, the Chief Executives are, by law, the Chairmen of their
respective Councils. Thus, the Governor is the Chairman of the Provincial Disaster
Coordinating Council (PDCC). The PDCC is composed of organic key officers paid out
of provincial funds and of national government agencies assigned to work in the
Province. The same is true in the case of the City Mayor who becomes the Chairman
of the City Disaster Coordinating Council (CDDC). At the municipal level, the town
Mayor is the Chairman of the Municipal Disaster Coordinating Council (MDCC) while
the Punong Barangay acts as the Chairman of the Barangay Disaster Coordinating
Council (BDCC).
Functions of the Provincial Disaster Coordinating Council (PDCC)
- Establishes a physical facility to be known as the Provincial Disaster Operations
Center (PDOC);
- Coordinates from the PDOC the disaster operations activities of the municipalities
within the province;
- Implements within the province the guidelines set by the RDCC;
- Advises the City/Municipal and Barangay Disaster Coordinating Councils regarding
disaster management;
- Submits recommendations to the RDCC as necessary; and
- Places the CDCCs/MDCCs and its tasked units under the operational control of the
PDCC during an emergency, which affects the towns/cities.
Functions of the City/Municipal Disaster Coordinating Council (CDDC/MDCC)
- Establishes a physical facility to be known as the City/ Municipal Disaster
Operations Center (C/MDOC);
- Coordinates from the C/MDOC the disaster operations activities;
- Implements within the city/municipality the guidelines set by the PDCC;
- Advises the Barangay Disaster Coordinating Councils regarding disaster
management; and
- Submits recommendation to the PDCC, as necessary.
Functions of the Barangay Disaster Coordinating Council (BDCC)
- Establishes the Barangay Disaster Operations Center (BDOC);
- Coordinates from the BDOC the disaster operations activities of its tasked units;
- Implements within the barangay the guidelines set by the C/MDCC; and
- Advises the members of the BDCC regarding disaster management.
Source: Appendix 3 The Philippine Disaster Management System, Contingency
Planning for Emergencies: A Manual for Local Government Units, May 2003
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Readings
CITIZENS PARTICIPATION TOWARDS SAFER COMMUNITIES

Zenaida G. Delica
The key elements of good local governance is transparency in operation,
accountability to the people whom elected officials vowed to serve and commitment to
citizens maximum participation. Empowering the communities to design programmes
and activities that will protect them to potential disaster risk is one of the best
indicators of good local governance. This is also a good way of maximizing local
capacities and resources on the one hand and reducing risks and vulnerabilities on the
other hand. Overall impact is enhanced local governance.
Introduction
The close of the 1st Millenium and the beginning of the 2nd Millenium were marked by
disasters of natural and human causes. The earthquake in Turkey and Taiwan, the
floods in Mozambique in Africa, the violent confrontation of forces between Chechniya
Russia in Europes and the eruptions of volcanoes especially in the Philippines in Asia
these are some of the recent disasters that have destroyed properties, crops and
human lives. These disasters affect large areas but it is at the local level that the
impact is greatest. Residents of the stricken area bear the brunt of a hazards
destructive force. They are those who perform survival acts and coping methods to roll
with or escape the effects of a disaster while it is venting its fury. In the same vein, the
local government unit (LGU) of the affected area is the front-line government entity
which first delivers assistance and supports to the disaster victims. Ideally, then, the
capability of the local authorities should be equal to the demands of disaster
management concerns. Experience in the Philippines has shown that involvement of
the citizenry in disaster management has enabled families residing in disaster-prone
areas to better cope with the impact of a hazard and recover from the aftermath of a
disaster in a shorter time. Participation of the citizenry in local governance is an
imperative. Strengthening local capacities in a systematic way is the strategy to
institutionalize the participatory principle in local governance.
Good Local Governance In Risk Management
The policy of good government enunciates the principles of transparency,
accountability and participation, in the performance of its executive, legislative and
judicial functions. These principles are actually practices in democratic governments.
At the local level, these principles are carried out in the manner of relationship
between the local authorities and the local populace. Good governance aims to
respond to the needs of the citizenry. At the local level, good governance has to
consider the participation of the residents in the identification of needs, assessment of
risks and planning of risk reduction measures. Essentially, this means that the local
government unit has a mechanism, which allows the various stakeholders in the
community to determine what each stakeholder considers its need. This mechanism
will also allow for the involvement of these stakeholders in the crafting and
implementation of a plan intended to reduce risk through the development and
management of community resources. The risk reduction plan itself would encompass
the pre, during and post stages of every recurring and possible disaster identified by
the residents. In this manner, the needs at every stage are appropriately considered
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and the corresponding social services prepared. The carrying out and maintenance of
this mechanism must be related to the
mandate of the local government unit and its officials. Both the mandate and
mechanism should be clear to the local authority. A corollary requirement is the
presence of support from the national and intermediary government units in policy or
legislation and in operational terms. Absence or lack of such assistance spell out the
difference in the effectivity of the needed participation of the community. Finally, a
citizenry that is capable of accessing the participatory mechanism is also needed. A
capable citizenry contributes to the viability of good local governance.
Problems At The Local Level
As a hazard strikes a community, the degree of preparedness of the local populace
and the local authorities sometimes spell the difference between the occurrence of a
disastrous event or not. In areas where a hazard regularly "visits", the populace build
coping methods albeit in an unorganized way. The demand for survival forces people
to "invent" way to withstand a disaster. On the other hand, local authorities who
already know the cycle of disaster management oftentimes lack the skills and/or
resources to undertakes activities to operationalize the measures for risk reduction.
This is most clear in the Philippines which has a comprehensive legislation to address
disaster events. The provisions of this law mandate the national, regional, provincial,
city/municipal, and barangay (village)* offcials to organize "Disaster Coordinating
Councils/Committees" (DCCs) with delineated functions and to conduct a series of
activities to operationalize these structures. The barangay authorities are left to
themselves in setting up the disaster coordinating committees, which, in most cases,
are "shell" organizations. Lack of or limited resources at all governmental levels has
been the usual reason for the non-assistance to the formation of these village
structures. However, this seeming problematic situation can be remedied if the local
authorities allow the participation of the local populace. The quality of participation that
seem to be most suited to the formation of an involved citizenry is one which is not
forced or coerced.
Peoples Participation in Saving the Community
The barangay of Talba, in Centrral Luzon, Philippines, with a population of 779
families or 4,674 people was situated along a river through which lahar from Mt.
Pinatubo had flowed. The possibility of an overflow in the near future was a real
danger. Municipal and barangay authorities were in constant communication through
hand-held radios in monitoring the lahar flows from the volcano. The existing Barangay
Disaster Coordinating Council had a chairman and committee heads in the persons of
the barangay captain and the councilors, respectively. The different committees had
no members and the barangay officials did not know how to operationalize the
structure.
A Non-government Organization (NGO) focusing on disaster management was
requested by a health-service NGO working in Talba to assist in the training and
setting-up of a disaster management group in the community. The NGO complied with
the request and established a community-based group, known as Barangay Disaster
Response Organization. The participation of a barangay councilman in this affair
barangay or village is the samllest political unit in the Philippines
lahar is an Indonesian term that refers to volcanic debris and molten lava deposits
87
facilitated the interface of the Barangay Disaster Coordinating Committee and the
peoples organization, by making the members of the latter group also members of the
committees of the former group. The Barangay Disaster Response Organization,
however, maintained its identity by holding regular meetings with other organizations
and stakeholders in the village. Among the first activities of the community's disaster
mitigation plan was the sandbagging of the area along the river's route and the
construction of "uplifted" walk path, which was also made of sandbags, for the
residents. The sandbags along the shoreline were intended to slowdown the flooding
of the area in case a rampaging lahar flow strikes the village. In 1995, a lahar overflow
destroyed the village of Talba; in this event, the government communication system
was disrupted and failed to give the proper warning to the residents. It was the parallel
warning system developed by the community people that warned them on time to
vacate the area and avoid any loss of life. Resources of the community like privatelyowned small boats, jeeps and a truck were used to move the village's population to
safety. At the evacuation center, the Barangay Disaster Response Organization
members augment the national government's health personnel in the delivery of
services to the survivors of lahar rampage. In the new area where the affected families
of Talba were finally resettled, the barangay officials who joined them have been able
to secure the needed services of water, electricity, and health assistance.from the
resettlement officials. The organized community were easily mobilized for action by the
officials in support of requests made to the resettlement officials. The peoples
organization and the local authorities complemented each other in the acquisition of
services, ensuring of the safety and welfare of the members of the community.
Rejoinder
In the Talba experience, the local authorities were "open" to, encourage the peoples
organization. and agreed to a cooperation mode instead rivaling each other. The
involvement of a barangay councilman in the peoples organization enhanced this
cooperation. This also points to the willingness of some local authorities to share their
responsibilities to the local populace. This kind of cooperation enhances their
relationship. Allowing the people organization to maintain its identity instead of
coopting it or forcing its integration with the government structure, increased the
"goodwill" and facilitated mutual support between the two sectors. A trained and
organized citizenry can undertake lifesaving measures that complement the goals of
the local authorities. They can initiate activities that can be sustained even after the
occurrence of disasters. Therefore, in areas where active people organizations or
groups can be tapped to complement a local government's lack or limitation, their
participation has been proven to ensure the community's welfare in face of disaster
risks.
References:
Siddhartha Sen, Some Aspects of State-NGO Relationships in India in the PostIndependence Era, Development and Change, vol. 30, Institute of Social Studies,
published by Blackwell Publishers Ltd., 1999, UK
Aman Mehta, Asian Disaster Management News, Feb. 1999, Thailand
Lina B. Laigo, GO Disaster Preparedness and Response: Strengths and Problems,
The Philippine Reader on Disaster Management, CDRC,1996, Philippines
An Ideally Prepared Community, ADPC-CBDM 3, Thailand, 1999
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Readings
The Role of the Business Sector in Disaster Preparedness and Response

Mr. Alberto Aldeba Lim
President, Corporate Network for Disaster the Response, Philippines
The Formation of the corporate network for disaster response-a private sector
initiative in the Philippines
The July 16, 1990 Magnitude 7.2 Luzon earthquake was a catalyst for the deeper
involvement of the private-business sector in disaster management. There were 1,666
deaths, about 1,000 persons were reported missing and over 3,000 were injured. Most
casualties occurred in Baguio City and surroundings. The rainy season, which began
soon after the tremor, produced new casualties, some as the result of reactivation of
earthquake induced slides. Nearly 100,000 houses were damaged, 40% of them were
completely destroyed. All these happened in a wide area including Baguio, the coastal
area south of San Fernando in La Union, along the Lingayen Gulf and in the area
between Dagupan and Tarlac where intense liquefaction occurred. Seven bridges
collapsed, eight others were seriously damaged and about 20 were affected by various
types of lesser damage. The road network of Central Luzon and the Baguio region was
significantly damaged.
Business sector role in 1990 Luzon Earthquake
The business sector mobilized relief and rehabilitation resources. The resources
mobilized went beyond cash, medicine, blankets and old clothes. Corporate aircraft as
well as ten-wheelers and communication facilities were deployed free of charge.
Search and rescue groups from among the mining companies were pressed into
service. Teams of psychiatrist-trained groups were organized to handled psychosocial
needs. In the succeeding months, after an assessment of the economic and
infrastructural damages, the private sector again dug into its collective pocket to fund
rehabilitation activities, including resettlement projects and programs to rehabilitate
livelihood, schools and other community lifelines. Two months after the earthquake,
the Philippine Business for Social Progress (PBSP), a leading
social development NGO whose members are philanthropic corporations, organized a
meeting of several companies who had responded to review the lessons from the
earthquake which include:
the value of an effective relief delivery system
the proper role of the media
the importance of timeliness and appropriateness of response
These learnings laid the foundation for the creation of the Corporate Network for
Disaster Response (CNDR). CNDR is today a formal voluntary alliance of private
corporations, business associations and corporate foundations operating in the
Philippines. Since its creation, the business sectors involvement in mobilization of
relief and response resources has been institutionalized. Disaster response is now
regarded as an extension of its corporate philanthropy. CNDR is a regular member of
the Technical Working Group and Relief and Rehabilitation Committee of the National
Disaster Coordinating Council of the Philippines (or NDCC). As a matter of fact, NDCC
has suggested the following roles for CNDR:
Paper presented at the The Asian International Conference on Total Disaster Risk Management held on
December 2- 4, 2003 in Kobe, Japan.
89
Provision of telecommunications equipment during disasters.

Utilization of aircraft for emergency response and rapid damage
assessment.
Provision of warning advisories, billboards and other signboards in preidentified hazardous areas.
Designation of fund raising and donation centers in banks, and shopping
malls.
Extension of rehabilitation efforts to include income generating projects and
household livelihood programs.
Production and dissemination of advocacy messages on emergency
preparedness and public safety.
Industry and business sector at risk

Munich Reinsurance reports that the cost of disasters have increased by fourteen (14)
times between the 1950s and the 1990s. Record damage of US$190 billion worldwide
was recorded in 1995, the year of the Kobe earthquake. This was equivalent to 0.7%
of global gross domestic product (GDP)! Prior to 1987, there was only one occasion
when insured losses from a natural disaster exceeded $ 1 billion; since then there
have been 18 more occasions (as of 2001), of which 16 have occurred since 1990.
Since 1994, global losses from natural disasters either approach, or more recently
exceed the annual amount of overseas assistance for economic and social
development programs. Individual countries are now regularly assessing their losses
from disasters. The Subcommittee of Natural Disaster Reduction in the United States
of America estimates that for each of the three years from 1995 to 1997, natural
hazards cost the country at least $50 billion a year, or the equivalent of about a billion
dollars every week. The floods suffered by China in 1991, 1994-95, and 1998 caused
losses ranging from $20 billion to $35 billion, and the Chinese National Academy of
Sciences estimates that annual losses from natural disasters during the period from
1989 to 1996 have been the equivalent of from 3 to 6 per cent of the Chinese Gross
Domestic Product, with an average of 3.9 per cent for the period. Losses associated
with the earthquake that destroyed parts of Kobe in 1995 exceeded $120 billion . In
Honduras, Hurricane Mitch (1998) set back the countrys development 20 years.
Estimates of losses associated with the Izmit earthquake near Istanbul, Turkey in 1999
was equivalent to 9 percent of their annual GDP. When figures of this magnitude are
considered in relation to national economies, or the potential exposure of markets to
such losses, the reality of potential risks begins to attract the attention of business
decision-makers.
Current perspective: what humanitarian assistance means
Currently, humanitarian assistance largely means the mobilization of relief goods and
assisance in rehabilitation. This is where the business sector has been active, that is,
in the mobilization of response and rehabilitation resources to help affected
communities to cope and recover from the effects of disasters. It is based on the belief
that economic development will not be as stable or as robust if equity issues are not
addressed. It is in the corporations self interest that the economy is strong. And the
economy is strong if income distribution issues are addressed especially after a
disaster in which the poor are the most affected. According to the Citizens Disaster
Response Center, 96,978,387 Filipinos were affected by disasters during the years
1991 to 2001. Note that this number is larger than the total population of the country,
indicating that many have been victimized more than once. Most likely, the multiple
victimization occurs at the lowest income level. CNDR and its partner networks were
able to mobilize P 95.6 million worth of relief goods in those eleven years, which were
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distributed to 1.2 million families. The three years when the donations were highest
were in 1991 and 1992 as a result of the Mt. Pinatubo eruption and the subsequent
lahar flooding of Pampanga and Tarlac, and in 1999 after the 1998 El Nio episode
which created drought conditions in Mindanao. In light of the tremendous resources of
expended to cure, it must be asked whether the bottom line would have been better
had equivalent resources been committed to reduce the risks of these disasters. As
the general public is constantly exposed to medias coverage of large earthquakes
around the world, there is a growing realization of the public value of reducing these
risks. For example, following the Turkish earthquake, the excitement of dramatic
rescue shifted to more political inquiries about sub-standard buildings.
Shift in perspective: humanitarian assistance should mean risk management
From the figures cited earlier, there is abundant evidence that disasters impact not
only lives and health, but increasingly the local and international economy on which
businesses and the community depend. Following the news about the Taiwan
earthquake in September 1999, multinational business interests focused their attention
on the possible interruption to the production schedules of the Taiwanese computer
chip manufacturers. The effect of the delayed delivery of chips created ripples at the
New York Stock Exchange as high tech stocks dropped in value. With increasing
interdependence in a global economy, the potential loss from a natural calamity and
the greater difficulty in making urgent repairs, has attracted more attention to disaster
mitigation. Initiatives must shift in order to prevent natural hazards from becoming
social and economic disasters. This view would require a much greater involvement of
people more immediately at risk to hazards, and their engagement in new forms of
partnership motivated by perceived self-interest. Societies are changing from a culture
of fatalism to a culture of participation. Governments will then have to shift from a
reactive response to preventive and mitigative responses to disaster. It is
acknowledged that the humanitarian community has performed a remarkable job in
responding to disasters. But the most important task in the medium and long term is to
strengthen and broaden programs that reduce the number and cost of disasters.
Prevention is not only more humane than cure; it is also more cost effective So this
message should sit well with the business sector.
Emerging perspectives: what the corporate network for disaster response
learned
The Corporate Network for Disaster Response believes that the business sector
should assume a risk management posture as an extension of their business strategy,
which also include corporate social responsibility. CNDR has thus been involved in
roles which are considered pioneering in this part of the world. These are:
1. Testing New Approaches
The Bayanihan Program of Prevention, Mitigation, Preparedness (PMP) The business
sector constantly seeks opportunities for innovation. The four year Bayanihan Program
implemented by CNDR with support from USAID is a successful prototype on
prevention-mitigation and preparedness where various sectors (government, NGOs,
business sector, the academe and local communities) are involved. It was
implemented in the provinces of Negros Occidental, Pampanga, Davao del Norte and
Compostela Valley. One of its project sites Guagua, Pampanga was awarded the
prestigious Galing Pook Award for excellence in disaster management. It
demonstrated the benefits of prevention-mitigation and preparedness by showing how
under the PMP program, the municipality saved 9.5 billion Pesos in potential damage.
The evidence of the success is so clear especially when contrasted with the outcome
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in the adjoining municipality of Bacolor where damage was nearly 100%. Earlier this
year, CNDR concerned itself with the ability of Metropolitan Manilas hospitals to cope
with mass casualty events. This time we decided to focus on the more complex,
human-induced disasters like radiological, biological and chemical events. These
would require special handling by our hospitals, half of which are owned and operated
by the private sector. By coincidence, as we were undertaking the planning, these
events became all too real. Within a few weeks span, there was a reported theft of
some active radiological material, the SARS pandemic broke out, and a chemical plant
located in a dense urban neighborhood in Metro Manila had an explosion which
resulted in a number of casualties.
2. Stakeholders Networking and Advocacy.
As an extention of its corporate practices, the business sector is adept at networking,
alliance building, lobbying and advocacy. In the Philippines, CNDR has established
partnership with non-government organizations, local government units, the leagues of
local governments (municipalities, cities, and provinces) and the National Disaster
Coordinating Council. One important role that the private sector performs is advocating
improvements on disaster management policies and actions. Happily, the
receptiveness of policy makers to proposed reforms, has been gratifying.
3. Public Education: Support to Hazard Awareness
The Corporate Network For Disaster Response also performs a public education role
through the media, some of whom are also members of CNDR. It had worked with the
Philippine Institute of Volcanology and Seismology (PHIVOLCS), PAGASA and the
National Disaster Coordinating Council in several public awareness programs such as
the Science and Technology Caravan and various seminars on earthquake
preparedness.
4. Building Disaster Resistant Communities
Encouraged by the success of the Bayanihan PMP, CNDR would like to be engaged in
new programs to build disaster resistant communities. CNDR and its partner NGOs
and local government units have agreed to continue working at the village level. This
time the focus would be reducing vulnerability of livelihood on which the community
depends. The business sector will provide the technical advisory role on livelihood risk
management. It is envisioned that approaches would be tested and documented and
when successful, the experiences could be replicated.
Conclusion: risk management makes $ and sense
The uncertainty of predicting the occurrence of large earthquakes should not be taken
as an excuse for inaction. The growing involvement of the business sector in disaster
response is a measure of the broadening areas of pursuit of corporate social
responsibility. As we have attempted to prove, to any effective business leader, risk
management makes $ and sense.
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Readings
ON DISASTER MANAGEMENT and LEADERSHIP
More effective prevention strategies would save not only tens of billions of dollars,
but save tens of thousands of lives. Funds currently spent on intervention and relief
could be devoted to enhancing equitable and sustainable development instead, which
would further reduce the risk for war and disaster. Building a culture of prevention is
not easy. While the costs of prevention have to be paid in the present, its benefits lie
in a distant future. Moreover, the benefits are not tangible; they are the disasters that
did not happen.
- Kofi Annan, UN Secretary General
CBDPMit for Community Based Disaster Preparedness and Mitigation!

CBDP-
community participation is essential

builds on and strengthens local capacities
disaster risk and vulnerabilities are reduced
proactive with stress on preparedness, mitigation
and prevention
M - multi-stakeholder/sectoral/disciplinary/level disaster
risk management but priority for the most vulnerable
i - integration into development planning and processes
t - transforming at risk and vulnerable communities to
safe, disaster resilient and developed communities
-
Lorna Victoria, Lessons Learned Workshop,

Asian Urban Disaster Mitigation Program,
Bali September 2002
People-centered governance is a prerequisite for disaster reduction. The most

vulnerable people must participate in accountability processes in order to sustain
governance for disaster reduction. Freedom of and access to information on policies,
rights and major decisions enables meaningful participation in disaster reduction.
Stronger local governance enables locally appropriate decision making for disaster
reduction.
Policies and obligations for disaster reduction need to be legally
enforceable. Development projects must be subject to public scrutiny before approval,
to ensure that they are not creating new disasters. There must be cooperation at a
national level for disaster reduction to be effective.
Effective trans-national
accountability agreements will promote safety outside a countrys borders.
- Action Aid International, World Conference on
Disaster Reduction, January 18-22 2005, Kobe
Appropriate governance for disaster risk management is a fundamental requirement if
risk considerations are to be factored into development planning and if existing risks
are to be successfully mitigated.
- UNDP, 2004
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Core Competencies, Skills & Traits of A Disaster Manager

9 Ability to read & write effectively
9 Ability to plan
9 Knowledge of appropriate legislation and government system
9 Cultural Knowledge Mathematical Knowledge
9 Negotiation Knowledge
9 Knowledge and understanding of different hazards
9 Knowledge and understanding of roles and responsibilities of
partner organizations
9 Data interpretation knowledge
9 Leadership
-
Disaster Preparedness Seminar for Local Chief

Executives, Office Of Civil Defense c/o Atty/
Priscilla Duque, 2005
The Seven Habits of Highly Effective People

9 Habit 1: Be Proactive (The Principle of Personal Vision
Highly proactive people recognize responsibility and do not
blame circumstances or conditions if they fail to do something.
9 Habit 2: Begin with the end in mind (The Principle of Personal Leadership)
Know where youre going today, tomorrow and the days to come
so that the steps you take are always in the right direction.
9 Habit 3: Put First Things First
Schedule your priorities, not prioritize whats on your schedule.
Manage time effectively by undertaking more preparation,
planning, prevention, true recreation, relationship building value
clarification and self-empowerment
9 Habit 4: Think Win/Win (Principle of Interpersonal Leadership)
Frame of mind and heart that constantly seeks mutual benefit in
all human interactions. Agreement or solutions are mutually
beneficial, mutually satisfying, all parties feel good about the
decision and feel committed to the action flow.
9 Habit 5: Seek First to Understand than to be Understood (Principle of
Emphatic Communication
Listen with intent to understand the person emotionally and
intellectually. Listen for feelings, for meaning and behavior.
Diagnose before you prescribe.
9 Habit 6: Synergy (Principle of Creative Cooperation)
The whole is greater than the sum of its parts. The effort of one
when combined with other efforts will produce better results.
9 Habit 7: Sharpen the Saw (Principle of Balance Self-Renewal)
Continuous development, enhancement and improvement of a
persons physical, spiritual, mental, social and emotional assets.
-
Steven Covey 1990 cited in RERT Modules
Timeless Leadership Principles

9 Optimism
9 Calmness
9 Courage
9 Preparedness
9 Faith in God
- Rudy Giuliani, former Mayor, New York City
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Qualities of a Community Based Disaster Risk Manager

9
9
9
9
9
Precise as a Swiss watch

Memory of an elephant
Energy of an Olympic Gymnast
Meticulous like Picasso
Compassion of Mother Theresa
-
Zen Delica-Willison, First Philippine National

Conference of CBDM, Jan 2003
95
Module 2 SESSION 3: RELEVANT LAWS and

REGULATIONS
1. Cite the legal basis of frequently asked questions; and
2. Answer frequently asked questions regarding laws, policies and procedures on
barangay disaster (risk) management
Key Points:
1. The basic law in the implementation of disaster management program in the
Philippines is PD 1566 Strengthening of the Philippine Disaster Control
Capability and Establishing the National Program on Community Disaster
Preparedness
2. RA 7160 the Local Government Code of 1991 reinforces the pursuit of disaster
management program at the local government level.
3. PD 1096 the National Building Code of the Philippines, PD 1185 Fire
Code of the Philippines are concerned building safety while RA 8185 s-1997 is
relevant to funding disaster management with 5% of the estimated revenue
from regular sources.
4. While there had been actions to update PD 1566 in Congress since the __
Congress, Executive Orders and NDCC issuances have made guidance to
policy and operational issues.
Methods:
1. Buzz Session: FAQs (Frequently Asked Questions. or Matching Game
Process:
1. FAQs. Ask Participants to pair with seatmate to the right. Give 3 minutes to
discuss questions they have or questions they anticipate will be asked to them
about the Philippines disaster management system, program and operations
(especially at the barangay level, but not excluding questions in relation to
higher levels).
96
2. Divide the Participants into 2 Groups. Give out the title of the law, executive
order or issuance to match with content of particular relevance to the
barangays. After a quick discussion the 2 groups will post their matched items
on the board or wall. When all participants are back on their seats, collectively
look which items are properly matched, using each item to elaborate on the
content of the legislation, executive orders and NDCC issuances.
3. Stress that the barangay has the authority of the barangay on local legislation
for disaster risk management and discuss the procedure for this to make
resolutions these to elaborate on the Use the results of the group exercise
4. For questions which are not covered by this session, post them on the board
and point out to the Participants which will be discussed in the succeeding
modules and sessions.
Materials Needed:
1. Copy of portions of laws and issuances on the Philippines disaster management system and program which are relevant for the barangays.
2. Matching Game. Two sets of items to match..
Duration:
1.5 hours
Laws and Regulations on Disaster Management Program, DILG BLGD and LGA
&

1. Usually, the most FAQ at the barangay level (at any level) is about financing
disaster preparedness activities. RA 8185 specifies that the LGU has to
declare a state of calamity before the 5% IRA can be utilized.
2. LGUs can join the ongoing advocacy work to update and revise PD 1566.
While the basic law has not yet been changed, Executive Orders, NDCC
Issuances and Memorandum Circulars make some changes as allowable
within the parameters of the law.
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Readings
LAWS AND REGULATIONS on DISASTER MANAGEMENT

1) BASIC LAW IN THE IMPLEMENTATION OF DISASTER MANAGEMENT
PROGRAM IN THE PHILIPPINES
PRESIDENTIAL DECREE NO. 1566
This Decree, which was promulgated on June 11, 1978, calls for the Strengthening of
the Philippine Disaster Control Capability and Establishing the National Program on
Community Disaster Preparedness.
Salient Provisions:
1. State policy on self-reliance among local officials and their constituents in
preparing for, responding to and recovering from disasters.
2. Organization of the National, Regional and Local Disaster Coordinating Councils
(DCCs).
3. Preparation of the National Calamities and Disaster Preparedness Plan (NCDPP)
by the Office of Civil Defense and implementing plans by the NDCC memberagencies and local DCCs.
4. Conduct of periodic drills and exercises by concerned agencies and local DCCs.
5. Authority for the local government units to program funds for disaster preparedness
activities such as the organization of DCCs, establishment of Disaster Operations
Center (DOC) and training and equipping of DCC response teams. This is in
addition to the 5% under Sec. 324 (d) of the Local Government Code of 1991, as
amended.
RULES AND REGULATIONS IMPLEMENTING P.D. 1566
Under the IRR of PD 1566, the disaster management activities of DCC memberagencies as well as procedures and guidelines for inter-agency coordination and
dissemination of information during the three (3) phases are defined.
A. Pre -Disaster Phase
1. Planning for Disaster
Development/formulation of Disaster Management Plan (DMP) to be submitted to
the RDCC through the OCD for review and evaluation. The plan should conform to
the guidelines in the NCDPP and shall be revised/updated as necessary.
2. Organizing
Organization of DCCs in accordance with the DCC structure set forth in the
NCDPP, supported with a Sanggunian Resolution.
Establishment of DCC guidelines for inter-agency coordination/ networking.
3. Training
Conduct of training on disaster management for DCC members; skills training for
DCC operating teams, volunteers and community members in coordination with the
following agencies: OCD provides guidance and assistance in the
development/preparation of programs of instruction and the conduct of training;
DSWD provides guidance in the conduct of disaster preparedness of the barangay
98
tri-sectoral group focused on relief; PNRC conducts disaster leadership training

courses; DECS assists in the public education campaign through integration in
school curricula of subjects relative to disaster; DTI trains disaster control
groups/reaction teams in large buildings used for commercial purposes.
4. Drills
Conduct of organizational and community drills/exercises periodically in order to
assess effectiveness in responding to disasters. OCD shall assist/observe and
provide critique in the conduct of drills and exercises.
5. Stockpiling
Pre-determination of food, clothing, shelter, medical supplies, transportation and
other emergency requirement.
Takes appropriate measures to stockpile the same.
6.
Resource Data Canvassing

Identification of existing resources.
Evaluation capability of resource organizations to carry out disaster-related tasks.
Allocation of suitable roles to resource organization.
7. Public Information/Awareness Drive

Conduct of public information/awareness campaign in coping with disaster
situations in coordination with the Office of Civil Defense, Philippine Information
Agency as well as other government/or private entities with facilities for
dissemination of information.
8. Communications and Warning Activities
Organization of warning units in the province.
Establishment of a warning system that must be clearly defined and written down
in plans, standard operating procedures and other relevant documents.
Inform concerned officials and agencies in the province as well as the general
public of the warning system.
B. Emergency Phase
Mobilizes all emergency services of the DOC, namely, rescue and engineering,
evacuation, first aid and medical services, emergency relief, police and fire
auxiliary, transportation and survey and damage assessment with the national
government supporting the efforts of the Council..
Evaluation of survey results and submission of damage report and
recommendation to NDCC through the RDCC.
C. Post-Emergency Phase
1. Cross-checking of data of damage report with pre-emergency data obtained to
facilitate the location or whereabouts of persons and to assess available
community resources for rehabilitation purposes.
2. Rehabilitation Requirements
Determines the nature and extent of rehabilitation efforts to be undertaken and
requests for assistance from appropriate government agencies, private
offices/agencies or individuals, if the situation goes beyond the capability of the
PDCC.
99
2) OTHER LAWS WITH DISASTER MANAGEMENT PROVISIONS

1. PD 1096 - Otherwise known as the National Building Code of the Philippines. It
specifies minimum requirements and standards on building design for buildings to
protect against fires and natural disasters.
2. Rule 1040 of the Occupational Safety and Health Standards (as amended)
provides for the organization of disaster control groups/health safety committee in
every place of employment and the conduct of periodic drills and exercises in work
places.
The administration and enforcement of this Rule is reposed upon the Department
of Labor and Employment, in co-ordination with the local government unit where
the work placed is located.
3. PD 1185 Otherwise known as the Fire Code of the Philippines.
This Decree requires, among others, the administrators or occupants of buildings,
structures and other premises or facilities and other responsible persons to comply
with the following:
a. Inspection requirement by the Bureau of Fire Protection as a prerequisite to the
grant of permits and/or licenses by LGUs or other government agencies
concerned.
b. Provisions for safety measures for hazardous materials as well as for hazardous
operations/processes.
c. Provisions for fire safety construction, protection and warning system such as
firesprinklers, alarm devices, firewalls, fire exit plan, etc.
d. Conduct of periodic fire and exit drills.
4. R.A. 7160 otherwise known as the Local Government Code (LGC) of 1991, as
amended.
The LGC of 1991 contains provisions supportive of the goals and objectives of the
disaster preparedness, prevention/mitigation programs. These provisions of the
LGC reinforce the pursuit of Disaster Management Program at the local
government level.
Sec. 16 General Welfare
Every local government units shall exercise the powers granted, those necessarily
implied therefrom, as well as powers necessary, appropriate or incidental for its
efficient and effective governance, and which are essential to the promotion of general
welfare. Within their respective territorial jurisdiction, local government units shall
ensure and support, among other things, the preservation and enrichment of culture,
promote health and safety, enhance the right of the people to a balanced ecology,
encourage and support the development of appropriate and self-reliant scientific and
technological capabilities, improve public morals, enhance economic prosperity and
social justice, promote full employment among their residents, maintain peace and
order and preserve the comfort and convenience of their inhabitants.
Sec. 17 Basic Services and Facilities Devolved to LGUs
This provision speaks of the basic services and facilities devolved to the local
government units. Specifically, among the devolved functions and facilities are (1)
health services which include hospitals and other tertiary health services; (2) social
welfare services which include program and projects on rebel returnees and evacuees;
relief operations, and population development services, and (3) infrastructure facilities
intended to service the needs of the residents of the province and which are funded
out of provincial funds, including but not limited to provincial roads and bridges; interIntegrating Disaster Risk Management in Local Governance Project
100
municipal waterworks; drainage and sewerage; flood control and irrigation systems;
reclamation projects, and similar facilities.
Sec. 389 and 391. Powers, Duties and Functions of the Punong Barangay and
Sangguniang Barangay
Secs. 444 and 447. Powers, Duties and Functions of the Municipal Mayor and
Sangguniang Pambayan
Sec. 455 and 458. Powers, Duties and Functions of the City Mayor and
Sangguniang Panlunsod
Sec. 465 and 468. Powers, Duties and Functions of the Provincial Governor and
Sangguniang Panlalawigan
Generally, under the above provisions of RA 7160, the local chief executives and
Sanggunian are expected to carry out the following DM functions and
responsibilities:
Local Chief Executives:
1. Implement the emergency measures during and in the aftermath of a disaster or
emergency.
2. Submit supplemental reports to higher authority/OP re extent of damages incurred
due to disasters or calamities affecting the inhabitants.
3. Call upon law enforcement agencies to suppress civil defense
disturbance/uprising.
4. Promote the general welfare/ensure delivery of basic services.
Sanggunian:
1. Adopt measures to protect the inhabitants from the harmful effects of natural or
man-made disasters.
2. Provide relief and rehabilitation services/assistance to victims.
3. Adopt comprehensive land use plan.
4. Enact/Review zoning ordinances.
Sec. 324 (d) as amended by RA 8185, s-1997 which states that Five percent (5%)
of the estimated revenue from regular sources shall be set aside as annual lump
sum appropriations for relief, rehabilitation, reconstruction and other works or
services in connection with calamities occurring during the budget year: Provided,
however, that such fund shall be used only in the area or a portion thereof, of the
local government unit, or other areas affected by a disaster or calamity, as
determined and declared by the local sanggunian concerned.
3) PRESIDENTIAL ISSUANCES
EO 948, s-1984 on the grant of compensatory benefits to disaster volunteer
workers (Note: This has yet to be enforced).
Proclamation No. 296 s, 1988 as amended by EO 137, s-1999 declaring the 1st
Week of July of every year as Natural Disaster Consciousness Week (now Whole
Month of July as National Disaster Consciousness Month)
PMO No. 36, s-1992 as amended by PMO No. 42, s-1997 on the establishment of
a special facility for the importation and donation of relief goods and equipment in
calamity-stricken areas.
PMO dated February 10, 1999 on the guidelines on the programming and use of
calamity fund
EO 137 dated August 10, 1999, declaring the month of July of every year as
National Disaster Consciousness Month and Institutionalizing the Civil Defense
Deputization Program.
101
D. NDCC Issuances:
Memo Order No. 02, s-1999 - Revised policies and procedures on calamity fund
management.
Memo Order No. 04, s-1998 - Amended policies, procedures and criteria for
calamity area declaration.
Memo Order No. 13, s-1998 - Amended policies and procedures on the provision
of financial assistance to victims of disasters.
Others such as policies and procedures on foreign disaster assistance, criteria and
procedures on the search for outstanding DCCs and disaster heroes, communitybased rescue, evacuation and relief operations and volunteerism.
2. ORGANIZATIONS:
The basic Philippine law on disaster management, Presidential Decree (PD) 1566,
promulgated in 1978, provides for the organization of multi-sectoral disaster
coordinating councils at every level of government, from the national level to the
barangay (or village) level. Through these disaster coordinating councils, which are
able to link with all relevant government agencies and civic organizations, Philippine
communities mobilize resources and capabilities needed to manage disasters.
The disaster coordinating council approach enables the country to utilize all available
means for disaster response, means that are ordinarily used for military and police
missions, public service or commercial purposes, but may be rapidly converted into
disaster reduction capabilities. It also allows for routine cooperation, sharing of
resources, and dissemination of information during periods of extreme stress and
emergencies. At the same time, the disaster management coordination approach
provides for dedicated technical capabilities for specialized disaster management
services as well as confuting attention to disaster preparedness.
At whatever scale of disaster, whether national, regional, provincial, municipal, village,
or any levels in between, an appropriate disaster coordinating council is established,
organized and trained to respond. The National Disaster Coordinating Council or
NDCC, is the policy-making and coordinating body for disaster management at the
national level. It directs all disaster preparedness planning, as well as disaster
response operations and rehabilitation, both in the public as well as private sectors. It
advises the President on mattes related to natural calamities and disasters, including
recommendations for the declaration of a state of calamity in disaster-affected areas. It
is composed of the heads of fourteen national ministries, the Chief of Staff of the
Armed Forces of the Philippines, the Secretary-General of the Philippine National Red
Cross, and the Administrator of the Office of Civil Defense. The Defense Minister, or
Secretary of National Defense, serves as the Chairman, of the NDCC, with the Civil
Defense Administrator as Executive Officer.
In each local government of the province, city or municipality, the local disaster
coordinating council is headed by the elected chief executive, such as the governor or
mayor. In these local disaster coordinating councils, local as well as central
government agencies operating at the local level cooperate with civic and nongovernment organizations under the leadership of the highest elected local official.
Thus, disaster management is imbedded deeply into the democratic of governance of
the Philippines.
Typical Barangay DCC organizational chart (see next page)
102
DISASTER MANAGEMENT PLANNING:

Planning for disasters or emergencies was institutionalized under Presidential Decree
No. 1566, s-1978, which called for the formulation of a National Calamities and
Disaster Preparedness Plan by the Office of Civil Defense, and implementing plans by
NDCC with member-agencies which should conform with the national plan. Other DCC
networks are likewise expected to formulate their respective plans for disaster
management. In 1991, the government realizing the significance of disaster mitigation
in achieving sustainable development started integrating this component of disaster
management into the Medium Term Philippine Development under the Development
Sector Administration.
At the local government level, provinces, cities, municipalities and barangays (villages)
are required to integrate their disaster management plans into their respective local
development plans.
Part of the disaster management training for members of the Disaster Coordinating
Councils is Disaster Management Planning components of which include the
preparation of a hazard and resource map of the community, DM plan, implementing
plans of the DCC Operating Teams and annual action plan.
Contingency plans are also formulated to address specific emergencies that may likely
affect the country and communities.
These plans are regularly updated and revised and are activated upon the occurrence
of a disaster or emergency.
Source: DILG c/o BLGD and LGA
103
FACILITATORS GUIDE and SOURCEBOOK: BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP
MODULE 3: BARANGAY RISK

ASSESSMENT
Session 1: Introduction to Barangay Risk Assessment

(Hazard Vulnerability Capacity Assessment)
Session 2: Hazard Assessment
Session 3: Vulnerability and Capacity Assessment
Session 4: Barangay Watching
(Barangay Risk Assessment Field Work)
104
105
Module 3 SESSION 1: BARANGAY DISASTER RISK

ASSESSMENT
1. Explain the purpose of of barangay/community disaster risk assessment
2. Identify the components of barangay risk assessment
3. Explain why gender, socio-economic status, educational background,
culture and ethnicity should be considered in community risk assessment
age,
Key Points:
1. The barangay risk assessment is a participatory and systematic process to
identify and analyze local disaster risks.
It unites the barangay/community in
common understanding of their disaster situation.
2. The barangay/community risk assessment is a necessary step for the adoption of
appropriate and adequate countermeasures to prepare for and reduce disaster
risks.
3. Combining science with local knowledge, the barangay risk assessment involves
4 interrelated components hazard assessment, vulnerability assessment,
capacity assessment and understanding how people perceive and understand
disaster risks (peoples perception of risk).
C Methods:
1. Exercise: What do you see?
Process:
1. Show the picture and ask the participants What do you see?. Have the
participants point to the features of what they see. If there is time, show another
picture. Relate the differences in what the participants see in the picture/s to the
varying perceptions of disaster risk among people or groups living in the same
barangay/community. Ask the participants why such different perceptions of
disaster risk can exist.
2. Summarize that peoples perception of their disaster situation (and taking

different actions based on this) is influenced by age, educational background,
occupation, length of stay in the community, economic status, culture, ethnicity,
and gender. Barangay residents and outsiders may also have differences in
looking at the community situation.
3. Link the discussion of differing perception of disaster risk to the purpose of risk
assessment. The barangay risk assessment unifies the community in common
understanding of their disaster risk which is necessary for unity in the adoption
and implementation of the preparedness and mitigation measures.
4. Risk assessment is the basis for sound planning of appropriate and adequate
preparedness and mitigation measures. Other purposes of the barangay risk
assessment are:
- Contributes to communitys awareness of threats they did not know
before
- Provides information which can be used in situational analysis for
community development program purposes and in drafting emergency
appeals
- Provides baseline data or indicators to measure changes in peoples
vulnerability and capacity over time
5. Understanding peoples perception of disaster risk is one component of disaster
risk assessment which has already been discussed. Ask the participants to
recall the discussion on basic disaster management concepts and then run
through
the 3 other components -hazard assessment, vulnerability
assessment and capacity assessment. Simply put, risk assessment can simply
be called hazard vulnerability capacity assessment. Some also put in word
participatory to stress the importance of involving the community and other key
stakeholders in participatory risk assessment or participatory hazard vulnerability
capacity assessment.
6. Participatory risk assessment combines science and technology (which are
usually brought to the community by outsiders) and local knowledge and
experience (of insiders or community members). Tell the participants that
details and tools for participatory risk assessment or participatory hazard
vulnerability capacity assessment will be discussed in the next sessions.
Summarize the discussion by reviewing the key points discussed.
7. The results of the participatory hazard vulnerability capacity assessment are
usually put into a map. Colors are used to indicate areas or delineate zones in
the barangay which are at high, moderate or low risk to various threats or
hazards or which are safe or unsafe for settlements, economic activities, and
other community functions.
Materials Needed:
1. Pictures for What do you see?
2. Visuals aids for interactive discussion
106
Duration:
107
1 hour
Community Risk Assessment, Center for Disaster Preparedness CBDRM Training

Hand-outs
&Tips:
1. Peoples perception of disaster risk, one of the 4 components

assessment is already taken up in this introductory session.
of risk
2. You can refer to the website of Provention Consortium

www.proventionconsortium.org for a collection of conceptual articles and various
tools for community risk assessment
3. Depending on the grasp of the Participants on the disaster management
concepts and time availability, this Introductory Session can be expanded to
cover more details on hazard vulnerability capacity assessment and participatory
tools to use in risk assessment and have the Participants immediately proceed
to the Field Work. With this alternative, Module 3 is compressed to only 2
sessions.
Readings
COMMUNITY RISK ASSESSMENT
(HAZARD VULNERABILITY CAPACITY ASSESSMENT)
1. BASIC DEFINITIONS
a. Disaster Risk
a. Likelihood or probability of a hazard striking a vulnerable community, causing
injury, damage and loss.
b. Disaster risk =
hazard x vulnerability
--------------------------capacity
b. Assessment
-
A participatory process involving on-the spot collection, interpretation and

analysis of information from various sources
c. Community Risk Assessment

-
A participatory process to identify and assess the hazards (which

threaten the a community) and the communitys vulnerabilities and
capacities.
Involves an understanding of how people in the community perceive and

measure disaster risk
Involves analysis of past patterns of hazards and present threats at the

community level (hazard assessment), combined with an understanding
of the underlying causes of why hazards become disasters (vulnerability
assessment) and of the available resources an affected community uses
to reduce risk (capacity assessment), and how different people perceive
and measure risk (perception of risk)
108
2. PURPOSE OF COMMUNITY RISK ASSESSMENT
Unites the community in a common understanding of their disaster risk -hazards, vulnerabilities and capacities
Basis for identifying appropriate and adequate risk reduction measures
Contributes to raising community awareness about potential risk they did not
know before
Baseline data on the community situation -- its vulnerabilities and capacities - when compared with data at a later period can be used to evaluate the
results of the community disaster preparedness activities
Data generated can be used in situational analysis and needs for projects
proposals for mitigation and community development projects
3. COMPONENTS OF COMMUNITY RISK ASSESSMENT

Community Risk Assessment has 4 inter-related components:
a. Peoples Perception of Risk - understanding the perception of risk of
different groups and sectors of the community
b. Hazard Assessment - assessing the nature and behavior of hazards
c. Vulnerability Assessment - identifying the particular elements at risk and
why they can be damaged
d. Capacity Assessment - identifying how peoples survival or coping
strategies and what resources can be used in disaster management activities
(before, during and after a disaster)
4. PEOPLES PERCEPTION OF RISK
Peoples vulnerability and how they perceive or view disaster risks are
influenced by socio-economic status.
Aside from income levels, age, gender, educational background, livelihood

and employment, culture are important considerations why people have
different ways of looking at the community disaster situation.
Peoples perception of disaster risk is also influenced by previous

experiences and knowledge (or lack of) of their exposure to hazards and the
specific preparedness and mitigation measures to undertake before, during
and after the disaster.
109
Insiders (community members) and outsiders (NGOs, local and national

government agencies) may also have differing perceptions of the disaster
risk.
The community risk assessment process provides the venue to share these
different views or perceptions. Community risk assessment results in a
common understanding of the communitys disaster situation which becomes
the basis for common actions to take in disaster risk reduction.
The community risk assessment process combines local knowledge with

scientific and technical information (which outsiders usually bring into the
community)
Various tools (which are adapted from participatory rural appraisal or

participatory learning and action) are used in community risk assessment to
bring to the open different views and validate information.
The community measures its disaster risk such as high, moderate or low for
various hazards, or delineate areas in the community which are safe and
dangerous for housing, economic activities and other community functions.
Source: Center for Disaster Preparedness CBDRM Training Hand-outs
110
Materials Needed
What Do You See?
111
Module 3 SESSION 2: HAZARD ASSESSMENT
1. Identify and rank the hazards or threats which may damage the
barangay/community
2. Describe the nature and behavior of several hazard types
3. Discuss participatory tools which can be used in hazard assessment
Key Points:
1. Hazard assessment involves the identification of hazards or threats which may
damage the barangay/community. It also involves the analysis of the nature and
behavior of the hazards or threats.
2. Hazard assessment looks into the disaster history of the barangay what
disasters have been experienced in the past as well as other hazards or threats
which the community may not be aware of.
3. The analysis of the nature and behavior of hazards looks into its force, warning
signs and signals, forewarning, speed of onset, frequency, speed of onset,
when the hazard occurs, and its duration.
4. Various tools for barangay/community hazard assessment can be used to
encourage participation and group discussion, triangulate and validate data, and
have a visual record of results..
C Methods:
1. Group Exercise: Feel, Hear, See! or Recall of Disasters Experienced
3. Group work for actual hazard assessment using various tools
Process:
1. Feel, Hear, See! Divide the participants into 2 3 groups. Pass around the
sealed bag with various objects for the groups to identify its content by touching,
smelling, or hearing its sounds. Each group then reports what items are in the
bag. Link this game to the session on hazard assessment, that the community
needs to study the nature and characteristics of hazards to be able to design
appropriate and adequate preparedness and mitigation interventions. This is
similar to preparing for war, where knowing the enemy is very important.
112
2. Recall of Disasters Experienced. Ask the participants to recall the disasters

that they have experienced in the past. Probe more and ask questions on how
the participants knew that there was impending danger. Stress that to prepare
for and to reduce damage and loss from disasters, understanding the nature and
behavior of hazards and threats is important.
3. Explain that hazard assessment involves the identification of hazards or threats
which may damage the barangay/community. Hazard assessment looks into the
disaster history of the barangay what disasters have been experienced in the
past as well as other hazards or threats which the community may not be
aware of.
4. Hazard assessment also involves the study of the nature and behavior of the
hazards or threats taking into consideration the following.
-
Force which can damage: wind (for typhoon and tornado); water (heavy rain,
flood, river overflow, giant waves, dirty water causing epidemic); land (slide,
erosion, mudflow, lahar), seismic (ground shaking, ground rupture,
liquefaction, tsunami), conflicts (war, terrorism); industrial/technological
(pollution, radioactive leaks); others
Warning signs & signals: scientific and indigenous/local signs that hazard
is likely to happen
Forewarning: time between warning and impact
Speed of onset: rapidity of arrival of hazard and its impact (very slow such
in 3-4 months in the case of drought; 3-4 days in the case of cyclone; very
rapid for earthquake
Frequency: does the hazard occur seasonally, yearly, once every 10 years,
once in a lifetime, etc.
When: does the hazard occur at a particular time of the year (wet or dry
season; in November to April)
Duration: how long the hazard is felt (earthquake and after shocks;
days/weeks/months that area is flooded; length of period of military
operations
5. In doing hazard assessment, the following have also to be considered:

- Secondary hazards: earthquake can cause landslides; cyclone can cause
flooding and landslide; flood can cause epidemics
- Intensities of hazards: earthquake and cyclone
- Hazards or threats which the community has not experienced yet. Combining
scientific and technical information with local knowledge.
- Use of hazard assessment results for public awareness, designing early
warning, and evacuation plans
6. Group the participants to do the hazard assessment using the following tools:
113
Time line of disasters for disaster history

Seasonal calendar for seasonality of hazards or threats
Hazard map to pinpoint areas in the barangay/community which are prone
to or threatened by hazards
Hazard Assessment Matrix for nature and behavior of hazard
7. After groups have finished their discussion and visuals, each group presents to
the plenary body and groups actively validate or change the information provided
by the reporting group.
8. Summarize session by reviewing the hazards which have caused and which can
cause damage in the barangay.
Materials Needed:
1.
2.
3.
4.
Spot map or base map of the barangay

Flip chart/easel paper or manila paper, different colored markers or pencils
Hazard Assessment Matrix
Visual or description of tools to use in hazard assessment
Duration:
References/Hand-outs:
1.5 hours
1. Hazard Classification, UN ISDR

2. Major Hazards, Family and Community Disaster Preparedness: Guide for
Training Families and Communities, Department of Social Welfare and
Development
3. Hazard Assessment Matrix
4. Guidelines for Elaborating a Community Risk Map by Ren Martorell and Rocio
Senz, UNISDR Latin America & the Caribbean
5. Guidelines for Producing A Community Risk Map, UNISDR Latin America & the
Caribbean, Disaster Risk Reduction 1994 2004, UN ISDR
&Tips:
1. Do secondary data gathering for details of hazards, especially for those which
the community has not yet experienced or may not be aware of. Check with
PAGASA, PHIVOLCS and DENR for hydrometeorological, geologic and
environmental hazards.
2. Pointers in making a Barangay Hazard and Evacuation Route Map (as shared by
Mr. Jesse Umbal, Hazard Mapping Specialist):
a. Elements of the Map
- Orientation: northing of the map should be indicated
- Reference points: landmarks like school, river, roads
- Legend: symbols and captions
114
- Political boundaries
- Others: street names, minor captions
b. Plan ahead! How big a map do we want to make? Make the legends first,
including agreeing on colors to use.
c. Checklist of information needed to make a barangay flash flood and
debris flow hazard map:
- Community landmarks and major roads
- Safe and unsafe zones
115
116
Materials
HAZARD ASSESSMENT TABLE
Ano ang mga

disaster na
tumatama sa
lugar?
Ano ang iba
pang
bantang
panganib?
Ano ang
pwersa o
elementong
mapinsala?
Paano
nalalaman na
may parating
na disaster?
-mga
siyentipiko at
lokal na
palatandaan
at babala
Gaano kaikli
o kahaba ang
panahon
mula sa
palatandaan
o babala at
pagsalanta
ng disaster?
Gaano ito
kadalas
nangyayari
sa lugar?
Kailan o
anong buwan
ito
nangyayari
sa lugar?
Gaano
katagal ang
pangyayari?
(Disasters &
Hazards)
(Force)
(Warning
signs &
signals)
(Forewarning
& Speed of
Onset)
(Frequency)
(When)
(Duration)
Materials
SOME TOOLS FOR HAZARD ASSESSMENT :
Hazard map
Historical profile
Seasonal calendar
Hazard assessment matrix
Center for Disaster Preparedness
Source: CBDRM Traning Hand-outs, Center for Disaster Preparedness
117
Readings
Hazard Classification
Source: Living With Risk, UNISDR, 2002
118
Readings
Source: Major Hazards, Family and Community Disaster Preparedness: Guide for
Training Families and Communities, Department of Social Welfare and Development
119
120
121
122
123
124
125
126
127
Readings
ARMADONG LABANAN
Ang karaniwang mamayan ay naaapektuhan ng mga pangyayaring may kinalaman sa
armadong sagupaan sa pagitan ng dalawa o higit pang panig. Ang sagupaan ay
maaaring laban sa pananakop ng dayuhan, sa pag-iral ng gobyernong mapaniil o kayay
pumapabor sa isang lahi.
Ang mga indibidwal, pamilya at komunidad na sapilitang nalayo sa kanilang
pinaninirahan at nawalan ng ikabubuhay dahil sa mga armadong labanan ay tinatawag
na bakwit o internal refugees. Sapilitang silang humahanap ng kaligtasan at kabuhayan
sa ibang lugar o kaya naman ay nananatili sa dating lugar ngunit sa ilalim ng gipit na
kalagayan. Milyon-milyon na ang naging bakwit sa bansa nitong mga nakaraang
dekada.
Upang mabawasan ang mga epekto ng mga armadong sagupaan:
1. Alamin ang mga karapatang pantao at mga kasunduan ng United Nationas na
nagbibigay ng proteksyon sa mga sibilyan. Kabilang ditto ang karapatang mabuhay,
pisikal at moral na kaganapan at ang makataong pagtrato.
2. Ibahagi ang mga kaalamang ito sa mga kapamiya at iba pang taong bahagi ng
komunidad.
3. Lumapit sa mga kinauukulang ahensya ng gobyerno na dapat mangalaga at
magbigay ng tulong. Maaari ring magbigay ng tulong at serbisyo ang ibang mga non
government organizations o NGO.
4. Pahusayin ang kakayahan ng komunidad na tumugon sa mga isyu. Mahalaga ito sa
gawaing kaugnay ng pagtugon sa mga epekto ng kalamidad.
Source: Citzens Disaster Response Center 2002 Calendar
Photo source: Ecumenical Commission for Displace Families and Communities
128
Readings
Guidelines for Elaborating a Community Risk Map
Ren Martorell and Rocio Senz
These guidelines are meant as a tool to help
local communities and organizations to
produce a risk map that can serve as didactic
material to prepare and train community
members on how to deal with the hazards and
risks to which they are exposed.
Its simplified format makes it easy to use by
local organizations as well as by the facilitators
and local staff of the institutions entrusted with
disaster reduction in a variety of sectors.
What is a Risk Map?

A Risk Map is a drawing or even a scale model
that identifies the location of high-risk areas in
the community as well as the chief settlements
and works of infrastructure that might be
affected in the event of a disaster.
The Risk Map employs symbols to identify
certain places that serve as points of
reference, such as the Red Cross, the Health
Center, the Police, the Firefighting Brigade, churches, the Municipal Building, the school,
the football field, rivers that flow through the area, and so on. Certain colors are used to
indicate the level of riskfor instance, red for high-risk areas, yellow for medium-risk
areas, and green for relatively risk-free areas.
What Is the Value of Risk Maps?
They make it possible for all of us to participate. It is the result of how we all perceive
our situation.
By producing a Risk Map, we get to know and identify the risks we face, helping us
to find solutions or take precautions.
A Risk Map also helps us to locate the major hazards that, combined with human
activity, generate risks.
The Map provides the authorities and local organizations with shared, joint criteria for
decision-making on the actions and resources needed to mitigate the impact of
disasters.
The Map also helps us to record historical events that have had a negative impact on
the community and the population, enabling us to prevent similar occurrences in the
future.
129
Who Can Participate?

All of us can participate in the production of a Risk Map. No particular group should
monopolize the effort. Therefore, it is important to have enough time to do the job
properly, as well as the right place or places in which the largest possible number of
people can collaborate in a methodical manner.
Key stakeholders that must take part in the process include the local authorities,
members of community organizations, community leaders, NGOs that provide services
in the area, professional and technical staff from public and private institutions, local
health personnel, teachers and students, and representatives of the various groups in
the community, whether formally organized or not.
How Do We Elaborate a Risk Map for the Community?
To eleborate a community risk map, you need to take certain steps. Each step involves
very specific activities.
But bear this in mind: The steps to be taken depend on the community and how
organized it is, as well as on the nature of the risks and hazards present in the area. It is
the community itself that must decide which procedures best fit its own conditions, and
which steps it should take to produce the map.
These, then, are the steps or stages needed:
1) Organizing the Work
The first thing is to organize the work so as to find the needed information and produce
the community risk map.
Convene a work meeting. Invite the community, institutional representatives, local
authorities and the population in general to participate in the meeting.
Explain the objectives of the meeting. The essential thing is to accentuate the
importance of community preparedness and planning to confront emergencies.
Analyze previous experiences. The purpose is to allow participants to recall and
voice their memories of previous emergencies. This helps to motive participants by
making them aware of the importance of working together to prevent emergencies
and respond to them.
2) Discussing Community Risks and Hazards
It is vital to spend some time explaining what risk is, what is a hazard, what is
vulnerability, and so on, so that all participants understand and share the basic
concepts. This will be useful later on, when a tour of the community is undertaken to
identify risks and hazards.
Present the concepts of risk, hazard, and vulnerability. This presentation must be
carried out by people who are technically qualified to do so.
Identify, in general, what the major hazards are. The idea is for participants to
answer questions such as, What are the major hazards affecting the community?
Of these, which is the most significant hazard we should bear in mind?
3) Preparing Guidelines for Observation and Data Collection

It is important to produce guidelines to let stakeholders know what to look for during their
tour. Certain questions may be asked, such as the following:
130
If a flood hit this community as a result of an intense tropical storm or hurricane,

which community areas would be most at risk of suffering an adverse impact? Which
kind of infrastructure? Which settlements and groups? Why?
If a significant earthquake hit the community, which community areas would be most
at risk of suffering an adverse impact? Which kind of infrastructure? Which
settlements and groups? Why?
For example, let us consider the possibility of a tropical storm that could threaten the
community with severe floods. The following questions might be asked:
a. Which areas may be flooded if there was a strong storm? Why?
b. Which areas have been flooded in the past in similar situations?
c. Are there rivers that might overrun their banks? Where would this be most likely to
happen? Are there houses in those places? How many are there? What kind of
houses are there? Are there domestic animals there?
d. What instabilities in the terrain might lead to an avalanche or landslide? Are there
homes or crops that might be directly affected by such a phenomenon?
e. What homes or neighborhoods in the community might be affected in the event of a
flood? Why? Is the risk obvious, or not so apparent? Why?
f. What other structures, such as bridges, walls, roads, or buildings might be affected?
g. Is there a risk of the community becoming isolated if connecting roads or bridges are
damaged?
h. What places would suffer the greatest risk of adverse effects as a result of a flood?
i. Which places might be polluted as a result of a flood, such as water sources,
landfills, etc.?
4) Touring the Community
Now, at last, everyone should be ready for a tour of the community to gather information
on the local risks and hazards, and on which places might be used as shelters or
security zones in the event of a disaster, to care for the injured and the most vulnerable.
These are the steps to be taken:
Establish groups and distribute the areas to be surveyed. Groups should be made up
of five individuals or so.
Define how long the tour will take. Arrange for a specific time when all the groups
can come together and discuss their findings.
Make sure each group has a copy of the observation guidelines. This will ensure that
there is agreement about which hazards to pay attention to.
Engage in intra-group discussions. Each group may agree to meet by itself after the
tour to discuss the findings and consolidate them before meeting with the others.
5) Discussing and Analyzing the Preliminary Results

When the groups have completed their tour of the community and collected all the
information, a Plenary Session must be held at a previously agreed-upon time and
place. There, the results must be discussed and analyzed, and priorities must be
assigned.
The steps to be taken may include the following:
131
Present the information collected by each group. Each group should explain what
hazards they found and what the risks are.
Discuss the findings. Have all participants discuss the findings, perhaps enriching
them with their own memories or observations of the places inspected by the other
groups, until there is at least preliminary agreement on what the major risks are.
6) Producing the Risk Map

There are two possible ways of producing the Risk Map.
Someone who is skilled at drawing prepares beforehand a general map of the

community, showing the various settlements and landmarks. On this, the various
hazards would be drawn and, once there is agreement that all the significant threats
have been included, a final draft would be produced.
Each group can draw the portion of the community that they surveyed, identifying the
most significant risks. Then the Plenary assembles, puts the maps together,
discusses what is contained in each one, and a final, consolidated general map is
produced including the observations of all the groups.
As already noted, these procedures are not ironclad. They can and should be adapted to
the way every community has traditionally organized itself. What is important is that
participation be high and include as many of the different groups of stakeholders as
possible, since the purpose of the exercise is not only to produce a risk mapessential
though this may bebut also to raise awareness of the importance of disaster reduction
through prevention, mitigation and preparedness.
Source: Ren Martorell and Rocio Senz, International Strategy for Disaster Reduction
Latin America & the Caribbean
Readings
132
GUIDELINES FOR PRODUCING COMMUNITY RISK MAP

What is a Risk Map ?
-
A Risk Map is a drawing or even a scale model that identifies the

location of high-risk areas in the community as well as the main
settlements and works of infrastructure that might be affected in
the event of a disaster
The Risk Map employs symbols employs symbols or drawings to
identify certain places that serve as points of reference , such as
the health center, Police,
Fire Brigades, Churches, schools, Government buildings, rivers
that flow through the area and so on.
Certain Colors are used to
indicate the level of risk for instance , red for high risk
areas, yellow for medium risk areas, and Green for relatively risk-free areas.
Importance of the Risk Maps
They make it possible to for all us to participate. It is the result of how we ,as a
community , perceive our situation.
By producing risk map, we get to know and identify the risks we face , helping us to find
solutions or take
Who can Participate ?

-
All of us can participate

No particular group
Local authorities, NGOs, private
and public institutions
How do we produce a risk Map ?
-
Organizing the Work

Discussing Community risks and Hazards
Prepare Guidelines for Observation and data collection
Discussing and Analyzing the preliminary results
Producing the risk map
Source: International Strategy for Disaster Reduction - Latin America & the Caribbean, Disaster
Risk Reduction 1994 2004, UNISDR
133
Module 3 SESSION 3: VULNERABILITY AND

CAPACITY ASSESSMENT
1. Describe the elements at risk that can be damaged by the hazard (who, what,
where, how many, how much?)
2. Analyze the factors and conditions why the elements at risk can be damaged by
the hazard
3. Discuss how the community has coped with or prepared for hazards in the past and
how they have survived disasters
4. Identify capacities and resources present in the barangay and households which can
be used for disaster risk reduction
5. Explain the process of conducting vulnerability and capacity assessment
Key Points:
1. Vulnerability assessment is a participatory process to identify what elements are at risk

per hazard type, and to analyze the causes and root causes why these can be
damaged.
2. Capacity assessment is a participatory study to understand how people cope with and
survive in times of crisis and to identify resources which can be used to prepare for,
prevent and/or reduce damaging effects of hazards.
3. Various tools for vulnerability and capacity assessment can be used to enhance the
participation of the community and key stakeholders, stimulate discussion, visualize and
record assessment results.
C Methods:
1. Group Exercise: Webbing
3. Group work on actual vulnerability and capacity assessment
Process:
1. Web of Life. Ask for 3 volunteers to play the role of Anna, Father and Mother who
will sit in the center. Pass around name plates of Disaster, Development, Economy,
Education, Gender, Poverty, Culture, etc. and pieces of yarn to the participants who
134
form a circle. As the Web of Life story is narrated and something related to their
name plates is mentioned, the participants tie their yarn around Anna and her
parents. After the story, ask Anna and her parents how they felt being all tied up.
Ask also what the other participants observed and felt. Break the complex web of
yarn by cutting the threads. Then, relate the exercise to the complex web of
vulnerabilities and community problems which disaster risk reduction seeks to
untangle.
2. Review with participants the concepts of vulnerability and capacity. Vulnerability is a
complex set of interrelated factors and conditions present in the barangay which
affects the communitys ability to prevent, mitigate and prepare for or respond to
hazard events. These are also weaknesses present in individuals, households and
the community.
3. Ask the participants who, what, where, how many, how much are usually damaged
during disasters. Synthesize answers and discuss elements at risk. These are the
people, households, houses, property, crops, livelihood, community facilities, even
the environment which may be damaged by the hazard. During vulnerability
assessment, the elements at risk are detailed and why these can suffer damage and
loss are studied. Basically, vulnerability assessment answers the questions:
- Who are at risk or can incur damage and loss?
- What are other elements at risk?
- What damage or loss can these people or elements at risk suffer/incur?
- Why will these people or elements at risk suffer or incur loss/damage?
4. On the other hand, capacities are the strengths which individuals, households and
the community possess.
Capacities relate to resources, skills, knowledge,
organizations and institutions, practices, attitudes and values. Coping refers to
managing resources or survival strategies in adverse or crisis situations. Most
notions of coping is positive (and is therefore a capacity), but it can also come to a
point as in distress sale of productive assets or engagement in anti-social or
destructive (prostitution, crime) that coping leads to increasing vulnerabilities. For
capacity assessment, these resources, strengths, coping/survival mechanisms and
strategies are studied. Basically capacity assessment answers the questions:
- What are existing coping strategies and mechanisms during times of crisis?
How have individuals, households and the community survived and
responded to disasters in the past?
- What are resources, strengths, local knowledge and practices can be used
for disaster preparedness, mitigation and prevention?
5. Vulnerabilities and capacities can be broadly categorized as physical/material,
social/organizational and attitudinal/motivational factors and conditions. Please refer
to Categories and Factors for Capacities and Vulnerability Analysis.
6. Tools for vulnerability and capacity analysis include:
- Hazard and vulnerability map: locating households, property and community
facilities which can be damaged by the hazard
- Resources map
- Barangay/community watching or transect walk
- Historical profile
- Seasonal calendar
135
Venn diagram for analysis of institutions and social networks

Livelihood/coping analysis
Community drama or skit to show how people cope with and respond to disasters
Analysis of poetry and songs
Semi-structured interviews using diagrams to record flow of discussion or using
other tools
Ranking and scoring
7. Vulnerable conditions and factors can be interrelated and analyzed using the
Problem Tree or Disaster Crunch Model to look into roots of vulnerabilities. This can
help identify preparedness and mitigation measures which should be undertaken in
the short-, medium, and long-term and those which need to be addressed with the
support of other barangays and municipalities/provinces.
Materials Needed:
1. Story for Web of Life exercise
2. Hazard map from previous session
3. Flip chart/Easel paper or manila paper, colored markers or pencils, plastic
sheets/cover for overlay on base map
4. Categories and Factors for Capacities and Vulnerability Analysis
5. Visuals and/or descriptions of tools for vulnerability and capacity assessment
Duration:
Reference Materials:
1.
2.
2 hours
Categories and Factors for Capacities and Vulnerabilities Analysis

Examples of Application of the CVA and Disaster Crunch Model - Viewpoint of
Vulnerability and Capacity Assessment and Progression of Vulnerability, Seminar
Paper, CBDM Seminar, Metro Manila Earthquake Impact Reduction Study
&Tips:
Remember that it is important to recognize and build on existing capacities to avoid
creating conditions of dependency. Even the poorest individual or family in the barangay
possess capacities, usually their labor or determination to overcome.
136
Materials
SOME TOOLS FOR VULNERABILITY ASSESSMENT:
Hazard vulnerability map
Community watching or
Transect walk
Seasonal calendar
Livelihood analysis
Institutional / social network analysis
Semi-structured interviews
and focused group discussions
Ranking
Problem tree
Disaster Crunch Model
SOME TOOLS FOR CAPACITY ASSESSMENT :

h
h
h
h
h
Resources Map & gendered
resources map
Historical profile
Seasonal calendar
Gendered resource mapping
Focus group discussion
and semi-structured interviews
h Livelihood / coping analysis
h Institutional and social network analysis
h Community drama
Representati ve of
Mi nin g Com pany
DENR
Region al P O
All iance
Brgy S an Juan
Coop and Cred it
Fou ndation
Brgy Coun cil

Multi pur pose
Coop
Peoples Organ ization

Disaster
Response
Agency
Church
Health NGO
RHU
CDRC - CDP
Source: CBDRM Training Hand-outs, Center for Disaster Preparedness
137
Materials
Web of Life Exercise
Webbing Exercise shows complex web of vulnerabilities and

community problems which disaster risk reduction seeks to untangle.
Instructions:
1. We shall need 12 volunteers forming a circle in the middle of the room.
2. Anna will stay at the center of the circle
3. Each person shall hold one card with the following words written:
Development
hazard
political
capacity
education
culture
environment
social
location
vulnerability
health
gender
economic
As I read the case study, we request the audience to say if the story or sentence
or word being said has something to do or is attributed to the twelve words written. You
can attribute one word or sentence to as many of the twelve words written.
4. Each time the audience attributes a word to any of the eleven words. A rope is
connected between Anna and the word until the reading of the case study is finished.
138
THE CASE STUDY:

Story of Anna
Anna is an eigth year old girl with kinky (curly) hair and black skin. At her age she is only
a grade 1 pupil. Ana is a polio victim. Being a polio victim and being a black skinned
Aetai, she usually is teased by her fair-skinned classmates. She was born at the foot of
Mt. Pinatubo. A daughter of an upland farmer settler and an Aeta mother. Their house is
constructed from cogon grass and bamboo. Anna's family has been cultivating a small
piece of land in the area. Their forefathers have been nurturing the land since time
immemorial. Having no concept of Land Property Rights, rich individuals were able to
title the land with the local land registration bureau. Anna and his family do not know
who owns their land. Their produce/harvest is not sufficient to feed the family of 7
children. For additional income, her mother works as a laundry woman in the
neighboring town during dry the season. Their place is about 10 kilometers away from
the town and is not accessible to any type of vehicle except the water buffalo driven cart.
There are no school facilities in the community. Anna has to walk 3 kilometers to reach
the nearest school in the next Aeta Village. During rainy season, Anna cannot attend
her class because the road gets muddy and the river overflows. Floods also affect
drinking water source during rainy season. One morning, Anna got sick and had fever for
almost a week. Anna's parents wanted to bring her to the hospital but they do not have
the money to spend for her hospitalization and medicines. The parents instead went to a
"traditional healer" who performed some ritual to cure Anna.
In June 12, 1991 Mt. Pinatubo erupted forcing her family to evacuate. Anna and her
family stayed in a crowded evacuation center. While at the evacuation center, his family
had a hard time looking for food to eat because government services was minimal. Anna
prefers to eat rootcrops but her family is forced to eat whatever food is given by the
government and some donors from time to time. Some medical doctors provided health
services to the evacuees. The eruption covered their farm with ash and sand. Series of
laharflows were triggered by typhoons that completely buried her village. They do not
know where to go or where to live and feed the family. The only work her father knows
is farming. There is no other option, except to go to the resettlement project of the
government. They were offered a house but they need to pay for the lot and cost of
housing materials. The house will be beneficial for them but the main problem is still
livelihood and there is no land to till. There are no job opportunities in the resettlement
area for her upland farmer father who only finished grade five.
They decided to leave the resettlement project and migrated to the city. They built a
shanty along the riverbank. Anna's father gets some job from time to time as a laborer,
helper etc. Anna's mother is forced to work as a housemaid.
It has been 10 years now since Mount Pinatubo Erupted. Anna and her family are still
poor. Anna never got to go back to school.
139
SYNTHESIS / PROCESSING OF WEBBING EXERCISE

Let us reflect awhile on the activity we just did. Look at the web and reflectmaybe
we can ask the following questions
1.
2.
3.
4.
5.
6.
7.
What did we observe in the activity?

What are our insights from the activity?
What is a disaster?
How does a (small) program or project impact on this complex situation?
How are issues in the community related to disasters?
Let's try looking at the bigger picture
Lastly, what is the relevance of the activity to CBDM?
Let us reflect awhile.
140
Materials
Categories And Factors For Capacities Vulnerabilities Analysis
Physical / Material
- Economic Activities: means of Livelihood, production and other skills,
- and, water, animals, capital, other means of production (access and control)
- Infrastructure and services: roads, health facilities, schools, electricity,
- communications, transport, housing, etc.
- Human capital: population, mortality, diseases, nutritional status, literacy,
numeracy, poverty levels
- Environment factors: forestation, soil quality, erosion, etc.
Social / Organizational
- Family structures (weak/strong)
- Leadership qualities and structures
- Legislation
- Administrative structures and Institutional arrangements
- Decision-making structures (who is left out, who is in, effectiveness)
- Participation levels
- Divisions and conflicts: ethnic, class, caste, religion, ideology, political
- groups, language groups, and structures for mediating conflicts
- Degree of justice, equality, access to political process
- Community organizations: formal, informal, traditional, governmental,
- Progressive relationship to government, administrative structures
- Isolation or connectedness
Motivational / Attitudinal
- Attitude towards change
- Sense of ability to affect their world, environment, get things done
- Initiative
- Faith, determination, fighting spirit
- Religious beliefs, ideology
- Fatalism, hopelessness, despondency, discouragement
- Dependent / independent (self-reliant)
- Consciousness, awareness
- Cohesiveness, unity, solidarity, cooperation
- Orientation towards past, present, future
Note: In all categories, ask WHO has these things, WHO does not?
Men only? Women? One class/ethnic group or another? Break it down.)
Adapted from Anderson & Woodrow
141
Readings
142
Readings
143
144
145
Module 3 SESSION 4: BARANGAY DISASTER RISK

ASSESSMENT FIELD WORK
1. Gather on the ground information
for hazard vulnerability capacity
assessment; and
2. Raise awareness of the community on the disaster threats faced by the
community and the need to implement a disaster (risk) management activities
C Key Activities:
1. Orientation of the community on the rationale, framework and process of
integrating children rights in disaster management and community
development
2. Data gathering and analysis using participatory tools with men, women,
institutions/ organizations
3. Plenary presentation and validation
Process:
1. Formulate a Disaster Management Guide
2. Form data gathering teams assigned to particular groups of men, wormen,
institutions and children
3. Group work composed of at least 4 members --- lead facilitator, co-facilitatior
and 2 documentors. The Barangay Captain or designated official serves as
the overall coordinator of all the data gathering teams.
4. Plenary presentation, analysis and validation
Materials Needed:
1.
2.
3.
4.
5.
6.
Data gathering and analysis guide

Spot map of the barangay
Flip chart or manila paper
Colored pens, pencils, crayons
Bond or colored paper
Clay, seeds, sticks, stones
Duration:
4 hours
146

1. Data Gathering Plan for Community Risk Assessment
2. Data Synthesis and Analysis
&
Tips:
1. During the field work, the classroom data/information from the Hazard
Assessment and Vulnerability and Capacity Assessment sessions are validated
with the community during the field work.
2. Depending on the grasp of the Participants on the disaster management
concepts and time availability, the Introductory Session can be expanded to
cover more details on hazard vulnerability capacity assessment and participatory
tools to use in risk assessment and have the Participants immediately proceed
to the Field Work. With this alternative, Module 3 is compressed to only 2
sessions.
147
Readings
Data Gathering Plan for Community Risk Assessment
Information
needs
What data do
we need to
gather for
Hazard,
Vulnerability,
Capacity
Assessment
and peoples
perception of
their disaster
risk?
Tools
Info
source/
informant
Schedule/
sequence
Which team?
Assignment
among Teams
Who does
what?
Tasking
within
Team
Which tools
can be used
to collect the
needed
information?
From whom
or where will
we collect
the data
(sources)?
When will
you apply
tools (start,
middle or
end)?
Arrange
tools
according to
sequence
Which team will

do what?
Who does
what?
Who within
each team
will do what?
(facilitator,
documenter,
process
observer,
etc.)
148
149
Readings
Sample Synthesis of Risk Assessment Data Gathering
Hazard
Vulnerable Conditions & Factors

Elements
at Risk
(details of
who, what,
where
damages
or loss can
occur)
Immediate
cause
Elements
at Risk Can
be
Damaged
Long term
factors
and
causes
Capacities of Individuals, Households,

Community
Capacities
of Men
Capacities
of women
Capacities
of Children
Typhoon
Flooding
Landslide
Earthquake
Community
FACILITATORS GUIDE and SOURCEBOOK : BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP
MODULE 4: BARANGAY RISK

REDUCTION PLANNING
Session 1: Introduction to Barangay Risk Reduction

Planning
Session 2: Using the Results of the Barangay Risk
Assessment
Session 3: Risk Reduction Planning Workshop
(Initial Barangay Disaster Preparedness and
Mitigation Action Plan)
150
Module 4 SESSION 1: INTRODUCTION TO BARANGAY

DISASTER RISK REDUCTION PLANNING
1. Explain the importance of the barangay disaster risk reduction plan;
2. Describe the process in crafting the barangay disaster risk reduction plan
3. Identified the main parts of the barangay disaster risk reduction plan
Key Points:
1. Planning unites the barangay/community in commitment and action to reduce
disaster risk.
2. The disaster risk management plan (risk reduction plan) is a blueprint or guide in
charting the barangays progression to safety, disaster resilience and community
development (sustainable and equitable)
3. Key steps:
- Barangay Risk Assessment
- Identify objectives and targets (aims and goals)
- Identify risk reduction measures (strategies in the pre-, during
emergency, post-disaster phase)
- Determine resources needed
- Assign responsibilities for activities
- Determine schedules and deadlines
- Lay down operational policies and procedures
- Identify and address critical elements and barriers to plan
implementation
- Discuss with and gather commitment and support of community
members and other stakeholders
- Implementation, period review and plan improvement
- Continued progress in ensuring public safety, building community
resilience and attaining sustainable and equitable community
development
4. Disaster risk management Plan Content and Format corresponds to the results of
the key planning steps
C Methods:
1. Group work: Building our house or Planning Sequence
151
Process:
1. Group participants into 4 groups. Ask members of each group to form a line.
Instruct the Groups that each member will have a quick chance to draw one line
to contribute to building a house without prior briefing or discussion from the
Group. The line can be horizontal, diagonal, vertical, long or short.
After all the groups have finished, solicit comments about the quality of the
house drawn by each group. Will they like to live in such a house? Why and
why not? Draw lessons from the exercise by asking the Participants what should
be the process and requirements in building the house to ensure the quality and
occupants specifications.
2. Planning Sequence. Prepare 4 to 5 sets of the planning steps in different
colored paper, one color for each set. Group participants into 4 or 5 groups.
Have participants discuss the planning steps and put in sequence, each step
following the other from start to end. Have all groups post their answers on the
board or walls, with one group reporting on the results of their group work while
the other groups compare their output. Use the results to briefly discuss the key
points on planning.
3. Why plan?
What to plan ?
How to plan?
Refer to the visual on
barangay/community disaster risk management process. Explain that if risk
assessment unites the community in understanding their risks (hazards,
vulnerabilities, capacities), elements at risk and why they are at risk, local coping
strategies and resources, the plan unites the community in commitment and
actions to reduce these risks.
4. The disaster risk management plan (risk reduction plan) is a blueprint or guide in
charting the barangays progression to safety, disaster resilience and community
development (sustainable and equitable).
Using the results of the risk
assessment, the plan contains measures, activities to reduce vulnerabilities and
increase capacities to reduce disaster risks. The plan can also be called disaster
preparedness and mitigation plan, community counter disaster plan, or even
community development plan (when these measures to address vulnerabilities
and strengthen capacities are integrated in the barangay development plan).
4. Key steps in formulating the Disaster Risk Management Plan:
- Barangay Risk Assessment
- Identify objectives and targets (aims and goals)
- Identify risk reduction measures (strategies in the pre-, during
emergency, post-disaster phase)
- Determine resources needed
- Assign responsibilities for activities
- Determine schedules and deadlines
- Lay down operational policies and procedures
- Identify and address critical elements and barriers to plan
implementation
- Discuss with and gather commitment and support of community
members and other stakeholders
152
Implementation, period review and plan improvement

Continued progress in ensuring public safety, building community
resilience and attaining sustainable and equitable community
development
5. Parts of the Barangay/Community Disaster Risk Management Plan

a. Brief Description of the Community - location,
population, livelihood, community in relation to other
villages (significance)
b. Disaster Situation (Summary of Disaster History and Risk Assessment
Results)
c. Objectives and Targets of the CDRMP
d. Strategies and Activities for Risk Reduction preemergency phase, post risk reduction activities
e. Roles, Responsibilities (and Organizational Structure as needed)
f. Schedules and Timetables - including target completion dates
g. Annexes (Risk Assessment Maps, list of community
residents, directory of organizations and important
contacts, list of members of the community disaster
response organization, organizational procedures and policies, evacuation
plan, Emergency Operation Center policies, etc.)
6. Answer questions and summarize key points discussed in this session
Materials Needed:
1. Kraft paper and colored pens or blackboard and chalk
2. Visuals aids for interactive discussion
Duration:
1 hour
1. Disaster risk reduction framework, UNISDR

2. Summary of the Hyogo Framework for Action 2005-2015: Building the
Resilience of Nations and Communities to Disasters, Outcome of the World
Conference on Disaster Reduction, Hyogo, Kobe, Japan, 18 22 January 2005,
www.unisdr.org/wcdr
3. From Risk Mapping to Preparedness and Mitigation Planning, Isaias Panganiban
& Cedric Daep
4. Early Warning, ADPC CBDRM Participants Workbook
5. Public Awareness, CDP CBDRM Training Hand-outs
6. Evacuation, CDRC DPT Hand-outs
153
&

1. Based on the community disaster context and current level of capacity or needs
in disaster preparedness, this session can already incorporate some inputs on
hazard monitoring, warning system and criteria for evacuation.
2. Pre-emergency tasks involve developing prevention, mitigation and
preparedness plans. These treat general or specific hazards, risks and
vulnerabilities in general terms. When there are specific signals of an impending
emergency, however, there is a need for a specific plan to address this particular
threat. Such a plan is called a contingency plan. NDCC and UNHCR has
published the Contingency Planning for Emergencies: A Manual for Local
Government Units in May 2003. This is available for download from the NDCC
website www.ndcc.gov.ph
3. Some Useful Reminders on Community Disaster Risk Management Planning
(from Contingency Planning for Emergencies: A Manual for Local Government
Units, NDCC and UNHCR, 2003):
a. Plans must be clear. Aims must be positive, clear and precise
b. Plans must be flexible. Events will seldom go exactly as anticipated; planning
data and assumptions will never be absolutely correct.
c. Ensure there is an effective management information system. Good
information is fundamental to sound planning and effective response.
d. Continuity in management is essential. Wherever possible adhere to the
existing organizational infrastructure.
e. Make maximum use of all resource. Planning is a cooperative effort.
f. Plan in packets. Think in round numbers or ball park figures.
g. Create and maintain reserves. If the inventory of resources precisely
matches the anticipated workload, there will not be enough. Always create
and maintain reserves for the unexpected.
h. Coordinate at all levels and at all stages.
i. Train and practice regularly, not just once. Practice plans to identify and
correct weaknesses in them.
j. Validate and evaluate. The lessons which have been learned can be
applied in future plans.
154
Readings
Source: UN International Strategy for Disaster Reduction
155
Readings
156
Source: Outcome of the World Conference on Disaster Reduction, Hyogo, Kobe, Japan
18 22 January 2005
157
Readings
From Risk Mapping to Disaster Preparedness and Mitigation Planning
Risk/Hazard Mapping
Undertake mapping of flood level thru color codes
Undertake mapping of potential source of flash flood, dike collapse and avulsion
landslides and other identified risks
Undertake mapping of safe site for evacuation, exit route and pick-up points
Risk/Hazard Assessment and Monitoring
proper handling and processing of scientific data in relation to prevailing culture
taboos
establishment of monitoring work chart (pre and during occurrence of disaster)
conduct of trekking, sounding and bench marking
graduated cylinder alternative to rain gauge in measuring amount of rainfall
floating object as means to measure water velocity
Warning System
Establish system of warning (church bells in lieu of siren)
Establish warning flow chart (including authorities and persons responsible)
Re-invent warning devices (such as localized radio, using amplifiers attached to
VHF base hand-held radios)
establish secondary watch points in case of failure of the principal warning post)
Evacuation
identification of safe evacuation site
make an inventory of resources available on the evacuation site (capacity of the
rooms, availability of electricity, water source, comfort rooms vis--vis the
expected evacuees)
re-invent access to other facilities such as use of MOA (for transport and food
supplies)
identification of exit route, convergence/pick-up points and alternative mode of
transport in case of failure of roads)
Communication Protocol
hierarchical, layering and levels of authority in the local government set-up
essence of Section 27 of the Local Government Code (prior consultation
requirement)
observance of on-scene command
Simple Engineering Intervention for Mitigation
sandbagging as manifestation of bayanihan spirit
pilot chanelling alternative to high cost dredging
clearing of bridge girder and canal de-clogging before onset of rainy days
Source: Isaias Panganiban, Disaster Management Action Officer, Guagua Pampanga
and Cedric Daep, Head, Provincial Public Safety and Emergency Management Office,
Province of Albay
158
Readings
EARLY WARNING
What is early warning?
Early warning is the relay to individuals, groups or populations of messages, which
provide them with information about:
the existence of danger
what can be done to prevent, avoid or minimize the danger
Why do we give warning?
1. To inform about:
about hazards
about elements at risk
about risks
about the environment
about potential needs
2. To advise on:
means of protection
Example: warning on contamination of water sources either from natural
or human made activities (contamination due to parasites/bacteria etc.,
contamination due to mining)
means of preparedness
Example: severe weather forecast/warning, preventive evacuation
means of mitigation
Example: sandbagging to reinforce the dike
means of response to threat
Example: warning that floodwater is about to breach dike that there is
need to reinforce dike (sandbag); warning that informs community of the
presence of armed group in the area and that people are advised to
congregate at the village square
3. To instruct:
what
when
how
who
where
to do or to act in the personal or community level
159
Different forms of giving warning and/or receiving warning

-
Village/community meetings
Notices/posters/billboards
Verbal or pictorial messages
Cartoon series / Mascots
Radio
Films
Other indigenous forms and channels
Things to consider when giving warning

1) Inform the people of the different phases of the warning and their meaning
Example:
Cyclone Warning
Alert Level 1 or Cyclone Signal # 1

Alert Level 2 or Cyclone Signal # 2
Community defined warning system/s:
Flood Warning # 1
Flood Warning #
2 ft. floodwaters at village square

6 ft. floodwaters at village square
Main road is not passable
1) Inform or update the evacuees/community of the forecast and the warning of

agencies or community monitoring team using symbols or sounds that everybody
can understand.
Example:
Typhoon Warning
Alert Level # 1 or
Typhoon Signal # 1
Symbol or Sound
# 1 sign or square or whistle
Alert Level # 2 or
# 2 sign or triangle or drums
Typhoon Signal # 2
Alert Level # 3 or
Typhoon Signal # 3
# 3 sign or rectangle or siren
If symbols are to be used, these can be painted or mounted in plywood or boards

that can be read or seen even from afar
Make sure to change the symbol or sound when a change in the warning or
forecast is made by warning agencies or by the community monitoring team
160
2) Information Boards can be placed in strategic or conspicuous areas/places like:

Church patio , schools or government buildings
mountains or high places
stores / transportation facilities
other places where people frequently pass or gather
3) Organize a committee on information
The task of this committee will be to monitor and prepare all paraphernalia for the
dissemination of information regarding the warning/forecast or the monitoring of all
hazards (natural or human-made).
The flow of information from the "field" until it is processed and packaged for
information dissemination to the community should be clear.
4) Identify roles and responsibilities
For any one element, an organization or an individual must be able to determine
that it has:
a. primary role responsibility for initiating and maintaining action; and/or
b. secondary role responsibility for undertaking tasks in support organization
or individual with a primary role; or
c. no role at all
Two methods of describing these roles and responsibilities can be used by the
information committee
a. list organizations involved and describe their roles for each
hazard
b. list hazards and identify the lead/support organizations for each
hazard
The description of roles and responsibilities by organization is useful

for each team leader, coordinator, organizations involved to review their
(individually and) organizations overall involvement
5) The warning should:

Be area specific and target sector/people specific
Be hazard specific
Be based on the Community Hazard, Capacity and Vulnerability Assessment
Give advise on what to do
Inform community of the possible effects / risks that may cause them if they
don't follow or do what is advised
161
Example:
Typhoon Warning
Alert Level # 1 or
Typhoon Signal # 1
Symbol or Sound/ Action

# 1 sign or square or whistle
/ ready
Alert Level # 2 or
Typhoon Signal # 2
# 2 sign or triangle or drums
/ get set
Alert Level # 3 or
Typhoon Signal # 3
# 3 sign or rectangle or siren
/ go
6) Community should know the meanings of actions to be taken (What ready, get set
and go mean). Or recommended action should be specific like: pack-up things,
proceed to pick-up point or proceed to evacuation site
7) Warning is given in simple form and in the local dialect
Example:
ATTENTION: Fellow Citizens/residents of Ban Hai Village
Based on the latest warning of (warning agency), Typhoon X may
pass Champasak region within within 24 hours. Mekong River is
expected to overflow and shall inundate Ban Hai Village. Huay Pa
Bang River shall be inundated by floodwaters burying houses and
farms by as much as 4 meters.
All residents are advised to evacuate to their designated
Evacuation Sites. Please bring the following: food, cooking
utensils, bed sheets and water. Farm animals shall be evacuated
at the stable atop the hill.
We have three hours to prepare before our organized evacuation.
Proceed to the village square where vehicles are waiting to pick
us up going to the evacuation center. It is estimated that
floodwaters will recede within three days. We can go back to our
homes then on the fourth of November.
Source: ADPC CBDRM Participants Workbook
162
Readings
PUBLIC AWARENESS
1. DEFINITION
The process by which vulnerable populations understand the nature of hazards

and their potential for casing disasters. (ADPC)
A systematic distribution of information about potential hazards and threats and
that people can do about them, in order to encourage people to act to protect
their lives and property. (CDRC)
The process through which people living in hazard-prone areas come to realize
and understand that they live in areas of risks, know the specific dangers that
they are exposed to and the warnings that are issued, and know the appropriate
actions to be taken to protect their live and minimize property damage. (ADPC)
Information and education successfully communicated on the effect of hazards
to the community and the necessary precautionary measures to undertake.
2. OBJECTIVES OF PUBLIC AWARENESS

1. To increase the public knowledge about hazards, their nature and the
consequences of their impact
2. To increase knowledge about practical preparedness measures
3. To inform the public about the warning system that will be employed and what
they should do when they receive it
4. To increase knowledge on how to respond to an emergency situation
5. To mobilize support for disaster risk reduction plans or response activities
3. ELEMENTS OF PUBLIC AWARENESS
1.
2.
3.
4.
The message
The means (posters, radio, calendars)
The audience
The intended result
4. STRUCTURE OF PUBLIC AWARENESS

1.
2.
3.
4.
5.
6.
Long term and repetitive approach

Consistent
Use wide variety of methods and media
Aims at general and specific groups
Utilizes normal / accessible sources of information
Concentrates on high priority hazards in vulnerable areas
163
5. FEATURES OF AN EFFECTIVE PUBLIC AWARENESS PROGRAMME

1. Ongoing Process - Public Awareness is an on-going process, not simply a set
of products such as posters, brochures, etc.
2. Participatory - Target population are active participants in program design and
implementation phases, in partnership with individuals having the necessary
technical skills
3. Community specific - culture and disaster history of the community should be
considered
4. Hazard specific - an assessment of specific hazards is the essential basis for
developing public awareness program
5. Target population specific -must be based on need of specific group
for information essential for them
6. Integral part of local warning and response system
6. SOME CHANNELS AND FORMS
Community meetings, house-to-house campaign

Posters, poster making contest among school children
Plays, drama/skits, songs
Leaflets, brochures, comics, calendar, manuals, books
Radio program, television features, tapes, CD
Earthquake safety day, disaster consciousness day/week/month
Photo exhibit, forum, public speeches
Press releases, letters to the editor, articles in printed media
Disaster management orientation, disaster preparedness training
Source: Center for Disaster Preparedness DPT Hand-outs
164
Readings
EVACUATION
An organized movement of people from an area of risk to a safer location
WHEN?
Inundation of living areas by flood, storm surge or tsunami

Volcanic eruption
Serious damage to construction of homes (typhoon, earthquake, etc)
Fire
Situation of armed conflicts
PHASES OF EVACUATION
1.
2.
3.
4.
5.
Warning
Order to Move
Actual Evacuation
Evacuation Center Management
Return former or new place
PLAN FOR ACTUAL EVACUATION

1.
2.
3.
4.
5.
6.
Identify a safe place for evacuation

Identify shortest and safest route
Identify and prepare alternative routes
Identify pick up points or assemble points for people
Place "road signs" along evacuation routes
Prepare master list of evacuees and check at each pick-up point if the group is
complete
7. Prepare evacuation schedules and groupings in case transportation will be used
8. Set provisions and plan evacuation of animals and other properties of evacuees
9. Organize an Evacuation Committee among community members
10. Identify and prepare requirements during evacuation (transport, gasoline, food,
water, medicine, road signs, communication systems, etc.)
TASKS OF EVACUATION COMMITTEE
Pre-evacuation:
Prepare evacuation plan including warning system

Training and education of community members
Identify and prepare logistical needs for evacuation
Networking, coordination and resource generation for the purpose of evacuation
165
During evacuation:
Give order to move

Manage logistical needs for the evacuation
Ensure orderly evacuation
Act as a marshals/guides during evacuation
Search and rescue
In Evacuation Center:
Coordinate with health, food, sanitation, security, information committee

Manage relief operations while in evacuation center
Networking, public information, advocacy, resource generation
EVACUATION CENTER MANAGEMENT BY COMMUNITY

Criteria for EC selection:
Availability of water
Accessibility
Topography and drainage
Available space (people, animals, communal services, etc.)
Safety
Soil type (drainage/farming)
Land rights
Site assessment
Site planning (latrines, cooking, animals, etc.)
Source: Citizens Disaster Response Center, DPT Materials
166
Module 4 SESSION 2: IDENTIFYING APPROPRIATE

RISK REDUCTION MEASURES
(Using Results of the Barangay Risk Assessment)
1. Explain the process of identifying and selecting risk reduction measures; and
2. Identify risk reduction measures for particular hazards based on the
community risk assessment results
Key Points:
1. Risk reduction measures are interventions, strategies, activities to reduce
peoples vulnerabilities and strengthen their capacities.
2. Steps to follow in identifying adequate and appropriate disaster risk reduction
measures (disaster preparedness and mitigation measures) always begins
with using the results of the barangay/community risk assessment.
C Methods:
1. Untangling Exercise
2. Sharing of cases of barangay disaster preparedness and mitigation
measures
Process:
1. Group participants into 3 - 4 groups. Ask each group member to grasp with
his/her right hand a hand of a Participant and with the left hand a hand of
another Participant. Make sure that no Participant is holding on to the right
and left hands of just one person. Instruct the Participants to untangle and
without letting go of each others hands, form a circle. Ask groups which
were able to form a circle how they accomplished this. If a group was not
able to do the task, why not? Relate the exercise to the complex web of
vulnerabilities that has to be addressed to reduce disaster risk.
167
2. Define risk reduction measures as interventions, strategies, activities to

reduce peoples vulnerabilities and strengthen their capacities. These are
also commonly referred to as disaster preparedness, mitigation and
prevention activities.
3. How to identify adequate and appropriate disaster risk reduction measures?
The key steps are:
Identify the hazard
Determine the elements at risk (people, property, community facilities,
livelihood sources, environment, etc.) and the possible damages
Identify existing coping strategies and resources
Identify measures to reduce vulnerability of elements at risk
Prioritize and/or select risk reduction measures
4. Participatory tools can also be used in this process.If a problem (vulnerability)
tree was made during risk assessment, convert the problem tree into a
solution tree. If there are several options, a simple show of hands or ranking
and scoring can be done to prioritize measures.
5. Based on the results of the barangay risk assessment, share some cases of
relevant disaster preparedness and mitigation measures/solutions.
6. Give short inputs on hazard monitoring, early warning system, communication protocols, evacuation procedures, and roles and responsibilities of
the barangay captain/disaster coordinating council and committees (example
river level monitoring, warning, security, transportation, evacuation etc.)
7. Use the discussion on relevant preparedness measures to work out what
may be the appropriate system and structure for the barangay.
8. Stress the importance of making and enforcing local legislation in
accordance with the municipal land use plan, disaster risk reduction and
development plans. Give examples of relevant mitigation/prevention
measures for hazards in the barangay. Even small measures such as,
community reforestation, community clean up of their surroundings and
waterways help. Discuss also opportunities for sustainable livelihood,
community health and nutrition, public awareness campaign including
contests and activities with school children and youth, partnerships among
various stakeholders, etc.
9. Answer questions and summarize key points discussed.
Materials Needed:
Visuals aids for interactive discussion
Case stories of relevant preparedness and mitigation measures
Duration:
3 hours
168

1.
2.
3.
4.
Identifying Risk Reduction Measures, CDP CBDRM Training Hand-outs

Citations of Good Practice in Barangay Disaster Management and Governance
Disaster Warning, Communication Protocol and Evacuation Criteria, Cedric Daep
Disaster Prevention Checklist: Warning and Evacuation, Basic Study NonStructural Disaster Prevention Measures for Camiguin Province
5. Key Emergency Indicators, Contingency Planning for Emergencies: A Manual
for Local Government Units, NDCC and UNCHR, May 2003 available,
www.ndcc.gov.ph
&

1. Risk reduction measures to be adequate and appropriate should:
address or correspond to elements at risk
be from the community perspective
strengthen community coping strategies and capacities
does not lead to or create other vulnerabilities
2. Risk reduction measures or preparedness and mitigation measures ensure public
safety, protect community development and contribute to achieving community
resilience and development.
169
Readings
IDENTIFYING RISK REDUCTION MEASURES
1. WHAT ARE RISK REDUCTION MEASURES?
9 Measures,
interventions, solutions, strategies, activities to reduce peoples

vulnerability and strengthen capacities
9 Can be categorized as measures to reduce the impact of hazards, vulnerability

reduction and capacity building (including reinforcing peoples existing coping
strategies)
9 Appropriate
and do-able disaster management activities to undertake before,

during and after the disaster
Structural and non-structural prevention and mitigation measures:

dams, dikes, sea walls, coastal wind breaks or shelter belts (planting of
coconut trees along the beach), mangroves reforestation, permanent
houses, safe building design, safety measures at home, in the community
and work places, strengthening livelihood and community health, food
security, nutrition improvement, literacy program, relocation to safer
location, advocacy for environmental protection and development issues
Preparedness: public awareness, early warning, evacuation drill,

strengthening coordination and institutional arrangements, stockpile of
supplies and logistics
Preparedness for responses to undertake during the disaster and

recovery period: search and rescue, first aid, evacuation center
management, damage needs capacity assessment, immediate repair of
community facilities and services, relief delivery, clearing the debris,
psycho-social counseling & stress debriefing, medical services, recovery
after the disaster such as rehabilitation and reconstruction activities
2. HOW TO IDENTIFY APPROPRIATE RISK REDUCTION MEASURES
Using the results of the community risk assessment (HVCA)
Basic steps:
a. Identify the hazard
b. Determine the elements at risk and possible damages
c. Determine conditions and factors of vulnerability.
Why can the elements at risk be damaged?
d. Identify existing coping strategies and capacities/resources
e. Identify measures to reduce the vulnerability of the elements at risk
f. Prioritize risk reduction measures to undertake: immediate, short-term,
medium-term, long-term
170
1. REVIEW HVCA
171
6. RANK MEASURES AND

REACH UNITY
2. PRIORITIZE ELEMENTS AT RISK
5. COMPARE MEASURES WITH

RESOUCES, SKILLS,
ORGANIZATIONAL MANDATE, ETC.
3. IDENTIFY POSSIBLE RISK
REDUCTION MEASURES
4. CHECK WHICH V ARE

ADDRESSED AND WHICH
C ARE USED
3. POINTS TO CONSIDER IN PRIORITIZING RISK REDUCTION MEASURES

9 Addresses priority elements at risk and projected damages
9 Resources to undertake the risk reduction measures are readily available or can
be made available (manpower, materials, equipment, knowledge, skills,
finances, technology)
9 Time consideration in implementing the risk reduction measures (seasonality of
hazard, routine flow of activities in the community, negotiation of support from
partner agency/ies, etc.)
9 Reliability and technical feasibility and suitability, especially for structural
measures.
9 Protects local cultural heritage and values
9 Strengthens coping mechanisms and builds capacity
9 Management capability of the community - will the immediate implementation of
particular measures, especially big or complicated projects, strain the newly
formed community organization; will the implementation cause division instead

of unity? What sequence of activities also leads to increasing build-up of
management capability?
9 Gives immediate benefits to the whole or widest section of the community; to the
most vulnerable groups
Source: Center for Disaster Preparedness CBDRM Training Hand-outs
172
Readings
Citations of Good Practice in
Barangay Disaster Management and Governance
Kalasag Awards for Emergency Preparedness

The Kalasag Award has become a good platform to encourage the local government
units to seriously confront their disaster management responsibility. The Kalasag
Awards are usually given together with the celebration of Disaster Consciousness month
in July. Awards criteria gives 30% weight to preparedness (8% - Disaster Preparedness
Plan; 7% DCC organization; 8% Disaster Management Training; 7% DM Operations
Center), 30% to response effectiveness, 15% on mitigation measures, and 15% on
rehabilitation. While there have been many provincial and municipal awardees in the
past, there are only 4 barangays (2 rural and 2 urban) given the Kalasag Awards as of
2004 because it is only recently that the Barangays have been included.
2004 Kalasag Awards

Barangay Carmen, Cagayan de Oro for urban barangay and Barangay Indag-an,
Sibalom, Province of Antique for rural barangay were recipients of the Kalasag Award.
Barangay Indag-an is located 10 km southeast of Poblacion Sibalom, Antique. It has a
total land area of 300 hectares of slopes and jagged terrains. Presently, agricultural
lands on its slopes and valleys that comprise the 59% (178 has) of its total land area,
dominate the barangay's landscape. Agriculture is the main livelihood of the barangay.
Barangay Indag-an is bounded by two rivers, namely Mao-it and Tipulan rivers, two of
the major bodies of water in the municipality. There is also ample water resources
because there are seven creeks found within the locality. When these two rivers swell,
Barangay Indag-an is isolated from the rest of the municipality.
Barangay Indag-an's geographical location makes it prone to a lot of natural or human
induced hazards.
Flood is the no.1 problem of the community. The residents of the barangay must risk
their lives in crossing the river just to send their children to school, sell products and buy
basic needs. The danger for the children in crossing the river is very high which became
a dilemma to their parents. Many lives/properties have been lost brought about by
flashfloods. Hence, the barangay must do something about this. To cope with these
hazard, the residents thru the barangay council organized the Barangay Disaster
Coordinating Council (BDCC). They believed that through unity and cooperation, the
barangay can make a strong program and effective means to prevent the effects brought
by the hazards.
A regular meeting of the BDCC was conducted. They formulated the Disaster
Contingency plan for pre-disaster, disaster and post-disaster specifying specific
173
functions of the BDCC members and other support agencies. On going monitoring of the
Barangay Disaster Preparedness Plan was implemented.
The Council maintained and developed two (2) Barangay Disaster Operating Center
(BDOC). One (1) in the Barangay site proper and another one in the Sitio. The BDOC
has transitor radio, bell, horn, cellular phone, bamboo canisters, flashlights, axes, ropes,
pails, raincoats and boots.
The horn (Budyong) is used to warn the community of the fire occurence. Bell signal
(Bagtingan) is used to give warning to the community of the incoming typhoon and to
identify public storm signal. A water level indicator is placed beneath the riverbank in
order for the community to identify the level of river water.
Blue - safe in crossing the river for children, adults and animals
Green - unsafe for children in crossing the river but okay for the adults
Red - Warning! Very dangerous in crossing the river
Each of the households has at least two (2) bamboo canisters filled with rice, clothes,
canned goods, matches/lighter, etc. especially during the months of May to October.
These are often placed near the exits of their houses.
"SOP sa Pamilya" was established, a disaster preparedness and procedures intended to
each members of the family identifying their specific functions and responsibility.
The residents participated in the Community Based Disaster Management Training for
Barangay Disaster Action Team (BDAT). The Barangay Tanods were trained on Search
and Rescue and Fire Suppression and an evacuation plan for Pis-anan and Indag-an
Elementary School was formulated.
The Council also established route signs from the vulnerable areas to the evacuation
center. And the household members are donating their old clothes (instead of making it
into rugs) to the Barangay in preparation for disaster. A "four o'clock" habit (cleaning of
backyard/surroundings) among the residents were implemented to prevent the
occurrence of Dengue. The BDCC had their capacity and vulnerability analysis and a
matrix of resources inventory.
Barangay Indag-an experience thru Community Based Disaster Management and
assistance from NGOs, government and communities themselves made them self-reliant
and prepared community.
2003 Kalasag Awards
West Bayan Park, Baguio City (2003, urban) for pioneering the institution of a
Barangay Medical Services Brigade composed of barangay officials and volunteers.
Working within the framework of inter-agency, multi-sectoral collaboration, volunteerism,
community based disaster management and self-reliance, Barangay West Bayan was
able to generate its own ambulance for emergency response and training on its
volunteers on First Responders Course.
174
Barangay Bato, Hinigaran, Negros Occidental (2003, rural)

for exemplary
performance in the field of disaster management despite limited resources. The
resourcefulness of the Barangay residents, coupled with the untiring initiative and strong
leadership of the Barangay Chairman, can be depicted in their peculiar ways of utilizing
indigenous ways in disaster forecasting; establishing an improvised Training and
Operations Center; continuous training in disaster management. Through these
sustained initiative, Barangay Bato was chosen as the official base of the Hinigiran
Emergency Action Team (HEAT), manned by volunteers from the Barangay and other
areas in Hinigiran.
Husay Balangay: Sustainaible Community Development through Environmental

Management, Livelihood and Preventive Health
Bgy. Aundanao, Island Garden of Samal, Davao del Norte: Persisting in the
protection of marine resources
It is rare for a project to last for long because of the changes in the local governments
leadership. The few that do are usually collaborative of efforts between the LGU and an
NGO or peoples organization (PO). Partnering as equals and peoples participation
allows a program or project to survive the changes in personalities.
Context
Bgy. Aundanao is the farthest barangay of Samal. It is a two-hour-and-a-half boat ride
from Sasa, Davao City. It is a thirty-minute ride using skylab motor (single motorcycle)
from Penaplata, the seat of the city government. Around 100 fishing families live in the
barangay, almost all of them indigenous people called Isamal.
The Project
Organization of the Aundanao Fishermen Association
In an effort to restore the abundance of the sea and protect their livelihood, twenty-five
(25) fishermen bonded together in 1988 and founded the Aundanao Fishermen
Association (AFA). The group sought the assistance of different government agencies in
growing artificial reefs, purchasing fishing gear and establishing a fish sanctuary.
Artificial reefs
The AFA initially received assistance from the artificial reef development program of the
Department of Agriculture (DA). The fishermen submerged fifty (50) artificial reef
modules off the barangay waters to lure back the fish. Schools of fish soon migrated to
the area.
Fishing gear
The fisherfolks traditional method of hook and line fishing was inadequate for the
schools of fish. To purchase new fishing gears, the AFA sought the assistance of the
National Agricultural and Fishery Council (NAFC) and its Livelihood Enhancement for
Agriculture Development (LEAD) Buklod Yaman (Group Wealth) Project. This Buklod
Yaman Project provides farmers and fisherfolk loans without interest to increase their
income. AFA secured a PhP142,588 loan in 1990.
175
AFA built five (5) non-motorized bancas and procured 320 meters of encircling gill net
and other fishing equipment. These helped them increase their weekly fish catch from
1,000 to 3,000 kilos. They sold their catch to fish vendors from Davao City and the
neighboring municipalities of Panabo and Pantukan. For this, AFA won the Outstanding
LEAD Project in Region XI in 1991. It received PhP25,000 prize money.
Fish sanctuary
The use of illegal methods like dynamite fishing, cyanide poisoning and destructive
fishing gears reduced fish varieties and stocks in the area. As early as 1993, the
barangay council and AFA presented to the community the idea of establishing a fish
sanctuary. However, like many new ideas, the sanctuary idea faced objections of some
fisherfolk. They feared that it will reduce their fishing grounds and subsequently their
catch.
In response, the barangay council, with the AFA, conducted assemblies and
consultations to inform the fisherfolk of the purposes and benefits of the sanctuary. In
late 1994, the Aundanao Barangay Council passed Resolution Number 23 s. 1994 that
declared the Coastal Area of Bgy. Aundanao as a Fish Sanctuary. This was confirmed
by the then Samal Municipality in Sanggunian Bayan (SB) Resolution Number 4 dated
January 10, 1995.
On February 2, 1998, the Samal municipality officially established the sanctuary
athrough Municipal Ordinance No. 3 s. 1998 as per Republic Act 8471. This Ordinance
provided for at least five (5) hectares of fish sanctuary. Its objective was to preserve,
rehabilitate and enhance the marine resources of the barangay and, thus, promote the
food security and the economic well-being of the fisherfolks and residents of the area.
The government provided equipment to the project e.g. steel buoys as sanctuary
markers, fish shelters, fishnets, boats, handheld radios and a megaphone. It also
shouldered the cost of the survey and the mapping of the sanctuary. AFA used their
Outstanding LEAD Project cash prize to build a payaw or fish shelter.
The AFA, supported by the barangay council, drafted policies and regulations governing
the sanctuary. Some of them were deputized as Fish Wardens and properly trained to
perform their duties. The Civilian Volunteers Organization (CVO) in the barangay was
also tapped to enforce the rules and regulations.
To compensate for the reduced fishing ground and to make up for the potential loss of
income as the fisherfolk avoided overfishing, the barangay and AFA introduced
livelihood activities among the wives of the fishermen such as swine raising and making
sandals, bags and crochets.
Results
The immediate result was the increase in fish catch from three (3) to five (5) kilos of fish
per fisherman per trip. There was also noticeable improvement in the physical features
of the area: more concrete houses constructed, more variety stores opened and more
fish traders coming to the barangay. Many of the residents started acquiring appliances
and a few bought motorcycles. Unfortunately, no study was done on increases of income
since the sanctuary was established. But given the less time spent on fishing and less
expenses incurred as they need not venture far from shore, it can also be presumed that
they had ore savings.
176
The best evidence for the success of the sanctuary was the move of eight neighboring
coastal barangays to establish their own fish sanctuaries modeled after Aundanao.
These were:
District I-Babak: Bgys. San Isidro, Libuak, Balet and Tagpapongan
District II-Samal: Bgys. Aumbay and San Jose
District III-Kaputian: Bgys. Tagbaobo and Pangubatan
Bgy. Dancalan, Dansol, Sorsogon: Reforestation for the Protection of Coastal
Residents
Environmental protection and rehabilitation enhances the safety of residents. Aside from
bringing in fish and increasing the income of fisherfolk, mangroves protect coastal and
riverbank residents from flash floods caused by typhoons and the monsoon.
Context
Bgy. Dancalan is one of the 51 barangays of Dansol, Sorsogon. The barangay sits on
the banks of the Donsol River, near the mouth that opens to the Ticao Pass. The
barangay has a population of 2,031 with 347 households (NSO Census 2000).
The Project
The Tangkulan Mangrove Rehabilitation Project started in June 1994 to promote care
and protection of the environment among the residents of Bgy. Dancalan. Tangkulan
was actually a buffer zone in the barangays Purok or Zone One called Bangkerohan.
This zone was formed in the 1990s as a result of the frequent flash floods that eroded
the banks of the Donsol River.
Formation of CENRO
The barangay council formed the Community Environment and Natural Resources
Organization (CENRO) to take the lead in the rehabilitation of Tangkulan. The first
CENRO chair was a barangay councilor.
Reforestation
The rehabilitation project was called Atamanon an Bakawan (Protecting the Mangrove).
This reforestation project would prevent further erosion of the riverbanks, create a
breeding ground for fish and crustaceans and help increase the income of barangay
residents, many of whom were fisherfolk and fish vendors. The mangrove was also
envisioned as a bird sanctuary and a shelter for schools of planktons that serve as food
for the Butanding or whalesharks.
The CENRO identified a three-hectare area for the planting of mangrove propagules.
The CENRO chair mobilized the residents and with the cooperation of the principal
the Grade Six pupils of the Dancalan Elementary School to do the reforestation. With
technical assistance provided by the UP Los Banos, they planted about twelve thousand
(12,000) mangrove propagules from June to September 1994. The project later
expanded to three more hectares.
177
Reforestation started with the clearing of the entire area. Planting and fencing, using
mangrove propagules, followed. A water breaker was then installed to protect the area
from flash floods. Regular monitoring followed. Mortal seedlings were replaced while the
CENRO measured the growth of the mangrove trees that survived and treated them for
pest and worm infestations.
Results
After eight years, Tangkulan was already considered a forest area. The mangrove trees
stood at least at ten to twelve (10-12) feet. They had started to produce propagules that
could be used as new seedlings. The site already teamed with schools of fish,
crustaceans and planktons. The continuous piling of sand in the area also offered
greater protection to the residents of Purok One during typhoons and strong rains
brought about by the southwest monsoon.
Challenges
Some residents were seen quarrying sand from the area.
Fisherfolk from nearby places started fishing in the protected area.
Immature mud crabs were harvested.
Transient residents claiming parts of the buffer zone clamor for their conversion into
residential lots.
The area and other parts of Donsol could be declared an Ancestral Doain if claims of a
tribal community prospered.
There was lack of assistance for research on and monitoring of the status of the
mangrove trees.
Bgy. Sta. Juliana, Capas, Tarlac: Earning a living from a volcano
Calamities are often life-jarring events. People lose homes and properties, even loved
ones to floods, typhoons, etc. Months and years after, the victims struggle to recover
and move on. Mt. Pinatubos eruption on June 12, 1991 devastated large portions of the
provinces of Tarlac, Zambales and Pampanga. The lahar that followed turned once
verdant fields and vibrant villages into a desert wasteland, sending people into
evacuation centers and resettlement areas. The eruption was particularly painful and
traumatic for a group of indigenous people, the Aetas. Losing their source of subsistence
and freedom up the slopes of the mountain, they were forced into crowded evacuation
centers exposed to diseases and an alien culture. Their struggle continues to this day.
But breaking through the bleak tapestry are shafts of hope, stories of communities who
have not only found a way to adjust but have also improved their lives by seizing small
opportunities that the tragedy has thrown their way. This is the story of Bgy. Sta. Juliana,
a community that is literally rising out of the ashes of Mt. Pinatubo.
Context
Bgy. Sta. Juliana is one of the nineteen (19) barangays of Capas, Tarlac. It is located
twenty-one (21) km from the town center of Capas. (Capas is 129 km north of Manila.)
The barangay is inside the 17,000 hectares of military reservation that once was part of
the US bases in the Philippines. Living there are more than 3,000 people, many of whom
are members of the Abelling or the Ungey tribes of the Aetas, the indigenous people of
the Tarlac and Zambales areas.
178
Before Mt. Pinatubo erupted in 1991, the Abelling and the Ungey tribes rarely mingled
with each other, as they lived in relative isolation in the upper forests of the mountain.
The eruption drove them down to the barangay. In the evacuation centers, the difference
between the abellings and the Ungeys became less important, as all shared a common
fate as disaster survivors. They have settled down into Bgy. Sta. Juliana and have
become important players in its thriving tourism industry.
In April 2000, the barangay council took notice of the influx of foreign and local tourists
going to the headwaters of the ODonell River up the slopes of Mt. Pinatubo. The tourists
usually stop at the barangay to ask for information, refresh themselves or seek services
of locals who knew the route.
Sensing an opportunity, the council organized a team of guides and porters who guided
the travelers and carried their equipment and provisions. With the help of the regional
office of the Department of Tourism (DoT), the villagers established the Bgy. Sta. Juliana
Tourism Council. The DoT trained the council on eco-tourism and established a visitors
center whose management was eventually transferred to the barangay.
The women of the village ran the center, handling visitors registration, cooking meals,
doing errands and arranging vehicles, porters and tourist guides. The team of guides
and porters consist mostly of Aetas. The team has a leader who sits as member of the
Barangay Tourism Council. A guide is paid PhP500 a day for a group of five people.
During lean season, team members took turns accompanying the tourists so that
everyone would have a share of the income.
The Barangay Tourism Council maintains its operations using the conservation fees
collected and donations received from donors.
Results
Bgy. Sta. Juliana has won international awards for its eco-tourism project. The tourism
was included in the Compendium of Best Sustainable Tourism Practices in the World
published by the World Tourism Organization.
Source: Husay Balangay. 3 Employment and Livelihood. Local Governance Academy.
2002 ed.
Integrating Gender Concerns in Disaster Management
1. Among local government units (LGUs), the province of Albay in the Bicol Region
and the municipality of Guagua in the province of Pampanga in Central Luzon are
the early citations of good practice in local and community based disaster
management. The province of Albay is now being used as a model for the
institutionalization of the Provincial Disaster Management Office (now expanded as
the Provincial Public Safety and Emergency Management Office, PPSEMO) as an
independent department functioning as the technical arm and secretariat of the
Provincial Disaster Coordinating Council. Aiming for zero casualty in disasters, the
PPSEMOs Information and Training Division coordinates and undertakes training
activities with the local disaster coordinating councils. The community disaster
preparedness training target women participants because they are in charge of the
daily affairs of the home and safety of the children, and while in the evacuation
179
centers, they continue on with livelihood activities such as handicrafts.

2. Naga City also in the Bicol Region is recipient of many awards in local governance.
Just recently it was chosen by UN-Habitat and UNIFEM in Japan as one of the
Women Friendly Cities 2004 during the First Contest of the Gender Responsive
Local Governments of the in Asia Pacific.
The women in Green Foundation
spearhead the promotion of environmental programs, especially the Naga River
Rehabilitation Program to educate the people on the effects of flooding and
mitigation measures to undertake. The Womens Council and Peoples Council
advocate and implement programs to strengthen of livelihood and health through the
Food Fortification, Home and Community Food Production, Credit Assistance of
Livelihood, and Nutrition Education. In emergency response, women assume roles
in the EMS team as nurses and paramedics and in psychosocial crisis intervention
and rehabilitation. Because Naga City has not experienced a major disaster since
1999, the systematic and aggressive integration of womens participation in the
citys and barangays disaster preparedness program is still in process.
3. The municipality of Guagua is recipient in 1999 of the Gawad Galing Pook for
Innovations and Excellence in Local Governance for its Disaster Management in
Community Development Program. To mitigate flooding from typhoon and heavy
rain, Guagua initiated disaster management activities in 1988. After Mt. Pinatubo
eruption in 1991, disaster management was directed to preparedness and mitigation
for lahar flow and flooding which combined engineering interventions with private
sector and community participation in public awareness and organizing, hazard
monitoring (also with assistance from PAGASA), early warning, sandbagging, and
organized evacuation. Local government resources are complemented by those
coming from the business sector and NGOs. In the pre-disaster period, women
participate in the planning and implementation of activities as heads and members
of committees of the Municipal Disaster Coordinating Council and the Barangay
(village) Information Organizing and Networking Cadres (BIONICS), the information
arm of the LGU in public awareness and organizing. About 68% of the elements
and groups within the Municipal Disaster Coordinating Council (MDCC) are women.
The heads of the Municipal Planning & Development Office, the Municipal Social
Welfare Office (in charge of relief, evacuation center management and psycho-social
counseling), the Rehabilitation Team (from Tanglaw, an all women NGO), and
Livelihood/Resource Unit (from business NGO) of the MDCC are women. Two of the
3 Rural Health Physicians are women, while 2 paramedics and 2 nurses belong to
the 14 member rescue team. During emergencies, the MDCC taps the Parents
Councils of the Day Care system. In charge of the BIONIC Information Team is a
woman. Another women NGO, Soroptimist International moblizes for tree planting
along the diking system as a mitigation measures.
4. The Municipality of Mahinog suffered the most damages among the 5 municipalities
when Typhoon Nanang (international name: Lingling) devastated the province of
Camiguin in November 2001 (with 166 deaths, excluding the 84 declared missing;
146 persons injured; 7,172 families or 43,040 persons affected; damage cost to
settlements, agriculture and infrastructure at about Php 201 Million). To prevent
another disaster from happening, capability building in local and community level
disaster preparedness and mitigation was undertaken from April 2002 May 2003
with assistance from the Local Government Support Program.
Disaster
preparedness training were conducted with 4 high risk barangays (villages) and in a
180
pilot barangay, community risk assessment and counter disaster planning was
undertaken. The Municipal Disaster Coordinating Community was reorganized and
reactivated and the Municipal Contingency Plan was formulated. There is strong
participation of women in disaster planning at the municipal level since 3 out 5 of the
technical working group for disaster management are women who are active in
information and education on disaster preparedness and mitigation in the barangays.
The Municipal Planning and Development Officer is a woman. The women play vital
roles (as was the experience during Typhoon Nanang) in the management of the
evacuation centers,
relief, delivery of medical services, and psychosocial
counseling, livelihood assistance and housing rehabilitation.
5. The Metro Manila Earthquake Impact Risk Reduction Study (MMEIRS) involved the
Philippine Institute of Volcanology and Seismology (PHIVOLCS) and the Metro
Manila Development Authority (MMDA) in formulating a master plan for earthquake
impact reduction for Metro Manila and technology transfer from the Japan
International Cooperation Agency from August 2002 to March 2004. The MMEIRS
had a component of piloting CBDM activities in 3 selected communities to promote
similar CBDM activities to make Metro Manila safer by enhancing community
resilience. PHIVOLCS has been advocating womens participation and empowerment in disaster preparedness planning and community affairs through
information dissemination campaigns in the form of seminars and workshops with
women leaders and participants since 1995. Although gender issues concern both
the men and women, womens concerns are prioritized since the current social
system is patriarchal and women are in a disadvantaged situation. Women need to
be empowered first, before they can participate in community organizing and disaster
management. Alongside, there is advocacy for men community members to realize
the importance of their wives, daughters, sisters and mothers participation in
community affairs. The MMDA gives premium to the involvement of women because
they are respected in the community and can bring the MMEIRS CBDM activities to
the rest of the community members. Women participation is also important because
they benefit not only with increased knowledge and skills, but more so because they
are able to contribute to securing and improving the quality of life and environment
for their children, family and community.
Source:
Paper on Integrating Gender In Community Based Disaster Risk
Management In The Philippines by Lorna P. Victoria for the Third Disaster
Management Practitioners Workshop, Bangkok, 2003)
181
Readings
Disaster Warning System, Communication Protocol
and Evacuation Procedures
Paradigm of Disaster Avoidance
Natural Hazards
Disaster Impact
Social Conditions
WARNING
PREVENTION
STRENGTHEN COPING
CAPACITY
HAZARD PREDICTION for WARNING

-
Predicting a hazard has enormous potential for reducing its disastrous consequences.
Short advance warning gives time to protect lives and properties.
A long period warning provides an opportunity to relocate and reinforce properties
WHAT ARE WARNING SYSTEMS

-
Warning systems are systems designed to give forewarning of the likelihood of

calamity occurrence in order to save lives and property.
Warning system ensures that the end users of the forecast receive appropriate and
timely warnings so as to take effective actions to save lives and properties.
BASIC ELEMENTS OF A COMMUNITY WARNING SYSTEM

1. Prediction (based from historical information)
2. Detection (the use of radar, rain gauge, etc.)
Given by Cedric Daep, Head of the Albay Provincial Public Safety and Emergency Management Officer
during the Pre-test of the Barangay Disaster Management Workshop at Barangay Banugao, Infanta, 14-16
October 2005
182
3. Forecast (probability)
4. Communication (Relay of information to the response teams and
community recipients)
5. Decision making (Decision made by DCC for disaster avoidance)
6. Mobilization (Warning Info. and issuance of Evacuation order)
WHAT ARE THE COMPONENTS OF THE COMMUNITY WARNING SYSTEM?

(Example FLOOD)
1. Observers: Observation of rainfall and river conditions
2. Communication Network: Relays information to response team and disaster
agencies when alert and critical flood levels are reached.
3. Decision Component: Community decides whether or not to evacuate based on
rainfall or water level observations.
4. Response: Community packs away valuables at alert level and evacuates to
emergency shelter at critical level.
INSTITUTIONAL CHALLENGES OF FLOOD WARNING SYSTEMS
Some institutional challenges include:
Institutional capacities; (Org. structure & function)
Hazard assessments; (risk map, population survey)
Monitoring and evaluation systems; (availability of monitoring equipment) (Role /
participation)
Conducting cost benefit analyses; (investment vs. reduced damages)
Cooperation among government agencies; (role of each org. and task units)
Private sectors involvement; Community ownership and interest; (why? What
benefits)
Financial sustainability; (Repair & Maintenance support)
Economic incentives. (savings or increased income due to reduced damages)
FLOOD FORECASTING AND WARNING OPERATION
Flood forecasting and warning operation includes a number of interrelated activities,
each of which forms the following integral part of the operation:
Collection of hydro-meteorological data on real-time basis

Assessment of weather conditions affecting or expected to affect
reservoir
catchments areas;
Stream flow simulation and flood forecasting
Preparation and issuance of DISCHARGE WARNING or FLOOD BULLETINS
and FLOOD INFORMATION as the case may be;
Dissemination of discharge warnings or flood warnings/information to the local,
municipal and provincial government offices, disaster coordinating council and
the general public through the FFWS Centers, OCD, DPWH, and other local
government agencies as well as the print and the broadcast media.
183
SAMPLE FLOOD AND DEBRIS FLOW WARNING PLAN

Criteria
River
Condition
Flood Warning Level
Criteria
Rain gauge
Required BDCC Actions
1
Alert Status
Bgy Capt and task uinits
2
Preparedness Status
Warning Team, Flood

Watch Team, Security,
Transpo. etc.
3
Evacuation Status
Warning, Security,
Evacuation, Transpo,
Medical, Communication,
etc.
Note: can have 4 warning levels with No. 1 as STANDBY

COMMUNICATION PROTOCOL
PAGASA or
PHIVOLCS
PDCC
MDCC
BDCC
COMMUNITY
EVACUATION PROCEDURES
Identify at-risk population

Determine Safe Evacuation Centers
Organize Evacuation Team
Prepare Evacuation Plan by purok per safe evacuation criteria.
Come up with Plan B and Plan C if safe evacuation centers are insufficient.
Establish coordination with MDCC for timely support.
Source: Cedric Daep, Pre-test of Barangay Disaster Management Workshop at

Barangay Banugao, Infanta, 14 16 October 005
184
Readings
Basic Study on Non-structural Disaster Prevention in Camiguin
Disaster Prevention Checklist
Warning and Evacuation
Checklist
9
9
I. ESSENTIAL FOR MANAGEMENT AT THE START OF THE RAINY SEASON

(Jun-July)
Warning and Evacuation System At the start of the Rainy Season
PDCC
MANDATORY
1. Review the warning and
evacuation plan and check
for currency
2. Check whether the
communications equipment
are working
generators are functioning
4. Test Communications link
with PAGASA
5. Test the Communication

link with the MDCCs in
Camiguin
warning boards are free from
obstructions
designated vehicle for
evacuation are in good
running condition
WHO
HOW
PDCC Chairperson
Conduct table top

exercise
Vice-chairman of
communication
and warning
committee
Communication
and warning
committee
Vice-chairman of
communication
and warning
committee
Vice-chairman of
communication
and warning
committee
Vice-chairman of
communication
and warning
committee
Chairman
Transportation
Committee
Actual test of
communication
equipment
Actual test run
Actual test of
communication
equipment
Actual test of
communication
equipment
Actual visit/
monitoring of warning
board
Actual road test of
vehicles/check
engine, battery, oil
and brakes
185
MDCC
MANDATORY
evacuation plan
communication equipment
are working
3. Test the Communication
link with the BDCCs and
PDCC and raingauge
observers
4. Check whether warning
board is free from
obstruction
5. Check the condition of
evacuation centers
designated vehicle are in
good condition
7. Check security
procedures during
evacuation
8. Check food and
medicines stock pile
WHO
HOW
MDCC
Chairperson
Warning and
Communication
Committee
Warning and
Communication
Conduct table top

Exercise
By testing radio
signals
Warning and
Communication
By ocular inspection
Evacuation
committee
Transportation
committee
By ocular inspection
Security committee
Relief and
Medicine
Committee
Communications
check
Road Test/Check
engine, oil, battery,
and brakes
Review procedures
Conduct of inventory
BDCC
Mandatory
evacuation plan and assess
for currency
2. Check whether
communications equipment
are working
3. Test the communication
link with river observers
link with the barangay
tanods or purok chairman incharge of disseminating
warning to the community
link with the MDCC
designated vehicles for
evacuation are in good
running condition
markings on the bucket are
still visible
Who
How
BDCC Chairman
Conduct Table Top

Exercise
Chairman and
monitoring
communication
committee
Communication
chairman
BDCC Chairman
Contact all radio

holder
Communication
chairman
Transportation
committee
chairman
Warning and
Communication
Unit
Contact the
monitoring observer
Meeting
Contact with MDCC

and Communication
center
Meeting with
transportation owners
within the barangay
Actual check
186
Mandatory
Who
8. Inform people living and

working inside the hazard
zone that they are in an area
at risk to DF and FF
9. Check the condition of the
road leading to evacuation
center
10. Check readiness of
people to evacuate
Public Information
Chairman
Barangay meeting
How
CVOs
Check road
conditions
BDCC members
Conduct of
evacuation drill
II. ESSENTIAL FOR MANAGEMENT WHEN EMERGENCY SITUATION IS

DECLARED
PDCC
WHO
HOW
WARNING LEVEL # 1
1. PDCC sends
emergency advisory to
MDCC based on rainfall
situation
3. PDCC convenes and
activates PDCC
MANDATORY
PDCC Chairman
through
Communication
Committee Chairman
PDCC chairman
Through fax machine
4. PDCC activates PDOC
PDCC Action Officer
WARNING LEVEL # 2
1. Check the network of
warning system
Communication
Committee Chairman
2. inventory vehicle for

evacuation
Transportation
committee chairman
4. check the medicines

stock pile
Health Committee
Chairman
5. check the availability of

health workers and
volunteers if takes place
6. inventory food stock
piles
Health committee
chairman
Relief committee
chairman
Recall all PDCC

members, trough
radios telephones
and siren
PDOC placed on
operational status
Actual test of
Communication
equipment
Actual inventories if
vehicles and recal all
vehicles at motorpool
and place in stand-by
status
Actual inventory of
medicines available
and to be purchased
Actual inventory and
proper designation of
manpower
Actual inventory of
food commodities
available and to be
purchased.
187
WARNING LEVEL # 3
1. Provide support to
MDCC in terms of
supplies requirements
2. Link with RDCC on
other requirements that
PDCC cannot provide
WARNING LEVEL # 4
1. Link with MDCC on
ready support for
evacuation
PDCC Chairman and

Committees concern
PDCC Chairman
PDCC Chairman and

evacuation
committee chairman
Close coordination
and regular
feedbacking with
MDCC
Close coordination
and regular
feedbacking with
RDCC
Transportation,
Health, evacuation,
and security
committees on ready
status
Keep communication
lines open
MDCC
MANDATORY
WHO
HOW
WARNING LEVEL # 1
1. Convene and activate
MDCC
MDCC Chairman
Call a meeting
2. Activate DOC
MDCC Chairman
Issue order
3. Ready all warning devices
Warning and
Communication
Committee
Warning and
Communication
Committee
MDCC Chairman
Prepare / check
devices
4 Check the network of

warning system
5. Issue advisory to BDCC
6. Put up # 1 sign on
warning board
7. Instruct MAO to collect
rainfall data, instruct BDCC
to observe river condition
and transmit data to MDCC
8. Transmit rainfall data to
BDCC
9. inventory vehicle for

evacuation
10 check medicinal stock
pile
Warning and
Communication
committee
MDCC Chairman
MDCC/Warning
and
Communication
Committee
Transportation
committee
Health committee
Radio Test
Radio Communication
Actual
Radio to MAO and

BDCC
Radio Communication
Actual checking
Actual checking
188
MANDATORY
WHO
11. check the availability of

health workers and
volunteers
12. Dep-Ed disseminate
information to teachers and
pupils
13. Decision-making on
whether to upgrade warning
level to #2
WARNING LEVEL # 2
1. Update warning level from
1 to 2
Health committee
Actual checking
District
Supervisor
Meeting / Issue Memo
MDCC Chairman
meeting
Warning
Committee
Actual
2. MAO continues to collect

hourly rainfall data
3. Transmit rainfall data and
river conditions to PDCC
MAO
Actual collection
MDCC/Warning
and
Communication
Committee
MDCC/Warning
and
Communication
Committee
MDCC
chairperson,
chairpersons of
warning &
evacuation
committee,
disaster and
intelligence staff
unit
Evacuation
committee
By Fax
Evacuation
committee
Actual/ ocular
inspection
8. Ready stockpiles
Relief committee
Stock piling
9. Contact private individuals

for transportation assistance
Transportation
committee
Contact all private

vehicle operator
MDCC warning
and
communication
MDCC/Warning
and
communication
committee
Actual
4. Transmit Rainfall data to

BDCC
5. Meet to decide whether

the situation warrants an
order to prepare for
evacuation
6. Evacuation committee
secures keys to evacuation
centers from school
principals and/or security
guards
7. Prepare materials for
evacuation
WARNING LEVEL # 3
2 to 3
2. order preparation to
evacuate to all BDCCs
concerned
HOW
Radio Communication
Study rainfall situation

and river conditions
Actual
Radio Communication
189
MANDATORY
3. Review master list of
potential evacuees
4. Open evacuation centers
in preparation for possible
evacuation
5. Dispatch support for
evacuation, including
medical staff and health
volunteers and evacuation
committee, to BDCC to preposition augmentation
support to BDCC
6. Continue monitoring
raingauge collection and
river condition and transmit
to concerned parties (BDCC
and PDCC)
7. PNP sends police to
evacuation centers and
areas to be evacuated for
security purposes
8. Meet to decide whether to
order evacuation
WARNING LEVEL # 4
3 to 4
2. Order BDCC to evacuate
WHO
190
HOW
Evacuation
committees
Evacuation
committee
Meeting
MDCC
Chairperson
Order given during

meeting
MDCC
Actual monitoring
Security
Committee
Order given during

meeting
MDCC
Chairperson,
Chairpersons of
warning and
evacuation
committee and
disaster
intelligence staff
unit
Study the rainfall data

and river conditions
during the meeting
convened by the
MDCC Chairperson
MDCC, warning
and evacuation
committee
MDCC
Chairperson
Actual
Actual
Radio Communication
BDCC
MANDATORY
WARNING LEVEL # 1
1. Convene BDCC upon
receipt of advisory from
MDCC
2 Activate disaster operation
center
3. Mobilize community
volunteers
4. Ready all warning
devices
5. Instruct river observer to
observe river condition and
transmit river condition data
to MDCC
WHO
HOW
BDCC Chairman
Call a meeting
BDCC Chairman
Issue order
BDCC chairman
Call meeting of
volunteers
Prepare/check devices
Warning and
Communication
Unit
Warning and
Communication
Unit
Issue order during the

BDCC meeting
MANDATORY
WHO
HOW
6. Inventory vehicles for

evacuation
7. Check the network of
warning system
8. Inventory food stock pile
Transportation
Unit
Communication
Unit
Relief Unit
Actual check for radio

signals
Actual check
9. Locate the bucket near

the Barangay Disaster
Operation Center
WARNING LEVEL # 2
1. Transmit information on
river conditions to MDCC
Warning and
Communication
Unit
Physically locate the

bucket in a cleared
space beside the DOC
Warning and
communication
unit
Evacuation Unit
By radio
2. Prepare materials and

stock piles for evacuation
order to prepare for
evacuation
4. Recommend to MDCC to
prepare to evacuate
WARNING LEVEL # 3
order to evacuate and
recommend to MDCC order
to evacuate
2. Announce preparation to
evacuate to affected families
3. Dispatch evacuation
team, barangay health
workers to pick-up points
4. Review master list of
evacuees
WARNING LEVEL # 4
1. Order community to
evacuate
BDCC
Chairpman
BDCC Chairman
. BDCC
Chairperson,
Chairpersons of
warning
committee,
evacuation
committee and
disaster and
intelligence staff
unit
BDCC Chairman
through warning
and
communication
unit
BDCC Chairman
Actual check
Actual counting and

packing
Study river conditions
and the amount of
water collected in the
bucket
Communicate through
radio
Study river conditions
and amount of water
collected in the bucket
Dispatch
communication and
warning teams to
disseminate order to
evacuate
Order given during
BDCC meeting
Evacuation
committee
Examine the list of

families pre-identified
to be evacuated
BDCC Chairman
Dispatch
communication and
warning teams to
disseminate order to
evacuate
Source: Basic Study on Non-structural Disaster Prevention in Camiguin, DPWH and

JICA implemented by Center for Disaster Preparedness, Earth System Science Co. Ltd.
and Pacific Consultants International
191
Readings
KEY EMERGENCY INDICATORS
Crude Mortality rate (CMR)
Normal rate among a settled population 0.3 to 0.5/10,000/day
Emergency program under control <1/10,000/day
Emergency program in serious trouble >1/10,000/day
Emergency: out of control >2/10,000/day
Major catastrophe >5/10,000/day
Mortality rate among children under 5 years old (U5MR)
Normal rate among a settled population 1.0/10,000/ day
Emergency program under control <2.0/10,000/day
Emergency program in serious trouble <2.0/10,000/day
Emergency: out of control >4.0/10,000/day
Clean water
Minimum survival allocation 7 liters/person/day
Minimum maintenance allocation 15-20 liters/person/day
Food
Minimum food energy requirement for a population totally dependant on food aid
2,100 kcal/person/day
Nutrition
Emergency level: >15% of the population under five years old below 80% weight
for height or >10% of the population under five years old below 80% weight for
height together with aggravating factors e.g. epidemic of measles, crude mortality
rate >1/10,000/day
Measles
Any reported cases. 10% or more un-immunized in the 6 months to 5 years age
group.
Respiratory infections
Any pattern of severe cases
Diarrhoea
Any pattern of severe cases
Appropriate shelter
Protection from wind, rain, freezing temperatures, and direct sunlight are
minimum requirements
Minimum shelter area 3.5 sq.m/person
Minimum total site area 30.0 sq.m/person
Sanitation
Lack of organized excreta and waste disposal. Less than 1 latrine cubicle per
100 persons
192
Public Health Emergency: Major Killers

Measles
Diarrhoeal Diseases
Acute respiratory infection (ARI)
Malaria
Malnutrition
A significant increase of incidence of these

conditions should prompt an immediate
response (or the reporting of just one case
of measles)
Site Planning Figures for Emergencies

RESOURCE
HOW MUCH YOU WILL NEED
Land
Sheltered space
(tents or other structures)
Fire break space
30-45m2 per person

3.5m2 per person
Roads and walkways

Open space and public facilities
Environmental sanitation
Water
Tap stands
Warehouse space
Food
A clear area between shelters 50m wide

should be provided for every 300m of up
area.
A minimum of 1-1.5m should be provided
between guy-ropesof neighboring tents on
all sides
20-25% of entire site
15-20% of entire site
1 latrine seat per 20 people or ideally 1
family sited not farther than 50m from user
accommodations and not nearer than 6m.
1 x 100 liter refuse bin per 50 people
1 wheelbarrow per 500 people
1 communal refuse pit (2m x 5m x 2m) per
500 people
15-20 liters per person per day of clean
water
1 per 200 persons sited not farther than
100m from user accommodations
For food grains in bags, stacked 6m high
allow 1.2m2 of flood space per ton
2,100 kcals/person/day
This will require approximately 36 metric
tons/10,000 peopleweek of food assuming
the following daily ration:
350-400 g/person of staple cereal
20-40 g/person/day of energy
food (oil/fat)
50 g/person/day of protein rich
ood (legumes)
193
Typical Services and Infrastructure Requirements for Camps
1 latrine
1 water tap
1 health center
1 hospital
1 school
4 commodity distribution sites
1 market
2 refuse drums
per 1 family ( 6-10 persons)

per 1 community (80-100 persons)
per 1 camp (of 20,000 persons)
per Up to 200,000 persons
per 1 sector (5,000 persons)
per 1 camp module (20,000 persons)
per 1 camp module (20,000 persons)
per 1 community (80-100 persons)
Source: Contingency Planning for Emergencies: A Manual for Local Government Units,
NDCC and UNCHR, May 2003 available, www.ndcc.gov.ph
194
195
Module 4 SESSION 3: PLANNING WORKSHOP
1. Formulate an initial risk reduction plan (preparedness and mitigation plan)
2. Identify follow through measures to for progressive realization of public
safety, disaster resilience and community development
Key Points:
Community Disaster Management Action Plan Format
Community Disaster Management Action Plan
(Timeframe October December 2005)
Objectives:
Hazard:
Elements
At Risk
Activities
Schedule/
Timetable
Responsible
Resources
Existing
To Look For
Support
Agency
Before
Disaster
During
Disaster
After
Disaster
C Methods:
1. Visioning Exercise
2. Group work
3. Plenary presentation and critique
Process:
1. Group participants into 4 groups according to organizations or by purok. Ask
each group to quickly draw their vision of community development and how
disaster risk management can contribute to realizing this vision. Each group
reports to the plenary and all groups view the posters. Use this exercise to
prepare the Participants to make a disaster risk management action plan
which will form part of their barangay disaster risk management plan.
2. Going back to the same group, each group will discuss their disaster risk
management action plan up to the end of the year, for six months or for 1
year.
3. Remind Participants that objectives should be SMART
Specific, Measurable, Agreed Upon/Achievable, Realistic, Time Bound
4. Run through the Last Words on Planning (see Readings for Facilitator) before
the group works on their action plans.
5. After all groups have made visuals of their reports, have each group present
and make comments on the plans. Remind the Participants that the plan
should
- Be based on community risk assessment and felt needs of the
community
- Have a mix of short-term, medium- and long-terms disaster management
activities to reduce vulnerabilities and increase capacities
- They should be able to Anticipate critical parts and work out solutions
- They should conduct community drill or disaster simulation exercise to
practice the plan
- They should have periodic review and improvement of the plan
6. After the discussion of what should be and should not be included, detail how
the plan can be integrated, who will be responsible, by when and who should
receive copies of the plan.
Materials Needed:
Kraft Paper and pens
Visuals aids
Duration:
3 hours
196

1. Last Words in Planning, ADPC/MDRN Planning Concepts and Disaster PMP
PlanningFramework
2. A Z in Facilitating Community Planning, Nick Wates, Community Planning
Handbook, http://www.communityplanning.net/principles.htm
3. Sample of BDCC Warning and Evacuation Plan for Flooding and Landslide, given by
Cedric Daep during the Barangay Disaster Management Training Workshop Pre-test
in Barangay Banugao, Infanta, Quezon
&

Give importance to the following points in giving comments to the disaster risk
management action plan:
9 Ensure that plan is based on community risk assessment and felt needs of
the community
9 Have a mix of short-term, medium- and long-terms disaster management
activities to reduce vulnerabilities and increase capacities
9 Anticipate critical parts and work out solutions
9 Conduct community drill or disaster simulation exercise to practice the plan
9 Have periodic review and improvement of the plan
197
Readings
LAST WORD
A Plan must therefore
be written,
so that it will be remembered;
Simple,
so that it can easily be followed;
Communicated,
so that everyone will know about it;
Tested,
so that its theory can be proved;
Revised Regularly,
So that it will be up-to-date;
And easily Accessible to those who need it.
Planning does not achieve worthwhile results
Results are achieved through action
The time to start is now !!!
Source: ADPC/MDRN Planning Concepts and Disaster PMP Management Planning

Framework, Mindanao Disaster Response Network Municipal-Sectoral Disaster PMP
Management Network Project
198
Readings
A Z in Facilitating Community Planning
Using what works in participatory methodologies in development planning will be of help
also in community disaster risk management planning. The following are general A Z
tips on how to facilitate participatory community planning.
Accept different agendas. People will want to be involved for a variety of reasons, for
instance: academic enquiry, altruism, curiosity, fear of change, financial gain,
neighbourliness, professional duty, protection of interests, socialising. This need not be a
problem but it helps to be aware of peoples different agendas.
Accept limitations. No community planning activity can solve all the worlds problems.
But that is not a reason for holding back. Limited practical improvements will almost
always result, and community-planning activity can often act as a catalyst for more
fundamental change.
Accept varied commitment. Far too much energy is wasted complaining that certain
people do not participate when the opportunity is provided. All of us could spend our
lives many times over working to improve the local environment. Everyone has their own
priorities in life and these should be respected. If people do not participate it is likely to
be because they are happy to let others get on with it, they are busy with things which
are more important to them or the process has not been made sufficiently interesting.
Agree on and upon rules and boundaries. There should be a common understanding
by all main interest groups of the approach adopted. Particularly in communities where
there is fear for instance that others may be trying to gain territorial advantage it is
vital that the rules and boundaries are clearly understood and agreed.
Avoid jargon. Use plain language. Jargon prevents people from engaging and is usually
a smokescreen to hide incompetence, ignorance or arrogance.
Be honest. Be open and straightforward about the nature of any activity. People will
generally participate more enthusiastically if they know that something can be achieved
through their participation (e.g. if there is a budget for a capital project). But they may be
quite prepared to participate at risk providing they know the odds. If there is only a
small chance of positive change as a result of people participating, say so. Avoid hidden
agendas.
Be transparent. The objectives and peoples roles should be clear and transparent at
events. For instance, it may seem trivial but the importance of name badges to prevent
events being the preserve of the in-crowd can never be stressed enough.
Be visionary yet realistic. Nothing much is likely to be achieved without raising
expectations. Yet dwelling entirely on the utopian can be frustrating. Strike a balance
between setting visionary utopian goals and being realistic about the practical options
available.
199
Build local capacity. Long-term community sustainability depends on developing

human and social capital. Take every opportunity to develop local skills and capacity.
Involve local people in surveying their own situation, running their own programs and
managing local assets.
Communicate. Use all available media to let people know what you are doing and how
they can get involved. Community newspapers or broadsheets in particular are
invaluable.
Encourage collaboration. Create partnerships wherever possible between the various
interest groups involved and with potential contributors such as financial institutions.
Flexibility. Be prepared to modify processes as circumstances dictate. Avoid inflexible
methods and strategies.
Focus on attitudes. Behavior and attitude are just as, if not more, important than
methods. Encourage self-critical awareness, handing over control, personal
responsibility and sharing.
Follow up. Lack of follow-up is the most common failing, usually due to a failure to plan
and budget for it. Make sure you set aside time and resources for documenting,
publicizing and acting on the results of any community planning initiative.
Go at the right pace. Rushing can lead to problems. On the other hand, without
deadlines things can drift. Using experienced external advisors may speed up the
process but often at the expense of developing local capacity. Get the balance right.
Go for it. This is the phrase used most by people who have experienced community
planning when asked what their advice would be to others. You are bound to have
doubts, it is usually a leap in the dark. But you are unlikely to regret taking the plunge.
Have fun. Getting involved in creating and managing the environment should not be a
chore. It can be a great opportunity to meet people and have fun. The most interesting
and sustainable environments have been produced where people have enjoyed creating
them. Community planning requires humor. Use cartoons, jokes and games whenever
possible.
Human scale. Work in communities of a manageable scale. This is usually where
people at least recognize each other. Where possible, break up larger areas into a
series of smaller ones.
Involve all those affected. Community planning works best if all parties are committed
to it. Involve all the main interested parties as early as possible, preferably in the
planning of the process. Activities in which key players (such as landowners or planners)
sit on the sidelines are all too common and rarely achieve their objectives completely.
Time spent winning over cynics before you start is well worthwhile. If there are people or
groups who cannot be convinced at the outset, keep them informed and give them the
option of joining in later on.
Involve all sections of the community. People of different ages; gender, backgrounds
and cultures almost invariably have different perspectives. Ensure that a full spectrum of
200
the community is involved. This is usually far more important than involving large
numbers.
Learn from others. There is no need to re-invent the wheel. One of the best sources of
information is people who have done it before. Dont think you know it all. No one does.
Be open to new approaches. Get in touch with people from elsewhere who have relevant
experience. Go and visit them and see their projects; seeing is believing. Do not be
afraid of experienced consultants but choose and brief them carefully.
Local ownership of the process. The community planning process should be owned
by local people. Even though consultants or national organizations may be providing
advice and taking responsibility for certain activities, the local community should take
responsibility for the overall process.
Maintain momentum. Regularly monitor progress to ensure that initiatives are built on
and objectives achieved. Development processes are invariably lengthy, the
participation process needs to stay the course. If there has to be a break, start again
from where you left off, not from the beginning. Periodic review sessions can be very
valuable to maintain momentum and community involvement.
Mixture of methods. Use a variety of involvement methods as different people will want
to take part in different ways. For instance, some will be happy to write letters, others will
prefer to make comments at an exhibition or take part in workshop sessions.
Now is the right time. The best time to start involving people is at the beginning of any
program. The earlier the better. But if programs have already begun, participation should
be introduced as soon as possible. Start now.
Personal initiative. Virtually all community planning initiatives have happened only
because an individual has taken the initiative. Dont wait for others. That individual could
be you!
Plan your own process carefully. Careful planning of the process is vital. Avoid
rushing into any one approach. Look at alternatives. Design a process to suit the
circumstances. This may well involve combining a range of methods or devising new
ones.
Plan for the local context. Develop unique strategies for each neighborhood.
Understand local characteristics and vernacular traditions and use them as a starting
point for planning. Encourage regional and local diversity.
Prepare properly. The most successful activities are invariably those on which sufficient
time and effort have been given to preliminary organization and engaging those who
may be interested.
Process as important as product. The way that things are done is often as important
as the end result. But remember that the aim is implementation. Participation is
important but is not an end in itself.
Professional enablers. Professionals and administrators should see themselves as
enablers, helping local people achieve their goals, rather than as providers of services
and solutions.
201
Quality not quantity. There is no such thing as a perfect participation process. The
search for one is healthy only if this fact is accepted. Generally, the maximum
participation by the maximum number of people is worth aiming at. But any participation
is better than none and the quality of participation is more important than the numbers
involved. A well organized event for a small number of people can often be more fruitful
than a less well organized event for larger numbers.
Record and document. Make sure participation activities are properly recorded and
documented so that it can be clearly seen who has been involved and how. Easily
forgotten, such records can be invaluable at a later stage.
Respect cultural context. Make sure that your approach is suitable for the cultural
context in which you are working. Consider local attitudes to gender, informal livelihoods,
social groupings, speaking out in public and so on.
Respect local knowledge. All people, whether literate or not, whether rich or poor,
whether children, women or men, have a remarkable understanding of their
surroundings and are capable of analyzing and assessing their situation, often better
than trained professionals. Respect local perceptions, choices and abilities and involve
local people in setting goals and strategies.
Shared control. The extent of public participation in any activity can vary from very little
to a great deal. Different levels are appropriate at different stages of the planning
process but shared control at the planning and design stage is the crucial ingredient
(+ participation matrix, page 10).
Spend money. Effective participation processes take time and energy. There are
methods to suit a range of budgets and much can be achieved using only peoples time
and energy. But over-tight budgets usually lead to cutting corners and poor results.
Remember that community planning is an important activity, the success or failure of
which may have dramatic implications for future generations as well as your own
resources. The costs of building the wrong thing in the wrong place can be astronomical
and make the cost of proper community planning pale into insignificance. Budget
generously.
Think on your feet. Once the basic principles and language of participatory planning
are understood, experienced practitioners will find it easy to improvise. Avoid feeling
constrained by rules or guidance (such as this handbook)!
Train. Training is invaluable at all levels. Encourage visits to other projects and
attendance on courses. Build in training to all your activities.
Trust in others honesty. Start from a position of trusting others and generally this will
be reciprocated. Lack of trust is usually due to lack of information.
Use experts appropriately. The best results emerge when local people work closely
and intensively with experts from all the necessary disciplines. Creating and managing
the environment is very complicated and requires a variety of expertise and experience
to do it well. Do not be afraid of expertise, embrace it. But avoid dependency on, or
hijacking by, professionals. Keep control local. Use experts little and often to allow local
participants time to develop capability, even if it means they sometimes make mistakes.
202
Use facilitators. Orchestrating group activities is a real skill. Without good facilitation the
most articulate and powerful may dominate. Particularly if large numbers of people are
involved, ensure that the person (or people) directing events has good facilitation skills.
If not, hire someone who has.
Use local talent. Make use of local skills and professionalism within the community
before supplementing them with outside assistance. This will help develop capability
within the community and help achieve long-term sustainability.
Use outsiders, but carefully. A central principle of community planning is that local
people know best. But outsiders, if well briefed, can provide a fresh perspective which
can be invigorating. Getting the right balance between locals and outsiders is important;
avoid locals feeling swamped or intimidated by foreigners.
Visualize. People can participate far more effectively if information is presented visually
rather than in words, A great deal of poor development, and hostility to good
development, is due to people not understanding what it will look like. Use graphics,
maps, illustrations, cartoons, drawings, photomontages and models wherever possible.
And make the process itself visible by using flipcharts, Post-it notes, colored dots and
banners.
Walk before you run. Developing a participatory culture takes time. Start by using
simple participation methods and work up to using more complex ones as experience
and confidence grow.
Work on location. Wherever possible, base community planning activities physically in
the area being planned. This makes it much easier for everyone to bridge the gap from
concept to reality
Source: A Z in Facilitating Community Planning, Nick Wates, Community Planning

Handbook, http://www.communityplanning.net/principles.htm
203
204
Readings
Sample Only: BDCC Warning and Evacuation Plan
BARANGAY DISASTER COORDINATING COUNCIL
Barangay ______, _________, _________
BBCC FUNCTIONS AND RESPONSIBILITIES DURING FLASH FLOOD AND LANDSLIDE
BDCC Functions
Warning
Phase
Interpretation and
Criteria
Flood
Warning
Level
Number
1
First warning
information
received from
PAGASA
regarding any
impending threat.
BDCC
Chairman &
Secretariat
(Alert
Phase)
Warning and
communication
Teams
River swelling
Color of the
flood water is
chocolate.
Flood water
increased by
_______ feet
from the
normal level.
Chair/Task
Unit
Required actions
Role of the Community
1. Activates Barangay Disaster Operation Center.

2. Conduct meeting with the council for
instruction to be on Alert Status.
3. Instructs all members to review their functions
to be activated once warning is elevated to
higher level
1. On monitoring.
2. Wait for warning advisory from
BDCC warning and
communication teams.
3. Listen to radio broadcast.
4. Participates in identifying
population living within the
danger zone.
5. Discuss with the family the
threat if living inside the hazard
zone.
6. Community follows advise from
BDCC to be on alert status
1. Maintains monitoring and close-watch per

M/CDCC issued advisory and informs the
community about the latest warning
information.
2. Start observing the river condition and submit
status report to BDCC chair for decision
making.
3. Maintains coordination with M/CDCC and
listen to the broadcast radio station for the
latest update.
4. Advises the threatened community to be on
alert status.
Warning
Level
Number
2
Evacuation
Team
1. Support the C/MDCC in updating the existing

hazard assessment data in the barangay.
2. Submits to C/MDCC the list of population
residing inside the identified threatened areas
for evacuation reference.
Other
Committees
(Transport,
security, and
medical)
1. On stand-by status while reviewing their

functions and specific plans to execute.
Persistent threat
posed by the
flooding due
continuous rain
BDCC
Chairman &
Secretariat
1. Bgy. Disaster Operation Center placed under

24-hour operation.
2. Informs all BDCC members to review their
action plans and prepare for immediate
evacuation.
Warning
Team
1. Continue conduct the observation of river

condition and submits report to the BDCC
Chair to decide on warning level status
whether to maintain or elevate to higher status.
2. Advise the community to prepare and get
ready for evacuation. Likewise advise them to
get ready with their evacuation kit, safekeeping
of critical properties and secure livestock.
Evacuation
Team
1. Evaluates pre-evacuation and evacuation

requirements and submits the same to higher
DCC for support (Tents, Medicines, etc.)
2. Ensures that the higher grounds to use as
evacuation sites are clear and free from any
other danger.
3. Organize evacuation procedure.
4. Likewise informs the community regarding the
(Prepara
-tory
Phase)
Flood water
increased by
_______ feet.
Color of flood
water turned
brown or dark
gray.
205
1. Maintain monitoring over the

broadcast radio
announcements and wait for
further advise from BDCC.
2. If planning to evacuate due to
felt severe threat, secure
home, valuable belongings and
important properties for safety.
3. Pick-up school children
4. Prepare evacuation kit such
as: medicines for the sick
family member, milk and things
for baby, drinking water,
flashlight with battery, radio
set, clothing, bedding, kitchen
wares, cooking materials if
evacuating for long.
5. Secure livestock and
chicken/fowl.
6. Check with BDCC the
designated safe evacuation
sites. Consider relatives in
safer location as Plan B for
evacuation procedures, the safe evacuation

route and the designated higher grounds as
evacuation sites.
Level 3
Debris
carried out
by the flood.
Overembankment
flood water.
Transportation
Committee
1. Checks and ensures that an emergency

vehicle is available for emergency by the sick
persons and to pick support just in case.
Security
Committee
1. Organizes committee members and provide

briefing on their responsibilities to secure the
area and provide safety measures to those
who are evacuating.
Medical
Committee
1. Prepares and get ready with all available

medical supplies.
2. Coordinates with the evacuation team
regarding list of sick evacuees that require
medical assistance when evacuation is
declared.
3. Conduct inventory of any available medical
supplies.
4. Identify sick persons from the potential
evacuees.
Evacuation
Committee
1. Organizes team to constructs make shift

houses or install tents for use as temporary
safe shelter at the designated higher grounds.
BDCC
Chairman/
Secretariat
1. Call for an emergency meeting and declares

evacuation phase based on the status report
from the observation of river condition
submitted by the warning committee.
2. Instruct all BDCC Task Units to execute
evacuation plan and their emergency support
activities.
206
safe temporary shelter.
7. Check with the BDCC if
emergency vehicle is provided
especially for the families with
sick evacuees
8. If evacuating by foot, tricycle or
jeepney, consider movement
ahead of the actual dangers
and do it during daytime as
much as possible. Moving at
night is too dangerous.
1. Upon receipt of BDCC

evacuation advisory,
immediately proceed to the
designated safe higher ground
or evacuation site with the
members of the family having
with them evacuation kit.
3. Supervises the over-all evacuation movement

executed by the different committees or BDCC
task units.
4. Coordinates with the C/MDCC to provide
additional evacuation support requirements as
needed.
(Evacuation
Phase)
Warning and
communicati
on Teams
1. Advise the vulnerable population to proceed to

the designated safe evacuation sites.
2. Assists the evacuation committee in mobilizing
a timely evacuation movement.
Transportation
Committee
1. Preposition any available emergency and

evacuation support vehicles at the designated
safe pick-up area.
Evacuation
Team
1. Ensures that all vulnerable families are

evacuated safely.
2. Execute other support services based on
disaster preparedness and response plan
utilizing various task units of BDCC.
3. Identify other emergency needs and bring
them to the attention of the BDCC Chairman,
for him to inform the higher DCCs for
assistance.
4. Submits the status of evacuation and activity
reports to higher DCC through the BDCC
Chairman.
5. Submits master list of evacuees to MDCC
through the BDCC Chairman.
Security
Committee
1. Mobilize the Bgy. Tanods to assist in the

evacuation movement.
2. Secure the area to ensure that vacated
properties are safe against untoward
elements.
207
2. Take a good meal before
leaving for evacuation and
bring with the family left over
food if any.
3. Make sure that the house and
pets are secured.
4. Upon arrival at the evacuation
site, make sure to register with
the committee on evacuation.
5. Sick evacuees must
immediately request the
assistance of the medical
team.
6. Cooperate with the Evacuation
Team while in the evacuation
site and extend voluntary
support service when needed.
7. Decamping will be advised so
dont leave the evacuation
camp without the consent from
the authority for safety reason.
8. Apply environmental protection
measures while in the
evacuation site.
9. Tell the authorities in case of
any untoward situations and
problems for food, health and
sanitation.
10. For those evacuating in
relatives house, inform the
MSWDO for inclusion in the
evacuation report and possible
assistance.
3. Ask support from the PNP or other security

support forces as the need arises.
4. Recommend to the Bgy. Capt. for legislative
support to place the area under 24-hr. curfew.
Medical
Committee
1. Provides medical assistance to sick evacuees.

2. Coordinates with transport team for ambulance
vehicle service when needed.
3. Coordinates with the MHO for other health and
sanitation needs when required to avoid any
situation that may fall to be under epidemic
proportions.
Source: Cedric Daep, Head of Albay Provincial Public Safety and Emergency Management Office, Pre-test of Barangay Disaster
Management Training Workshop, Barangay Banugao, Infanta, Quezon, 14 16 October 2005
.
208
CLOSING ACTIVITIES
Objectives
1. Formally close the training workshop;
2. Acknowledge Facilitators, Resource Persons, Organizations and Individuals
who helped in the preparation and conduct of the Barangay Disaster
Management Workshop
3. Assess the Training Workshop in terms of meeting Participant Expectations,
Workshop Objectives, Methodology, and Technical Arrangements
Closing Activities
1. Training Workshop Evaluation
2. Closing Program with Messages from the Mayor, Barangay Captain, and
Facilitator/s, End of Training Reactions from 1 or 2 Participants, and Giving of
Certificates of Participation and Appreciation
Methods:
1. Bulls Eye and/or Commitment Tree
2. Training Workshop Evaluation
3. Short Closing Program
Process:
1. Bulls Eye Prepare circles as in a dart board on the kraft paper or cartolina.
Divide into 4 parts or quadrants for Objectives, Content, Methodology or
Process, and Technical Arrangements. Put rating scale on the circles. For
example, the bulls eye is 100%, the innermost is 90 100%, next circles
outwards 80 90%, 70 80% and 60 70%. Divide Participants into 3 to 4
groups and have each group discuss their overall assessment of the training
workshop with regards to meeting their expectations and training objectives,
relevance and adequacy of topics covered, appropriateness of methods used
in the training workshop, and technical arrangements. Ask each group to write
the summary of their assessment on a sheet of paper and put their rating on
the Bulls Eye.
2. Commitment Tree Distribute different colored sheets of paper in the shape of
leaves, circles and rectangles to all Participants. Instruct the Participants to
complete the following phrases :
After the training workshop, I learned . (can use rectangle yellow)
After the training workshop, I re-learned .
After the training workshop, I can . (can use rectangle green)
Two weeks after the training workshop, I will (can use leaves)
One month after the training workshop, I will . (can use circles or
fruits)
209
Have different colored paper shaped into rectangles for the I learned /
relearned and I can. These form the roots, the trunk and branches of
the tree. The answers to the Two weeks/One month after the training
workshop, I will . are the leaves and fruits.
3. Closing Program. Appoint an Emcee and organize the Closing Program with
Messages, Feedback from Participant/s, and distribution of Certificates of
Participation and Appreciation.
Materials Needed:
1. Cartolina or kraft paper and colored pentel pens for Bulls Eye
2. Cartoloine or kraft paper, various colored paper cut into shapes of leaves,
circles, rectangles and pentel pens
3. Evaluation Form or Questions
4. Closing Program with Emcee
Duration:
1 hour
Sample Evaluation Form
210
Readings
BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP

EVALUATION FORM
PLEASE ANSWER THIS EVALUATION HONESTLY TO
HELP IMPROVE THE TRAINING!
RATING : 1=Poor 2=Needs Improvement 3=Average 4=Good 5=Excellent
1. Meeting Objectives and Expectations
Remarks:_______________________________________________________
_______________________________________________________________
2. Contents
A. Usefulness & Relevance
B, Adequacy
Topics most relevant:_____________________________________________
Topics not relevant :______________________________________________
Topics that should have been covered: _______________________________
New Things Learned / Insights: _____________________________________
3. Methodology / Process: Appropriateness & Effectiveness
Remarks:_______________________________________________________
______________________________________________________________
4. Facilitation / Resource Persons
Remarks:_______________________________________________________
_______________________________________________________________
5. Participation
Remarks:_______________________________________________________
_______________________________________________________________
6. Host Team Performance
Remarks:_______________________________________________________
_______________________________________________________________
7. Time Allocation and Management
Remarks:_______________________________________________________
______________________________________________________________
8. Venue / Food / Accommodation
Remarks:_______________________________________________________
______________________________________________________________
Accomplished by: _________________________

Name & Signature
Date: ______________
211

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Integrating Disaster

Facilitators Guide and Sourcebook

FACILITATORS GUIDE AND SOURCEBOOK: BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP

FACILITATORS GUIDE AND SOURCEBOOK: BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP

Department of Interior and Local Government: USec Melchor Rosales,

Participatory Critique Participants and Facilitators

FACILITATORS GUIDE AND SOURCEBOOK: BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP

Pre-test in Barangay Banugao, Infanta:

MDCC Infanta c/o Hon. Mayor Filipina Grace R. America

Funding Support: Peace and Equity Foundation

Integrating Disaster Risk Management in Local Governance Project

FACILITATORS GUIDE AND SOURCEBOOK: BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP

Training Design for Barangay Disaster

List of Readings for Facilitators

Summary Training Design for Barangay

Introduction to Disaster Management

Session 1: Local Disaster Experience

Barangay Governance & DM

Session 1: Good Governance

Module 3 - Barangay Risk Assessment

Introduction to Risk Assessment

Barangay Risk Reduction Planning

Session 1: Introduction to Risk Reduction Planning

Integrating Disaster Risk Management in Local Governance Project

FACILITATORS GUIDE AND SOURCEBOOK: BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP

Integrating Disaster Risk Management in Local Governance Project

FACILITATORS GUIDE AND SOURCEBOOK: BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP

MODULE 2: BARANGAY GOVERNANCE AND DISASTER MANAGEMENT

BARANGAY HAZARD VULNERABILITY CAPACITY

MODULE 4: BARANGAY DISASTER MANAGEMENT PLANNING

Integrating Disaster Risk Management in Local Governance Project

FACILITATORS GUIDE AND SOURCEBOOK: BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP

LIST OF READINGS FOR FACILITATORS

Different Ways of Participant Introductions and Expectation Check

Module 1: Introduction to Disaster Management Concepts

The Philippine Disaster Situation: Risk Profile CY 1995 2004, Office of

Session 3: Understanding Disasters and Disaster Management

Defining a Few Key Terms from Living with Risk, UNISDR

Module 2: Disaster Management and Barangay Governance

On the Barangay, Local Government Academy

Session 2: Disaster Management Responsibility of the Barangay

Local Disaster Coordinating Councils from Appendix 3

Integrating Disaster Risk Management in Local Governance Project

FACILITATORS GUIDE AND SOURCEBOOK: BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP

The Role of the Business Sector in Disaster Preparedness and Response

Disaster Response during the International Conference on Total

Session 3: Relevant Laws and Regulations Laws, Policies and Procedures)

Laws and Regulations on Disaster Management Program, DILG BLGD

Module 3: Barangay Risk Assessment

Community Risk Assessment, CDP CBDRM Training Hand-outs

Session 2: Hazard Assessment

Hazard Classification, UN ISDR

Session 3: Vulnerability and Capacity Assessment

Categories and Factors for Capacities and Vulnerabilities Analysis,

Session 4: Barangay Watching (Barangay Risk Assessment Field Work)

Data Gathering Plan for Community Risk Assessment

Module 4: Barangay Disaster Risk Reduction Planning

Disaster Reduction Framework, UNISDR

FACILITATORS GUIDE AND SOURCEBOOK: BARANGAY DISASTER MANAGEMENT TRAINING WORKSHOP

From Risk Mapping to Preparedness and Mitigation Planning, Isaias

Session 2: Using the Results of the Barangay Risk Assessment

Identifying Risk Reduction Measures, CDP CBDRM Training

Session 3: Risk Reduction Planning Workshop (Initial Barangay Disaster