between provincial government of leyte and provincial ...pdf.usaid.gov/pdf_docs/pa00mm1g.pdfthe...

Be Secure Project Water Security for Resilient Economic

Growth and Stability

Twinning Partnership on Disaster Risk Reduction

Management (DRRM)

Between

Provincial Government of Leyte

and

Provincial Government of Albay

thru

Albay Public Safety and Emergency Management Office

(APSEMO)

Prepared for Be Secure Project

2015



1.0 Introduction

Due to its geographic location, the Philippines frequently experiences natural disasters that influence the

trajectory of the country’s development and growth. The economic impact of disasters consists of direct

damage to infrastructure, crops, and housing, as well as indirect damage, such as loss of revenue,

unemployment and market destabilization. These are increasingly becoming major challenges to the

development of the Philippines.

The province of Leyte in Central Philippines was severely affected by Typhoon Yolanda (international name

Haiyan) on 8 November 2013. It was considered to be the strongest typhoon ever to make landfall in the

area causing tsunami-like waves that left 6,300 dead and 1,785 missing, and over 1.1 million homeless*.

Total damage wrought by Typhoon Yolanda was valued at USD 905 million*. Given this devastating event, it

was imperative that the Provincial Government of Leyte is capacitated to deal with the impacts of extreme

events such as this in the future. The province remains vulnerable to natural disasters due to its location,

terrain, changing patterns of rainfall, and rising sea levels. Reducing the vulnerability of communities

requires increasing their capacity for disaster preparedness and response. As such, the Local Government of

Leyte aims to strengthen its Provincial Disaster Risk Reduction and Management Office (PDRRMO).

The passage of Republic Act 10121 or “An Act Strengthening the Philippine Disaster Risk Reduction and

Management System, Providing for the National Disaster Risk Reduction and Management Framework and

Institutionalizing the National Disaster Risk Reduction and Management Plan, Appropriating Funds therefor,

for other Purposes” mandates Local Government Units (LGUs) to have offices dedicated to Disaster Risk

Reduction Management (DRRM). However, Leyte Provincial Government like most LGUs, operates with only

a DRRM council without full-time staff and resources.

To support the formation of the Leyte Provincial Disaster Risk Reduction Management Office (PDRRMO), the

USAID the Water Security for Resilient Economic Growth and Stability (Be Secure) project, through AECOM

Philippines and WaterLinks, facilitated a twinning partnership between Leyte Province and Albay Province

through the Albay Public Safety and Emergency Management Office (APSEMO).

_____________________

* data from the National Disaster Risk Reduction and Management Council (NDRRMC) as of January 2014



2.0 BRIEF DESCRIPTION

2.1 Leyte Province

Leyte is a province of the Philippines located in the Eastern Visayas region. Its capital is Tacloban City and

occupies the three-quarters of the northern island of Leyte. The Province of Leyte is one of the six (6)

provinces of Region VIII. It is bound by the Province of Biliran in the north, the San Juanico Strait and the

island of Samar in the east, the Visayan and Ormoc Seas in the west, and the Province of Southern Leyte in

the south.

Leyte’s total land area is 5,712.80 square kilometers

or 571,280 hectares. It is the largest province in the

Eastern Visayas region and comprises 25.47% of the

region's total land area of 22,427.60 square

kilometers.

Leyte is a first class province with 40 municipalities

and three (3) cities, two of which are administratively

independent of the province. Ormoc City is an

independent component city, while the capital,

Tacloban (which is also the regional capital of the

Eastern Visayas-region) was declared a highly-

urbanized city in 2008. Both cities govern themselves

independently of the province.

On 8 November 2013, the province was largely

destroyed by Super Typhoon Yolanda (Haiyan), killing

a reported 6,300 people. It has previously suffered

similar destruction and loss of life in 1991 during

typhoon Thelma where more than 6,000 were

estimated dead.



2.2 Albay Province and Albay Public Safety and Emergency Management Office (APSEMO)

Albay is a province of the Philippines located in the Bicol Region in southeastern Luzon Island. The capital of

the province is Legazpi City, the regional administrative center of Bicol region, which is located in the

southern foothill of Mayon Volcano, the symbol most associated with the province. The province is in

constant threat of natural calamities since it is geographically located within the ring of fire and the typhoon

belt region. There are 19-21 typhoons occurrences per year in the Philippines of which 4-6 directly hit the

Province of Albay. Yearly, roughly 198,000 houses are threatened by wind destruction from typhoons and at

least 350,000 people are needed to be frequently evacuated.

Another 300,000 of the population are in danger due to the possibility of a tsunami. Moreover, an estimated

127 villages or 11,000 to 12,000 families are also vulnerable to mudslides and eight (8) municipalities and

two (2) cities are susceptible to floods.

With an active Mount Mayon in its midst, three (3) cities and five (5) municipalities are endangered from

volcanic eruptions that occur from time to time.

Thus in 1995, Albay’s provincial government established the Albay Public Safety and Emergency

Management Office (APSEMO) as a permanent Disaster Risk Management Office (DRMO) to oversee the

effective implementation of the objectives of Presidential Decree 1566 and the disaster risk reduction

management plan that have resulted in zero-fatalities during disasters in the past years. APSEMO is an

independent department of the provincial Government of Albay and serves as the technical and

administrative arm of the Provincial Disaster Coordinating Council (PDCC).

Having an objective of developing more pro-active and disaster resilient communities, APSEMO has attained

its objective by pursuing a community-based disaster risk management approach which other provinces are

currently replicating with the establishment of DRRMOs and adopting Albay’s Disaster Preparedness

Framework as a model approach.



3.0 THE TWINNING 3.1 Twinning Objectives

The overall objective of the twinning partnership is to develop and implement a disaster risk preparedness

management strategy for the Province of Leyte by i) enhancing local disaster management capacity; ii)

developing and standardizing the disaster preparedness framework, and iii) strengthening and re-

organization of the provincial DRMO.

Recognizing a community-based approach is necessary to have a more pro-active measure, APSEMO

recommended at the start of the twinning the involvement of a pilot municipality (i.e. Palo) and a barangay

(i.e. Tacuranga) to eventually create their respective local plans and strategies.

Palo, selected as the pilot municipality, makes up four percent (4%) (around 62,700) of the total population

of the province, while Tacuranga is one of 33 barangays in the Municipality of Palo, and has an estimated

population of 1,300.

3.2 Work Plan

With WaterLinks support, both partners developed and implemented a joint 12-month work plan that

provided the basis for the twinning activities. These included executive and technical workshops, and the

sharing of innovation/knowledge from APSEMO to Leyte Province through remote and on-line consultations,

classroom discussions, on-the-job training, study visits, and peer review of existing plans and activities.

Below is the joint approved work plan.



Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr

Pre-diagnosctic visit of WaterLinks

Institutionalizing

Governor to issue an Executive Order forming the

Technical Working Group to study, propose, and

recommend the creation of the LDRRMO at the

provincial level

Identify members of the Technical Working Group

for the province

Identify pilot area: municipality and barangay

(Palo and Brgy, Tacuranga)

Mayor (of pilot municipality) to issue an Executive

Order forming the Technical Working Group to

study, propose, and recommend the creation of the

LDRRMO at the municipal level

Identify members of the Technical Working Group

for the municipality

Review of Leyte DRRM Fund Plan and Program

Propose reorganization of the Provincial DRRM

Council in preparation of transitioning into an

Draft Ordinance creating the DRRMO at the

provincial level

Draft Ordinance creating the DRRMO at the pilot

municipality level

Pass the Ordinance at the provincial level

Pass the Ordinance at the pilot municipality levelPass a resolution reconstituting the Barangay

DRRM Committee

Draft a Climate Change Adaptation and Disaster

Preparedness Manual to be used by the DRRMOs

at the following levels: povincial, municipal, and

barangay

Capacity-building

First mentor visit to Tacloban: One-day

executive training in reference to Republic Act

10121, Philippine Disaster Risk Reduction

Management Act of 2010

Second mentor visit to Tacloban: Training on

the Disaster Preparedness Framework, specifically

on the following: Capability and vulnerability

assessment, Contingency planning, Institutional

framework, and Resources

Mentee visit to Albay: Training on the Disaster

Preparedness Framework, specifically on the

following: Early warning system and

communication protocol, Evacuation procedures,

and Response mechanism

Third mentor visit to Tacloban: Training on

the Disaster Preparedness Framework, specifically

on the following: Information system, Public

education and training, and Rehearsals/Community-

based scenario drills

Exit conference/Turnover of

manual

Waterlinks Twinning Partnership

APSEMO and Leyte Disaster Risk Reduction and Management Office (DRRMO)

20152014

ActionActivities



4.0 TWINNING IMPLEMENTATION

4.1 Building Capacity of Leyte Province

The twinning program included the conduct of three (3) workshops in Leyte Province as well as an exposure

visit to Albay Province.

A one-day executive training in reference to Republic Act (RA) 10121, “The Philippine Disaster Risk

Reduction Management Act of 2010,” was conducted by APSEMO for Leyte’s Technical Working Group

(TWG) on 28 July 2014. The training covered strategies and approaches, changes in organizational structure

and financial sustainability allocation of a 5% local DRRM Fund from the annual LGU budget. Some salient

features of the law are operational and institutional mechanisms i.e. standard coordination procedures from

the national Office of Civil Defense to local, provincial, municipal, and barangay. Over a period of nine (9)

months (July 2014 to March 2015), APSEMO trained the provincial, municipality, and barangay members of

the TWGs on the DRRM framework. Specific components of the training is provided in Annex A.

At the end of the capacity building activities, Leyte TWG drafted its own DRRMO Operations Manual in

reference to the Disaster Risk Reduction Management Framework provided by APSEMO.

4.2 Institutionalizing Disaster Risk Reduction and Mitigation

With guidance from APSEMO, the Province of Leyte drafted Executive Order 13-012, Series of 2013, “An

Order Reconstituting and Reorganizing the Provincial DRRM Council of the Province of Leyte, providing for

its composition, office and functions, and for other purposes”. Moreover, Leyte Province also developed

the Disaster Risk Reduction and Management Fund Plan Program. Both these drafts were discussed with

APSEMO during the mentor visit of 28-30 July 2014. As a result of the review and the mentor visit, the

Province of Leyte recognized the necessity of creating a DRRM Office with clear funding allocation as its

existing DRRM Council could not address the requirements of the province in times of disaster.

On 26 November 2014, Governor Leopoldo Dominico L. Petilla signed Executive Order (E.O.) 14-0015 series

of 2014 entitled “Creating the Provincial Disaster Risk Reduction Management Office” (Annex B) which was

drafted and proposed by the TWG. The E.O. stipulates the i) functions and responsibilities of the office, (ii)

sections and divisions as presented in the organizational structure below (Figure 1), (iii) office location, and

(iv) source of funds.

Moreover, Provincial Ordinance No. 2015-01, “An Ordinance Creating the Provincial Disaster Risk Reduction

and Management Office of the Province of Leyte and Appropriating Funds” (Annex C) was approved by the



Provincial Sanggunian (Council) on 17 March 2015. This served to establish the permanence of the PDDRMO

and ensure the continuity of service and improve the effectiveness of the Province’s response to disasters.

Figure

1



5.0 SUMMARY OF VISITS AND ACTIVITIES

5.1 Table of Activities

Dates Activities Remarks

June 4-6, 2014 1. Presentations

Overview of the Partners

APSEMO and Leyte

Overview of WaterLinks and

Twinning

2. Discussion

Observations and

recommendations from the

diagnostic visit

Identification of a pilot

municipality and barangay

Work plan and MOU

3. Site inspections

Operation Center and Early

Warning system in Palo

Municipality

The diagnostic visit by APSEMO introduced

partners and working areas. They

discussed and identified the Leyte

Province Contingency and Rehabilitation

Plans. APSEMO also introduced their

Disaster Risk Reduction Framework. In the

end, both partners developed preliminary

recommendations and partnership work

plan based on the findings.

July 28-30, 2014 1. Presentations

Overview of Disaster Risk

Reduction Management by Dr.

Cedric Daep of APSEMO

Presentation of Leyte’s Risk

Reduction and Management

Program and Fund Plan

Executive Training on on Republic

Act 10121, the legal basis of the

creation of a DRRMO.

2. Discussions

Work plan confirmation

Composition of the TWG from

provincial, municipal and

barangay level

Adoption of key principles

3. Site visit

Palo municipality and barangay

Tacuranga

Provincial TWG was tasked to draft an

Executive Order proposing the creation of

a DRRMO including positions and budget

allocations which should be integrated

with the General Appropriations for the

Province. Discussions on the functions and

composition of DRRM council and its

difference with the DRRM office were also

made.

November 18-20, 1. Presentations

DRR Framework

Before the next twinning activity, the

Provincial TWG should complete a revised



2014 Institutional Framework

Resources

2. Discussions

Contingency Plan

Capability and vulnerability

assessment

Draft of the E.O. forming the

DRRMO

EO to include positions and functions,

qualifications and standards with index of

occupational services. Moreover, the TWG

should have prepared a draft of the

Contingency Plan.

February 24-26, 2014

Recipient Visit to

Mentor Site

3. Presentations

Essential Aspects of Disaster Risk

Reduction (DRR) and Climate

Change

Integrating Early Warning

System, Communication

Protocol, and Evacuation

Procedure

4. Discussions

Zero-casualty strategies

Basics of community-based early

warning system

Next steps

5. Site visits

Sto. Domingo, Albay, which was a

Gawad Kalasag national awardee

in 2012

Barangay Oro Site where best

practices on DRRM at the

barangay level were shared

APSEMO facilitated a workshop where

participants had to develop their own

warning flood criteria, sample advisories,

inventory of existing communication

equipment, communication flowchart, and

evacuation plan for the respective

province, municipality, and barangay.

These will be properly documented in

time for APSEMO’s last mentor visit on

March 25-26. Moreover, APSEMO shared

the Albay DRR Management Plan with the

representatives from Leyte, the principal

recipient of this twinning. At the end of

the twinning, Leyte is expected to have

developed their own DRR Management

Plan.

March 24-26, 2015 1. Trainings and presentations

Information System component

of the DRRM framework

Public Education and Training

component of the DRRM

framework

2. Discussions

Drafting of DRRMO operations

Manual

Closing and Final

Recommendations

3. Site visits

Office site of Leyte DRRM

The province, municipality, and barangay

TWGs were tasked to develop DRRM

manuals for their respective LGUs for the

duration of the twinning. On the second

day of this training, APSEMO conducted a

workshop on how to consolidate the

components of the manual.



5.2 Capacity Building Activities

Dr. Cedric Daep conducting the training in Leyte

The training was divided into the following:

A.) First Mentor Visit in Tacloban (July 29-30, 2014): Executive training on RA 10121: Philippine DRRM Act

of 2010



B.) Second Mentor Visit in Tacloban (November 19, 2014): Training on the following DRRM framework

components—Capability and vulnerability assessment, Contingency planning, Institutional framework, and

Resources

C.) Recipient Visit in Legazpi City (February 25-26, 2015):

- Training on the following DRRM framework components—Early warning system and communication

protocol, Evacuation procedure, and Response mechanism

- Field visits in LGUs with DRRM best practices



D.) Third Mentor Visit in Tacloban (March 25-26, 2015):

- Training on the following DRRM framework components—Information system, and Public education

and training

- Workshop on developing a DRRM manual, with the following basic contents:

1.) Context: Nature and effects of natural hazards affecting the area

2.) Brief description of the LGU

3.) Legal aspect: Republic Act 10121 and other legislative acts supporting DRRM at the national and

local levels

4.) Objectives: General and specific

5.) Organizational/Functional structures and Support facilities and requirements

- Early warning system, Communication protocol, Evacuation procedure, Transportation,

Security, Medical/Health and Sanitation, Relief, and Rescue

6.) Local DRRM Financial Plan

- 30% Quick Response Fund or stand-by fund for relief and recovery programs

- 70% for other DRRM activities such as, but not limited to, Pre-Disaster Preparedness.



6.0 CONCLUSION

Over a period of 10 months, APSEMO assisted the Provincial Government of Leyte and guided it in the

establishment of its own Provincial Disaster Risk Reduction and Management Office (PDRRMO).

Institutionalizing Leyte’s implementation of a disaster risk reduction management strategy, a provincial

legislation was passed creating the Leyte PDRRMO while standardizing its framework through the

development of an Operations Manual.

Recognizing that the first responders will always be the LGUs from the municipalities to the barangays, the

approach was also streamlined across levels. APSEMO trained 26 members from the provincial, municipal

and barangay levels of Leyte Province in DRRM to enhance its local disaster management capacity.

Correspondingly, the Municipality of Palo created its own DRRMO and drafted its own operations manual

along with organizing a Community Disaster Risk Reduction Council and a response team in Baranggay

Tacuranga.

In doing so, the twinning partnership was able to deliver the following outcome: increased capacity of the

recipients at all levels (province, municipality, and barangay) in DRRM, the establishment of a PDRRMO in

Leyte Province, and the transfer of knowledge and skills required to disseminate training to their

communities. The recipients also adopted APSEMO’s DRRM framework, which has been instrumental in

attaining a zero-casuality track record in Albay.



ANNEX A

Disaster Risk Reduction Management Framework Components

A.) Risk mapping and assessment - A methodology to determine the nature and extent of risk by analysing

potential hazards and evaluating existing conditions of vulnerability that together could potentially harm exposed

people, property, services, livelihoods and the environment on which they depend. Risk assessments (and

associated risk mapping) include: a review of the technical characteristics of hazards such as their location,

intensity, frequency and probability; the analysis of exposure and vulnerability including the physical social,

health, economic and environmental dimensions; and the evaluation of the effectiveness of prevailing and

alternative coping capacities in respect to likely risk scenarios.

B.) Contingency planning- Contingency plans need to be regularly updated and exercised and must be based on

the risk and resource information gathered from the community. Contingency planning results in organized and

coordinated courses of action with clearly-identified institutional roles and resources, information processes, and

operational arrangements for specific actors at times of need. Based on scenarios of possible emergency

conditions or disaster events, it allows key actors to envision, anticipate and solve problems that can arise during

crises. Contingency planning is an important part of overall preparedness.

C.) Institutional framework- DRR requires strong vertical and horizontal linkages (central-local relations become

important). The disaster operation center should already include social services and other offices related to relief.

No single group or organisation can address every aspect of DRR. DRR thinking sees disasters as complex

problems demanding a collective response. Co-ordination even in conventional emergency management is

difficult, for many organisations may converge on a disaster area to assist. Across the broader spectrum of DRR,

the relationships between types of organisation and between sectors (public, private and non-profit, as well as

communities) become much more extensive and complex. In terms of involving civil society organisations, it

should mean thinking broadly about which types of organisation to involve (i.e., conventional NGOs and such

organisations as trades unions, religious institutions, amateur radio operators, universities and research

institutions.

Horizontal and vertical linkages between and within institutions are therefore vital to integrate and

coordinate actions of different sectors and stakeholders and to ensure coherence across governance levels. The

analysis of inter-institutional horizontal and vertical linkages forms a particularly important component of the

assessment of the following key elements of DRRM systems:



mechanisms to ensure effective formal and informal interaction within and between the

concerned departments at all levels and the involvement of stakeholder groups in decision-

making processes that address DRM concerns;

the degree of consistency in the policy, planning and implementation processes within and across

different levels of government, NGOs, CSOs/CBOs, private sector and community-based

institutions;

communication of data and information especially through forecasting, early warning,

contingency plans for disaster preparedness, damage and loss assessment, and recovery and

rehabilitation;

coordination of operational activities before, during and after disasters among the different

levels of the concerned institutions; and

incorporation of DRM concerns into sector-specific development planning and/or the

development of hazard risk mitigation plans.

D.) Warning and Communication System

A people-centered early warning system necessarily comprises four key elements:

knowledge of the risks;

monitoring, analysis and forecasting of the hazards;

communication or dissemination of alerts and warnings and

local capabilities to respond to the warnings received.

The set of capacities is needed to generate and disseminate timely and meaningful warning information

to enable individuals, communities and organizations threatened by a hazard to prepare and to act

appropriately and in sufficient time to reduce the possibility of harm or loss.

The expression “end-to-end warning system” is also used to emphasize that warning systems need to

span all steps from hazard detection through to community response since mobilization is at the

municipality and barangay levels.

E.) Evacuation procedures- There should be selection criteria for safe evacuation centers. Not all centers are

safe/ and can withstand the threat of natural disasters. Emergency evacuation plans are needed to be developed

to ensure the safest and most efficient evacuation time of all expected residents of a structure, municipality, or

province. A benchmark "evacuation time" for different hazards and conditions should be established. These

benchmarks can be determined through using best practices, regulations, or using simulations, such as modeling

the flow of people in a building, to determine the benchmark. Proper planning must use multiple exits, contra-

flow lanes, and special technologies to ensure full, fast and complete evacuation. Consideration for personal

situations which may affect an individual's ability to evacuate must be taken into account, including alarm signals



that use both aural and visual alerts, and also evacuation equipment such as carts and wheelchairs for non-

ambulatory people. Regulations such as building codes can be used to reduce the possibility of panic by allowing

individuals to process the need to self-evacuate without causing alarm. Proper planning will implement an all-

hazards approach so that plans can be reused for multiple hazards that could exist.

F.) Information system- Identify what kind of information should come from whom.

It is important how people obtain daily information and disaster information and how they deliver disaster

information to others. Effective information management for disasters is a vital component of disaster response

and relief. It is based on the premise that accurate and timely information is available before (early warning and

monitoring), during, and after disasters.

Information management involves coordination, delivery of relief assistance, beneficiary involvement, marketing

and external relations, monitoring and evaluation.

G.) Resources: Ensure that resources such as stockpiled relief goods are not expired/wasted.

There are many resources required for the preparedness program including:

People

Facilities

Communications and warning technologies

Fire protection and life safety systems

Pollution control systems

Equipment

Materials and supplies

Funding

Special expertise

Information about the threats or hazards

Resources can be classified into internal and external resources. Internal resources include staff for emergency

response, business continuity and crisis communications teams. Other resources include facilities, systems,

equipment, materials and supplies to support response, continuity and recovery operations. Resources that are

not available must be obtained from external resources. But it is important that an understanding of the

availability and capabilities of external resources is needed to make decisions about the preparedness program.



External resources should be identified within plan documents which should include contact information

to reach them during an emergency and any additional instructions within the preparedness plan. Also an

inventory of internal and external resources needs to be compiled to identify their location, the operating

procedures and the persons who can operate these systems and to note the estimated delivery or

response time of external resources. Logistics considerations are an important part of the preparedness

program to ensure that resources will be available when and where they are needed.

H.) Response mechanism: The idea is to develop a complete national disaster response system from the ground

up, encompassing teams at the community level (Community-Based Disaster Response Teams), at the local level

(provincial Disaster Response Teams) and building close coordination with, the top of the pyramid, National

Disaster Response Teams (NDRTs). At each level, teams are made up of specially trained staff and volunteers,

who can be mobilized at short notice to work at local level to assist people affected by a disaster. When local

capacities are unable to cope with the scale of a disaster or the magnitude of the needs, teams from higher up

the system, be it provincial or national level – or even, if warranted, regional or international level – are called

upon to bolster the local disaster effort.

Response Phase

The Response Phase is the actual implementation of the disaster plan. Disaster response is the organization of

activities used to respond to the event and its aftermath. The Response Phase focuses primarily on emergency

relief: saving lives, providing first aid, minimizing and restoring damaged systems (communications and

transportation), meeting the basic life requirements of those impacted by disaster (food, water, and shelter), and

providing mental health and spiritual support and comfort care

The Local Response

All disasters start at the local level no matter how large or small, local communities are expected to provide

immediate disaster response. On a daily basis, our police officers, firefighters, and emergency medical technicians

are our community’s first responders. Their primary mission centers on the rescue and recovery of those in

harm’s way. Whether fire, flood, or act of terrorism, these individuals are usually the first on the scene.

There are others who also respond and provide assistance to those impacted in the immediate aftermath of

disaster. Response should be interdisciplinary, from physical relief to counseling. Mental health professionals,

spiritual care professionals, and the community’s hospitals may also be activated in those early minutes and

hours after disaster. Triage and assessment becomes a significant factor in a community’s first response. It is not

only the assessment and medical triageof injured victims, but also the assessment of needed human and material

resources to respond to the incident. Usually when disaster strikes, there are a number of responding agencies

and the scene of a disaster can quickly become chaotic and confusing. In an effort to avoid some of this



unnecessary confusion, there is always someone placed in charge of assessing the situation and evaluating the

needs of the response system.

I.) Public Awareness thru education and training – Public awareness is a key factor in effective disaster risk

reduction. Its development is pursued, for example, through the development and dissemination of information

through media and educational channels, the establishment of information centers, networks, and community or

participation actions, and advocacy by senior public officials and community leaders. APSEMO listed essential

indicators that local government should ensure;

regular conduct of awareness-building or education programs on DRR and disaster preparedness

for local community

provision of in-depth training in risk reduction for local officials and community leaders

local schools and colleges should provide courses, education or training in disaster and climate

risk reduction as part of the education curriculum

citizens are aware of evacuation plans or drills for evacuations when necessary

J.) Public rehearsals: Upon instituting the disaster preparedness plans and contingency plans regular training

drills and public rehearsals must be held to test and develop disaster response programs.

Integral to the DRRM is the practicing and testing of all the elements of emergency plans. The rehearsals have 4

main purposes:

validate plans (validation)

develop staff competencies and give them practice in carrying out their roles in the plans

(training)

expose and train community members, public

test well-established procedures (testing)

Alona Villanueva

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Alona Villanueva

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ANNEX B

Alona Villanueva

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Alona Villanueva

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Alona Villanueva

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Alona Villanueva

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ANNEX C

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