ContingencyPlan of SanJoseOccMdo

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Disaster Risk Reduction and Management

MUNICIPAL GOVERNMENT OF SAN JOSE

Rizal Street, Barangay Poblacion VII

San Jose, Occidental Mindoro 5100

(043) 491-2087 / 7950 / 7962

[email protected]


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MUNICIPALITY OF SAN JOSE Ibalik angKapangyarihan sa Mamamayan

Province of Occidental Mindoro, Philippines 5100

E-mail: [email protected]

Phone: (043) 491-2807

OFFICE OF THE MUNICIPAL MAYOR

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June 25, 2014

THE HONORABLE MEMBERS

Office of the Sangguniang Bayan

San Jose, Occidental Mindoro

Thru: ATTY. REY C. LADAGA

Vice-Mayor and Presiding Officer

URGENT

Gentlemen:

Presented on the following pages is the Municipal Contingency Plan of the Municipality of

San Jose, Occidental Mindoro which we have culled out from the Municipal Disaster Risk

Reduction and Management Plan (MDRRMP) CY 2011-2015 of this Municipality. The latter

has already been approved by your august body through Resolution No. 2583, Series of

2012 dated February 14, 2012.

Because we are still required to submit a contingency plan as a separate document, we have

presented this plan to the Municipal Disaster Risk Reduction and Management Council

(MDRRMC) on June 24, 2014 and sought for their appropriate actions. The same formally

approved this Contingency Plan (CP) as a separate document, in the meantime, endorsedthis to your body, and also recommended its updating in line with the forthcoming updating

of the MDRRMP.

It must be noted that the CP is also set to be updated by end of CY 2015 and/or at the start

of CY 2016 as soon as the MDRRMP has expired and been updated. Consequently, fordocumentation purposes and formality of the above as a separate document, this Office is

requesting your urgent approval of a resolution below which we will be presenting to theconcerned agencies, to wit:

Adopting and Approving the Contingency Plan (CP) of the Municipality of San Jose,

Occidental Mindoro.

Copies of the aforesaid Contingency Plan are hereto included for your reference and study.

Your immediate and favorable action is highly anticipated.

C.c.: Office of the Sangguniang Bayan(thirteen sets)

Office the Mayor, Admin Office(two sets)MPDO File Copy(two sets)


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MUNICIPALITY OF SAN JOSE

Province of Occidental Mindoro, Philippines 5100

E-mail: [email protected]

Phone: (043) 491-2807

MUNICIPAL DISASTER RISK REDUCTION AND

MANAGEMENT COUNCIL

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ATTESTED AND APPROVED BY:

HON. ROMULO M. FESTINMunicipal Mayor

MDRRMC Chairman

HON. REY C. LADAGAMunicipal Vice-Mayor

MDRRMC Co-Chairman

NOEL N. GUERREROMunicipal Administrator

ZENAIDA V. DELA CRUZMunicipal Budget Officer/MDRRMO-designate

JOSEPH E. SALGADOMunicipal Planning and Development Coordinator

ALICIA M. CAJAYONMunicipal Social Welfare and Development Officer

ENID M. ASUNCION, M.D.Municipal Health Officer

ENGR. EDGAR V. MASANGKAYMunicipal Engineer

HON. DANILO CENTENOPresident, Liga ng mga barangay

EDUARDO DOMINGORepresentative, Department of Education

PSI ALLAN F. MONTILLANA, JR.Chief of Police, SJMPS/PNP

INSP. JOSELITO F. MIRANDAMunicipal Fire Marshall, BFP

LT. GOEFFREY ESPALDONStation Commander, Philippine Coastguard

MEMVILUZ BAURILEMunicipal Local Government Operations Officer

MENANDRO C. EBORARepresentative, PNRC

1stLT ELISONDO FELISIDADBravo Company, Philippine Army

ROSALINDA MADRIAGAPresident, Senior Citizens

MERCY ALVARANRepresentative, Private sector

BELLA ISTORESPresident, San Jose Care Association

MARCLEO RAROPresident, KABROKAMI

GREGORIO UMALI, JR.President, PWD Federation

GENNIE DAITPLAN International

INY LOURDES PEROYOIC-MAO

RITCHIE LIBOROGroup Chief, REACT Sandugo

MARY ANN VERZOSAPresident, Pag-asa Youth Association of san Jose

RICARTE E. AGUILARICO-Municipal Trasurer

COUNCIL RESOLUTION No. 2014-02

APPROVING THE CONTINGENCY PLAN OF THE

MUNICIPALITY OF SAN JOSE, OCCIDENTAL MINDORO AND

ENDORSING THE SAME TO THE SANGGUNIANG BAYAN OF

THIS MUNICIPALITY FOR THEIR ADOPTION AND

APPROPRIATIONSWHEREAS,the Municipal Disaster Risk Reduction and Management Plan of

this Municipality CY 2011-2015 envisions the disaster sector in the

municipality towards transforming the Municipality of San Jose,

Occidental Mindoro into a fair and secure society, in which the impact of

hazards would not hamper development and the ecosystem and will

further ensure the provision of a better quality of life through effective

emergency and disaster services;

WHEREAS, said plan is incorporated with the Contingency Plan and Hazard

Analysis which is essential in the operations and protocol mandated by

the Republic Act No. 10121 and all relevant laws and policies of the state;

WHEREAS, said plan has been approved by the Sangguniang Bayan of SanJose, Occidental Mindoro through its Resolution No. 2583 on February 14,

2012. Therefore, there is a need to cull out the Contingency Plan from the

aforesaid document into a separate one for the formal approval of this

body;

NOW THEREFORE, resolved to approve the Contingency Plan of the

Municipality of San Jose, Occidental Mindoro as contained in the approved

Municipal Disaster Risk Reduction and Management Plan of this

Municipality CY 2011-2015;

RESOLVED FURTHER, to review and update the same in line with the

forthcoming expiration and updating of the Municipal Disaster RiskReduction and Management Plan of this Municipality CY 2011-2015;

LET COPIESof this Resolution be sent promptly to the Office of Municipal

Mayor, and to all concerned for information, guidance and appropriate

action.

ADOPTEDin the Special Session of the Council, this 24thday of June, 2014 at

San Jose, Occidental Mindoro

CERTIFIED CORRECT:

DON VINCENT B. BUSTO

Secretaryto the MDRRMC


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DRRMContingency Plan Page 1of 68

Municipality of San Jose, Occidental Mindoro 5100

MUNICIPAL DISASTER MANAGEMENT STRATEGIC

FRAMEWORK FOR ACTION

Vision and Goal of the Action Plan

The disaster management strategy seeks to outline the concrete steps required towards

realizing the goal, vision and strategic objectives of the national disaster management policy.

Transform the Municipality of San Jose, Occidental Mindoro into a fair andsecure society, in which the impact of hazards would not hamper development

and the ecosystem and will further ensure the provision of a better quality of life

through effective emergency and disaster services

This vision, which establishes a strong link between sustainable human development, riskreduction and poverty, is in tandem with the national and regional policies of the government.

Goal of the Strategic Plan

The goal of this municipal disaster risk reduction and management strategic action plan is to

contribute to the sustainable improvement of the well-being of San Joseos by:

(i) Creating a socio-economic, legal and institutional environment that is conducive todisaster management in the Municipality of San Jose, Occidental Mindoro and;

(ii)Effectively mainstreaming disaster management issues into national policies as well asin sector-specific development programs and projects.

Guiding Principles for Strategic Programming

All the activities in operationalizing this DRRM strategic action plan and policy must consider

the following crosscutting core principles and mainstream them into local development:

.

Advocacy

Service delivery

Capacity building

Community/local empowerment

Emergency preparedness

Integrated planning and programming

Partnership and alliance building

For any DRRM program, the following features are essential for any success:

Social cohesion and solidarity (self-help and citizen-based social protection at theneighborhood level)

Trust between the authorities and civil society

Investment in economic development that explicitly takes potential consequences forrisk reduction or increase into account

Investment in human development

Investment in social capital Investment in institutional capital (e.g., capable, accountable and transparent

government institutions for mitigating disasters.)


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Good coordination, information sharing and cooperation among institutions involved in

risk reduction

Attention to lifeline infrastructure

Attention to the most vulnerable

An effective risk communication system and institutionalized historical memory of

disaster Political commitment to disaster management

Laws, regulations and directives to support all of the above

Key Stakeholders

The stakeholders involved in the implementation of this strategy are numerous and can be

categorized as follows:

Government including local authorities

NGOs including civil society organizations

Private sector International development partners

Local communities

Women and youth groups

Other vulnerable groups such as children and the physically challenged

Priority Areas for Action

The definition and identification of disaster management priority areas for intervention over

the next four years is informed by its policy, bill and the outcome of disaster analysis in the

country. This strategic plan is thus an important framework for the establishment of aninstitutional framework for Municipality especially the MDRRMC and its enforcing body which

will position itself as an Office of excellence by responding to disaster and risk reductionmatters in an efficient and prudent manner. The following priority areas will be the disaster

management agencys building blocks to championing disaster management and risk reductionissues in the Municipality of San Jose.

Priority Area 1: Development of institutional framework and structures capable of

preventing, preparing for and responding to disasters.

Interventions in this area will aim at creating institutional environment for addressing disaster and

risk reductions. This will involve the establishment of Municipal Disaster Risk Reduction and

Management Office (by virtue of an Executive Order depending on PS Cap and could be either an

independent office under the Office of the Mayor or an office section under the MPDO) and related

technical and operational committees and the strengthening of capacities of all actors: government,civil society, organized private sector, decentralized agencies, institutions and development partners.

Priority Area 2: Integration of DRR into sustainable policies and plans .

The interventions in this area will focus on mainstreaming DRRM into local policies and development

plans through the development of local platform for disaster management, sensitization, and

awareness creation on disaster management, capacity building and introduction of disaster risk

reduction into the school system. Establishing the necessary linkages and capacity building will be

among the key activities. Interventions in this area will aim at building capacity at all levels and

develop and implement an effective resource mobilization mechanism and necessary follow ups.

Mechanisms will be developed for mainstreaming disaster issues in overall development plans and

policies.


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Priority Area 3: Creation of a body of knowledge that is useful to support the local

government, humanitarian organizations and other partners; to anticipate, plan for and

manage disasters effectively.

Interventions in this area will aim at developing and improving on effective early warning systems,

development of a comprehensive database, system development, conduct surveys and develop

communication channels.

Priority Area 4: Create broad and effective partnership among government, humanitarian

organizations and other partners, to engage in disaster risk reduction activities and

addressing the underlying factors in disasters

The MDRRMCs as well as the MPDO/MDRRMOs intervention will focus on ensuring that the

necessary platform or structures and processes exist for genuine partnership and concerted efforts

in disaster risk reduction. The interventions will focus on policy dialogue and establishment of

effective linkage with the environmental impact assessment process.

Priority Area 5: Develop an efficient response mechanism to disaster management and make

available the necessary resources

Interventions in this area will aim at building capacities at all levels; develop strategies for resource

mobilization and for monitoring and evaluation.

Priority Area 6: To strengthen the LGUs capacity in the timely detection, prevention, control,

and investigation and reporting of all cases of calamity/epidemic and other diseases within

animal and human populations.

Interventions in this area will focus on training livestock, wildlife and health personnel and other

critical partners for early diagnosis and reporting. It also emphasizes the need to provide basic

supplies and also strengthen laboratory diagnostic capabilities.

Priority Area 7: Introduction and/or building knowledge about regional and internationalbest practices in disaster risk reduction and management.

The LGU will establish links with external institutions for best practices and sharing of experiences in

disaster and risk reduction issues that may be applied in the municipality depending on the

resources and capacities.

Expected Outcomes

A well-functioning Municipal Disaster Risk Reduction and Management Office under theMunicipal Planning and Development Office in the short-term and under the Office of

the Mayor (as an independent department or office) in the long-term

Formation of well-functioning participatory structures e.g., committees at all levels Strengthened municipal/local capacities in disaster risk reduction and management

strategies

Availability of sufficient, reliable and timely data for informed decision-making on DRR

matters

Disaster issues fully mainstreamed or realigned in all local policies, programs andprojects

School system introduces DRRM in their teaching curriculum e.g., integration into social

studies

Resources available for DRRM activities. (The LGU should take the lead role by makingadequate provision as a startup for counter funding.)

The approval of a Municipal DRRM Code and adoption of the national action plan forDRRM and policy providing legal and administrative authority for implementing the setactions as well as adoption and approval of MDRRMP.


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Existence of an early warning system which is regularly updated.

Existence of effective communication strategy and a well-informed citizenry on disasterand risk reduction issues.

Priority target groups

This strategy will assist everybody in the development sector of the Municipality in particularall the departments/offices of the LGU, state authorities and agencies in the Municipality,

collaboration with other local governments, private sector, civil society, youth organizations,

children, women, the physically-challenged, reproductive health needs of vulnerable groups,

parliamentarians, opinion leaders, schools, technical and financial partners to acquire

knowledge, skills and right attitude for the attainment of an effective DRRM system in the

Municipality.

Special attention will be paid to special interest groups like school (formal and non-formal) and

people living in highly disaster prone areas.

Strategies

To achieve this, the MPDO/MDRRMC/MDRRMO with the support of the LGU as a whole willembark on the following:

1. Financing and Resource Mobilization Strategy

To mobilize funds for financing of the strategic plan, two funding sources are identified, namely:

To take advantage of available resources by incorporating some of the activities of theplan into the regular annual budget of LGU

To resort to the mobilization of additional resources from development partners and

the private sector for activities that could not be incorporated in the LGUs budget.

For resource mobilization, the LGUs budget is very important for successful implementation of

the strategic plan. It will illustrate local governments strong commitment to DRRM.

The MDRRM Secretariat will organize mini roundtable discussions with its development

partners and other stakeholders with a view of informing them about the programs of the

strategic plan and identifying possibilities for partnership and financing.

2. Partnership Strategy

The MDRRMC together with the LGU specifically the MPDO/MDRRMO will establish strategic

partnerships and network with key actors involved in disaster management and risk reductionin the country namely:

National government agencies

Disaster management focal points

National, regional and local NGOs

Traditional institutions and leaders

Private sector/business community

Researchers

Civil society organizations

Faith-based organizations

Security and emergency services


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The Council will also develop partnership with actors in other places to share knowledge,experience and good practices.

3. Communication Strategy

Communication strategy is instrumental not only in the implementation of the strategic planbut also in the area of profiling and positioning the proposed organization of an MDRRMO in the

Municipality and beyond.

Within the framework of information and communication technology (ICT) the MDRRMO will:

Establish a documentation and information center responsible for collecting, managing

and disseminating reliable information on disaster and risk reduction in the country.

Develop a national platform that will organize on-line (and/or other interactive meanssuch as in the broadcast) discussions on current and emerging DRR issues in the

Municipality and the province/region as well.

Create a bi-annual news letter that will keep all actors informed on MDRRM issues orby incorporating it in the LGU newspaper.

Involve the private and public media in the activities of the National Office.

4. Monitoring and Evaluation (M&E) Strategy

Monitoring and evaluation is part and parcel of any planning process, as it is critical to the

assessment of progress against benchmarks.

While monitoring and evaluation are closely linked, it is important to understand the

distinction between them. Whereas monitoring is a routine on-going activity to assess program

implementation in terms of resources (inputs) invested in the programme and the outputs

produced, evaluation is concerned with the assessment of the programs impacts on disasterand risk reduction management e.g. on the safety and welfare of citizens.

5. Municipal/Local Emergency Strategy

There is an urgent need to develop a national emergency strategy/plan since not all

emergencies are classified as disaster but could be fatal and threaten national security and

stability.

Risks

During the implementation of this strategic plan, the disaster management agency is likely to

face a number of risks that can undermine and or slow down the effective implementation ofthe well-outlined strategic actions. Some of these risks are:

Lack of adequate capacity to implement the strategic plan owing to the weak

Council/LGU staffing (in quality and quantity)

Lack of enough funding is also an important risk as, without enough resources, theagency will not be able to translate the strategy into concrete actions.


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RISK PROFILE: THE HAZARDSCAPE AND RECURRING ISSUES

DRRM Context at the Local Level

The proneness of the Philippine archipelago to hazards is defined by its location and naturalattributes. It is situated in the Pacific Ring of Fire where two major tectonic plates (Philippine Sea

and Eurasian) meet. This explains the occurrence of earthquakes and tsunamis, and the existence of

around 300 volcanoes of which 22 are classified as active because their eruptions have been found

in historical records. The Philippines is located along the typhoon belt on the Western North Pacific

Basin where 66 percent of tropical cyclones enter or originate. On the average, the country faces 20

tropical typhoons a year, of which 5 to 7 can be rather destructive. The eastern seaboard is highly

exposed to tropical cyclones with wind speeds greater than 150 kilometers per hour. Mean annual

rainfall in the country varies from 965 mm to 4,064 mm. Extreme rainfall events trigger landslides

and lahar flows and are responsible for severe and recurrent flood in low lying areas. Tropical

cyclones are responsible for an average of 40 percent of the annual rainfall in the country. Slow

moving or almost stationary tropical cyclones account for extended periods of rainfall. Other facts

about Philippine disasters are:

Annual direct damage from previous reported disasters between 1990 and 2006 amount toPhP20 billion per year in constant 2005 prices based on NDCC data. This is roughly 0.5% of

the GDP on the average every year;

Flooding has become the most prevalent disaster since 2000;

Coastal areas along the over 17,000 km coastline are increasingly exposed to high risk and

more vulnerable to tidal surges (some associated with seasonal typhoons) due to high

population density;

Based on historical average, earthquakes kill the most per event and cause the highesteconomic loss. The single event that killed the most (6,000 dead) was the earthquake of

1976 while the Luzon earthquake of 1990 caused PhP695 million of economic damages, thesecond highest ever recorded; and

From 1995-2003, an annual average of 8,161 fire incidents occurred nationwide.

Environmental factors such as denuded forests aggravate flood risks. The pace of deforestation

since the 1930s accelerated in the 1950s and 1960s, before falling slightly in the 1980s. Even now,

the effects of loose soil and reduced forest cover from past forestry activities are felt in frequent

landslides and floods. The likelihood of drought and poor availability of water is also increased by

the loss of forest cover. Tropical cyclones (also called windstorms) have caused the most loss of

lives and property. Accompanying or resulting from these hazard events are secondary phenomena

such as strong winds, landslides, floods/flash floods, tornado and storm surges. There is evidence

that the occurrence of extreme weather events is a consequence of climate change. The Philippinesmay therefore be substantially affected by climate change. Along with China and Thailand, the

Philippines is among the lower middle income countries, according to World Banks country incomeclassification. High risk due to the above hazards can discourage foreign investments in the country

and affect long-term economic development.

However, the different regions and their component provinces, municipalities and cities that

comprise differ in terms of exposure to hazards, risks and vulnerabilities. Some parts of the country

are more prone to specific hazards than others; some parts are exposed to more hazards than

others. In an analysis of natural disaster hotspots by the Hazard Management Unit of World Bank,

the Philippines is among the countries where large percentages of population reside in disaster

prone areas. Many highly populated areas are exposed to multiple hazards: 22.3% of the land area

is exposed to three or more hazards and in that area, 36.4% of the population are exposed. Areas


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where two or more hazards are prevalent comprise 62.2% of the total area where 73.8% of the

population are exposed.

The western and central portions of the archipelago are less exposed to the full extent of tropical

cyclones that enter the countrys boundaries. Provinces with the highest climate risk in central

Luzon are also those with the most urban centers. Climate risk includes exposure to supertyphoons, and other extreme weather, El Nio-events (droughts), projected rainfall change and

projected temperature increase. The sub-national picture is highlighted by disparities in poverty

incidence. Majority of the poorest provinces in terms of income are found in the Autonomous

Region in Muslim Mindanao (ARMM) and Bicol Region while those with the lowest incidences are in

Luzon, particularly Regions I to IV. The ARMM is rated to have a very high risk to El Nio; it is alsosituated in an area which has high tsunami potential. The Bicol river valley which traverses several

Bicol provinces is a flood-prone area.

Natural hazards are part and parcel of the Philippine environment, but disasters happen because

human settlements, infrastructure, people and their economic activities are placed where hazards

happen. Costs of disaster impacts are borne by government and individual households; thus,

threatening socio-economic development gains. Other threats that warrant attention are complexemergencies that are primarily human-induced, often associated with armed conflict. Issues related

to internally displaced persons (IDPs) are part of dealing with such threats. The country has also

been preparing for regional and emerging risks such as avian influenza, weapons of mass

destruction, and climate change. According to studies, the World Wide Fund for Nature once

declared that the Philippines, particularly all regions are extremely vulnerable to the ravages of

climate change. Occidental Mindoro is ranked 23rdamong the 80 provinces in overall vulnerability.

(Henrylito D. Tacio Philippines: A Hotspot for Climate Change). The municipality, like Philippine

archipelago, has the proneness to hazards due its location and natural attributes. It is situated east

of the South China Sea and the southern tip of the Manila Trench where two of the major trenches

(Manila and Negros trenches) almost meet. Southern Mindoro Fault is also identified as one of the

active faults in the country; however, crustal movements are almost unnoticed even by equipment.Mindoro Island is located along the South China Sea where almost 30% percent of tropical cyclones

enter or originate. Other feature that may be relevant to the municipality is its coastal areas which

may also be prone to tsunami and other fortuitous events caused by geological movements.

Southwestern Mindoro is alongside with the Manila Trench which is associated with frequent

earthquakes, and the plate movements. Convergences between the Philippine Mobile Belt and the

Manila Trench have been estimated using GPS measurements. The 2006 dual Pingtung earthquake

event and the 2004 South Asia tsunami highlighted the potential tsunami hazards from Manila

trench. Based on the faults parameters issued by USGS and the seismic record from Global CMT, a

study created a hypothetical earthquake tsunami scenario caused by seismic motion at Manila

trench. The magnitude of the earthquake is 9.35 (Mw), the total length is 990km, and the maximum

initial free-surface height is 9.3m. (Tso-Ren Wu, Hui-Chuan Huang: Modeling tsunami Hazards fromManila Trench)

A lot of areas in the urban center have medium to high susceptibility to flood. These areas are vast

plains and do not have proper drainage systems. On the other hand, some parts in the north and

east including some parts of the island barangays, which are mountainous are risked to landslides.

Coastal areas and urban areas of the municipality are liquefaction susceptible as Identified by the

liquefaction Susceptibility Map of the Philippines and the Active Faults and Liquefaction

Susceptibility Map of region IV-B from the Philippine Institute of Volcanology and Seismology. This

has also further elaborated that Sothern Mindoro Fault, one of the active faults in the country,

encompasses the municipality. San Jose is also included in the collision zone of the Manila Trench

and the Negros Trench. Based on the maximum computed wave height and inundation using theworst case scenario earthquakes from major offshore zones, PHIVOLCS Tsunami Hazard Map of


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Mindoro Island identified the area as prone to a six to 12 meter Tsunami. The area is potentially

high prone to tsunami as it had a history of tsunami occurrence.

Other facts about disasters in the Municipality of San Jose are:

In 2009, Ondoy and Pepeng affected 3, 151 families roughly resulting to Php 51, 513, 300.00agricultural production loss and damages to infrastructures amounting to Php 8, 750,000.00;

5, 400 hectares of agricultural lands are rain fed while 2, 500 hectares of arable land arehighly vulnerable to drought;

Small floods occur along low-level roads where incapacitated drainage systems areprevented;

Latest earthquake bulletin showed that Occidental Mindoro experienced an average of 1.13to 2.53 earthquake magnitude among 34 recorded earthquakes for the first 83 days of the

year 2011. Thirty three of these arent being felt in San Jose.

Coastal areas are among the most densely populated barangays which are all prone totsunami. Seven inland barangays and 13 island barangays are among these places;

Based on historical average, tsunami prone area map from PHIVOLCS, San Jose has had ahistorical tsunami; and

Of the 55, 192.94 hectares of land area based on the 2000 CLUP, 8,639.50 hectares of land

are prone to erosion hazards while majority of the 1,703.69 hectares of existing built-up

areas have high susceptibility to hazards.

Environmental factors such as denuded forests aggravate flood risks. The pace of deforestation

since the 1930s accelerated in the 1950s and 1960s, before falling slightly in the 1980s. Even now,the effects of loose soil and reduced forest cover from past forestry activities are felt in frequent

landslides and floods. The likelihood of drought and poor availability of water is also increased by

the loss of forest cover. Agricultural sector is the most affected when it comes to tropical storms and

extreme drought for more than 5,400 hectares of agricultural lands are highly dependent onrainfall. However, the place is along the western and central portions of the archipelago which are

less exposed to the full extent of tropical cyclones that enter the coun trys boundaries. Climate risk

includes exposures to super typhoons, and other extreme weather, El Nio-events (droughts),

projected rainfall change and projected temperature increase.

The Stakeholders

The demand on disaster-related organizations has changed dramatically and the intensity of

performance demanded of certain tasks has become more pronounced. With a paradigm shift from

response and relief to preparedness and mitigation, long-term recovery needs to be considered

earlier or before a hazard strikes. Planning for recovery essentially becomes part of preparedness

planning. As the enactment of RA 10121 was welcomed, the Build Back Better principle has

influenced the current practice greatly. This is to advocate that rebuilding does not create more

vulnerable dwellings. Also, as disaster-affected households and communities need to recover, the

need to be inclusive in making decisions that will affect them cannot be overemphasized. In this

sense, planning for DRR is similar to planning for development; approaches that promote feedback

and empowerment are needed. Stakeholder roles in DRR range from legislating or adopting policies

or programs on all local levels (public entities and officials), implementing the policies, mandating

others to take action or provide incentives for others to take action, to assisting in implementation

and providing political momentum such as advocacy groups. In this sense, capability building

among public officials, participating organizations, and other individuals concerned is a necessity. A

community-based warning system is a must in order to integrate a participating community to

disaster preparedness.Recurring Issues


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Numerous projects and activities have been undertaken by various stakeholders. Some of these

efforts have been valuable experiences for those who have been involved; however; sustaining the

positive results has always been constantly threatened. There are indications that these positive

results have not simply penetrated day-to-day affairs or businesses. Old practices of doing things

remain and existing organizational and societal structures do not allow the gains to thrive in thedecision-making environment as well as operational setting.

Although human (or technical) and financial resources are often committed, in-kind contribution

must however be neglected. Partnerships between government and private entities public private

partnerships have been done spontaneously when need arises or in a few instance, formalized

through memorandum of agreement (or understanding). These significant moves, however, do not

fall under a general strategic plan of action where the contribution of each stakeholder is seen in

terms of the larger whole, particularly through the lens of national safety or resilience. Threats

remain if the level of awareness about dealing with hazards is low and when little focus on risks is

considered whenever one is faced to make a decision. In the worst case, this behavior may manifest

a culture of disasters rather than a culture of prevention.

The locality must have adopted risk management standards which will set into a motion a wide-

ranging set of activities spurring government and private sectors to re-think and ultimately adopt

the risk management framework into their business philosophy and day-to-day operations. The

message is that awareness must penetrate all levels of government, and in household, firms, and

offices. At the national level, disaster management issues are gradually being given more attention

in national planning processes but until recently was seen in sectoral lens and hardly have the

effective structures, policy, legal framework and more so the proper understanding and capacities.

The recurrence of disaster events and the increasing concerns about disaster impacts have attracted

a lot of attention from both governments and development partners not the least because the risk

calculus for vulnerable groups within society and the infrastructure is enormous.

The countrys Strategic National Action Plan has elaborated these recurrences as a strong challengeand needs to be addressed by every LGU. Being 23rdamong disaster-risk provinces from which the

Municipality belongs, San Jose local government should take into consideration every measure to at

least be prepared and mitigate disasters. The implications for the Province of Occidental Mindoro,

particularly the Municipality, in this ranking is evident in that if no prevention and preparedness

measures are taken now to mitigate this high risk, it may erode the significant development gains

registered in the Municipality especially in the area of infrastructure and the well elaborated

poverty reduction strategies among others. The risk calculus for vulnerable groups within society

and infrastructure will be enormous and hence the urgent need to design this strategy that would

outline the development of standard instruments for disaster prevention and preparedness as well

as the organizational mechanisms for plan implementation. The underlying assumption, as

indicated in the SNAP, is that disaster prevention and preparedness are crucial entry points fordisaster risk reduction.

Despite the potential high risk been posed by disaster, the old view of disasters as temporary

interruptions on the path of social and economic progress and should be dealt with through

humanitarian relief is deeply rooted in the country. Until recently, disaster issues were treated and

handled through our various environmental management programs and sectors as an added on

activity. It is increasingly becoming evident that those notions are no longer credible and disaster

issues are too big to be an added on to a sector or being perceived as a sectoral mandate. Disaster

issues are multidimensional, multi-sectoral and need to be mainstreamed in all development

concerns with a central coordination.


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Erosion

Soil erosion is a natural process wherein soil is removed from the land by water, wind or other

media. Rate of erosion is dependent upon physical factors such as length and degree of slope,

rainfall intensity, type and density of vegetation and the inherent erodibility of the soil. Except for

vegetative cover, the risk of massive and destructive erosion increases as any or a combination ofthe factors increases. Rainfall erosivity represents the potential of rainfall to cause soil erosion. It is

largely determined by the intensity and amount of rainfall.

Soil erodibility refers to the susceptibility of a soil to the forces of erosion. It depends on the texture,

structure, and other soil properties that affect infiltration, detachability (or aggregate stability), and

sedimentation of soil particles. Based on the soil texture, out of the 46,805.62 hectares total land

area of the 24 barangays, 16,475.98 hectares are free from erosion. Other areas are experiencing

different intensity or erosion. Approximately 19,548.29 hectares are slightly eroded, 8,938.68

hectares are moderately eroded and 1,528.06 hectares are severely eroded. The degree of soil

erosion is affected by various factors particularly topography, soil, climate, vegetation cover, and

land management practices. Erosion is a concern that requires attention for this reduces land

productivity and causes pollution in water bodies.

No. BarangayNo

ApparentErosion

SlightErosion

ModerateErosion

SevereErosion

River Total

1 Ambulong 251.27 709.65 960.922 Ansiray 52.01 609.74 113.46 775.213 Bangkal 245.23 352.47 597.704 Batasan 2,020.24 4,284.08 2,578.27 1,232.77 8.12 10,123.485 Bayotbot 860.22 857.12 639.95 2,357.296 Buri 8.73 481.21 151.89 641.837 Camburay 646.19 409.66 1,055.858 Caminawit 152.5 152.59 Catayungan 94.08 315.51 92.30 492.73

10 Central 2,502.94 816.61 305.32 3,624.8711 Ilin Proper 346.22 730.09 297.03 1,373.3412 Inasakan 270.81 202.52 473.3313 Ipil 0.22 495.92 110.5 606.6414 Labangan

Ilin21.08 549.30 95.05 665.43

15 LabanganPoblacion

708.98 708.98

16 Mabini 513.40 513.4017 Mangarin 910.50 456.92 1.54 1,368.9618 Mapaya 976.44 44.94 1,021.3819 Monte

Claro2,223.68 7,264.91 1,582.06 248.81 11,319.46

20 Murtha 2,016.03 1,734.64 1,190.97 1.17 4,942.81

21 Natandol 320.64 127.65 448.2922 Pag-asa 119.71 119.7123 Pawican 15.77 640.49 276.36 932.6224 San Agustin 1,519.73 1,519.73

Total 16,475.98 19,548.29 8,938.68 1,528.06 314.61 46,805.62

Barangay Murtha (1,232.77 hectares), Monte Claro (248.81 hectares), Mapaya (44.94 hectares) and

Mangaring (1.54 hectares) with areas adjoining Oriental Mindoro and Municipality of Calintaan

were identified of having severe erosion. These areas are considered to be free from occupancy and

settlements.


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Landslide

Landslide hazards exist in the site because of both natural and artificial causes. Among the natural

factors that favor landslides to occur include the steep slope gradient, water saturation of soils, poor

vegetation cover leading to run-off, and deeply weathered rocks. Artificial conditions that increasethe likelihood of slope failure include earthmoving activities, devegetation and other interventions

that alter the character of water infiltration into the earth.

Among the total land area of the 24 barangays, about 19,558.70 hectares falls within a very low

prone to landslide while only 2,130.74 hectares are highly susceptible to landslide.

No. BarangayNone to

Very LowMedium High No Data Total

1 Ambulong 975.92 975.922 Ansiray 774.38 774.383 Bangkal 600.75 600.754 Batasan 2,999.44 5,712.90 1,411.14 10,123.485 Bayotbot 1,131.36 1,193.61 32.32 2,357.296 Buri 641.83 641.837 Camburay 650.58 405.27 1,055.858 Caminawit 150.14 150.149 Catayungan 502.07 502.07

10 Central 3,357.91 266.96 3,624.8711 Ilin Proper 1,325.12 1,325.1212 Inasakan 470.11 470.1113 Ipil 606.64 606.6414 Labangan Ilin 644.97 644.9715 Labangan Poblacion 708.98

16 Mabini 513.40 513.4017 Mangarin 819.11 567.04 1,386.1518 Mapaya 986.44 33.41 1,019.8619 Monte Claro 5,352.46 5,289.71 677.28 11,319.4620 Murtha 2,012.78 2,920.04 10.00 4,942.8221 Natandol 455.96 455.9622 Pag-asa 157.12 157.1223 Pawican 975.24 975.2424 San Agustin 1,427.95 1,427.95

Total 19,558.70 16,388.94 2,130.74 7,972.99 46,051.37

Flood Susceptibility

High intensity rainfall normally associated with typhoons and the southwest monsoon season cause

flooding hazards. The temporal pattern of typhoon occurrence is analyzed using a time series

analysis in determining the flood hazards. A terrain analysis to determine areas susceptible to

floods was also undertaken. The assumption is that, during the seasonal occurrence of rainfall, some

of these weather disturbances will bring unusually heavy rains. Assuming the occurrence of heavy

rains, the drainage capacity of the river channels will be exceeded, resulting in unusual increase in

the water levels. Subsequently identified were various floodplains and channels adjacent to the

major waterways, and some flatlands susceptible to flooding.

In terms of flood susceptibility, a total of 1,650.97 hectares has low susceptibility in flooding. A large

portion of about 5,422.13 hectares are moderately prone to flooding and about 3,982.15 hectareswith high susceptibility in flooding.


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Flood Prone Susceptibility of the Barangays

No. BarangayLow

SusceptibilityModerate

SusceptibilityHigh

SusceptibilityTotal

1 Batasan 348.98 528.17 462.60 1,339.76

2 Bayotbot 520.08 81.68 601.76

3 Camburay 298.67 217.65 8.48 524.80

4 Caminawit 128.25 128.25

5 Central 214.84 1,251.34 1,079.59 2,545.77

6 Mabini 328.21 135.23 463.44

7 Mangarin 287.37 292.89 580.26

8 Mapaya 582.19 542.69 1,124.88

9 Monte Claro 184.45 185.12 397.81 767.38

10 Murtha 604.04 411.18 199.03 1,214.25

11 Pag-asa 56.35 114.04 170.39

12 San Agustin 1,054.47 539.86 1,594.32

Total 1,650.97 5,422.13 3,982.15 11,055.25

Flood prone areas


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Earthquake Epicenters and Fault lines

Earthquakes are either tectonic or volcanic in origin. The high level of seismicity is generallyattributed to movements along the major tectonic plate boundaries or along subduction zones

as well as those generated by movements along active faults.

There were five (5) identified epicenters of earthquake. One each in barangays Batasan, Ansiray

and Ambulong and two epicenters in barangays Murtha. Fault lines recognized at the mainland

barangays of Monteclaro, Batasan, Camburay, Labangan Poblacion, Mangarin, Mapaya and

Caminawit and island barangays of Labangan Ilin, Buri, Catayungan, Natandol and Ambulong.

The major effects of

natural hazards are the

destruction or damage to

property and theendangerment of life and

safety of individuals. Howto minimize these risks

are the primaryconsiderations for

mitigation. PHIVOLCS and

PAGASA regularly issue

warnings for impending

volcanic eruptions and

typhoons, respectively.

Strict adherence to

precautionary and safety

measures issued by thesetwo agencies would

minimize the risk.

Locally, strong

earthquakes that could

damage weak structures

can accompany volcanic

activities. It is also

accompanied by ash fall;

which settles back on

land. Thickness of depositand extent of affected

areas are determined by

the height of the eruption

column, prevailing wind

condition, distance, andclimatic condition.


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Capacity Assessment

The promotion of a culture of prevention is practically enabled by access to examples of bestpractice in disaster risk reduction. In addition to the adoption of such measures training and

capacity-building strategies, mechanisms for disseminating information on best practice in

disaster risk reduction can make a difference especially in South Africa where it is muchneeded as a integrated function of all activities. This includes the development of learning

material and support guides for different risk scenarios and contexts for the agricultural sector.

The Stakeholders

The demand on disaster-related organizations has changed dramatically and the intensity of

performance demanded of certain tasks has become more pronounced.

With a paradigm shift from response and relief to preparedness and mitigation, long-term

recovery needs to be considered earlier or before a hazard strikes. Planning for recoveryessentially becomes part of preparedness planning. As the enactment of RA 10121 was

welcomed, the Build Back Better principle has influenced the current practice greatly. This isto advocate that rebuilding does not create more vulnerable dwellings. Also, as disaster-affected

households and communities need to recover, the need to be inclusive in making decisions thatwill affect them cannot be overemphasized. In this sense, planning for DRR is similar to

planning for development; approaches that promote feedback and empowerment are needed.

Stakeholder roles in DRR range from legislating or adopting policies or programs on all local

levels (public entities and officials), implementing the policies, mandating others to take action

or provide incentives for others to take action, to assisting in implementation and providing

political momentum such as advocacy groups. In this sense, capability building among public

officials, participating organizations, and other individuals concerned is a necessity. A

community-based warning system is a must in order to integrate a participating community todisaster preparedness.

Recurring Issues

Numerous projects and activities have been undertaken by various stakeholders. Some of these

efforts have been valuable experiences for those who have been involved; however; sustaining

the positive results has always been constantly threatened. There are indications that these

positive results have not simply penetrated day-to-day affairs or businesses. Old practices of

doing things remain and existing organizational and societal structures do not allow the gains

to thrive in the decision-making environment as well as operational setting.

Although human (or technical) and financial resources are often committed, in-kindcontribution must however not to be neglected. Partnerships between government and private

entities public private partnerships have been done spontaneously when need arises or in a

few instance, formalized through memorandum of agreement (or understanding). These

significant moves, however, do not fall under a general strategic plan of action where the

contribution of each stakeholder is seen in terms of the larger whole, particularly through thelens of national safety or resilience. Threats remain if the level of awareness about dealing with

hazards is low and when little focus on risks is considered whenever one is faced to make a

decision. In the worst case, this behavior may manifest a culture of disasters rather than a

culture of prevention.

The locality must have adopted risk management standards which will set into a motion a wide-ranging set of activities spurring government and private sectors to re-think and ultimately

adopt the risk management framework into their business philosophy and day-to-day


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operations. The message is that awareness must penetrate all levels of government, and inhousehold, firms, and offices. At the operation level, the commitment of budget for DRR is not

yet a practice. Putting up separate office to handle DRR is mandated by the RA 10121 but doingso puts strain in the government bureaucracy.

1.

Multi-sectored platforms

There was minimal exchange of information and experiences on DRR outside post-event

activities. There are several initiatives on DRR provided a venue for local, regional, national and

international players in DRR in which to take stock of progress and move forward. These are

however not yet institutionalized.

2. Planning InstrumentsThe municipality has drafted its medium-term development goals as its planning instrument.

However, the plan has no policy statement about DRR and its role in sustainable developmentand attainment of the acknowledge damage from natural resources but that vulnerability

jeopardizes development gains due to socio-economic, environmental, and information losses.

3. Community participationWhile preparedness measures are undertaken by some groups in communities, there is

weakness regarding linking these with the larger municipal response and other post-event

mechanisms. Ways and means to systematically involve volunteers and community members in

contingency planning exercises and development processes should be done by the MDRRMC led

by the local chief executive. Roles and responsibilities must therefore be assigned to all

stakeholders.

4. Resource allocationLGUs are mandated by R.A. 8185 to allocate five percent (5%) of its Internal Revenue Allotment(IRA) as Local Calamity Fund (LCF now called MDRRM Fund) and can only be used upon

declaration of a state of calamity by the local legislative body. In 2003, a Joint MemorandumCircular issued by the Department of Budget and Management (DBM) Circular issued by the

Department of Budget and Management (DBM) and the Department of Interior and Local

Government (DILG) permits the use of the LCF/MDRRMF for disaster preparedness and other

pre-disaster activities.

5. Data analysis, risk assessments, and mapsThe LGU does not have the full capacity to generate data on disasters and their impacts. On theother hand, local residents should also be mobilized and enabled to provide ground truth data

on risks and vulnerabilities. Some of the techniques are already being employed by certain

projects but are not fully utilized to generate a more permanent database for communities and

linked to the planning information of LGU. It is not fully equipped with the capability to collect

and store planning data and information such as population statistics.

6. Information management and public awarenessWhen communication facilities break down during strong typhoons, the local government does

not have an alternative system to communicate warnings to residents and inform when and

where to evacuate. There is no proper early warning system except the media organizationspresent in the municipality. Information, education, and communication (IEC) campaign is not

that intensive.


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7. Upline and stakeholder coordinationThe LGU should have established a direct link to national agencies concerned to DRR. National,

regional and local mechanisms to inform and educate citizens in support of international

coordination in early warning should be established and utilized.

8. Formal education and trainingsAlthough posters are produced and distributed every year, budgetary constrains limit the

development, production and distribution of other IEC materials using various media.

Stakeholders should be enjoined to conduct their IEC campaigns within their organization to

instill DRR consciousness among the management and staff. The message of the campaign shall

be that managing risks is everybodys responsibility; they are themselves champions of DRR.

9. Environmental integrationEnforcement of laws dealing with environment and natural resources has not been easy. It hasbeen known for the past decades that the decline and degradation of forests, mangroves,

mountain slopes, hydrological capacity of rivers, and other natural attributes of communitieshave resulted in sub-optimal conditions that lead to severe disasters impacts. In consideration

of the above, any DRM bill should take into account how to harmonize with the existing laws,

especially environment laws.

10. Social developmentAny progress to reduce vulnerability is easily set back as intractable issues surface. Although

there is increasing consciousness on finding ways to handle DRR in places where armed conflict

takes place, issues related to some crises need to be dealt with. Integrating DRR into supportsystems for the poor and victims of disasters needs to be institutionalized. Issues pertaining to

food and grains, in particular and poverty alleviation, in general are dealt with in a piecemealmanner.

11. Reduction of economic vulnerabilitiesVery little has been done to protect economic activities and productive sectors. Although some

private enterprises may have business continuity plans, how well these are linked with a local

governments contingency plan leaves many doubts.

12. Incorporating DRR to planning and population activitiesCurrent planning practices need only to be enhanced so that DRR capacities such as the

use of appropriate tools at various planning levels are strengthened. Suitability analysis of

relocation areas should also be included among tasks in land use planning by LGUs. A

collaborative working arrangement with mapping and risk assessment agencies and entities

thus links with DRR partners are not only limited during the hazard event or post-eventactivities but also further strengthened in a broader development sense.

13. Post-disaster recovery and rehabilitationThough generally heading towards a sustainable development approach, post-disaster activities

need to be assessed within the context of development plans of the LGU.

14. Assessment of disaster risk impacts


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PLAIN BARANGAYS

Flood, Pests, Vehicular AccidentsTyphoo, Diseases, Hunger

Drought (El Nio)

Fire

Earthquake, Tornado

INLAND/UPLAND BARANGAYSTyphoon

LandslideArm Struggle between AFP & NPA, flashflood

El Nio, La Nia, Fire, Earthquake

COASTAL BARANGAYS

Typhoon

FloodEpidemic

Waste File-upFire

Earthquake

Tidal Wave

TsunamiDike Breach

Building CollapseOil Spill

Grass Fire

ISLAND BARANGAYSTyphoon

EpidemicWaste File-up

Fire

Earthquake

Tidal WaveTsunami

Oil SpillGrass Fire

INTER-AGENCY GROUP

Typhoon

Flood

Fire

Vehicular Accident

DroughtTerrorism

EarthquakeLandslide

Storm Surge

Epidemic

Other hazards

Commitments to integrate DRR into their strategies, plans and programs are steadily being

carried out by government and non-government organizations, however, it is evident thatmajority of infrastructures are sub-standards and are prone to damages and destruction.

15.

Policy review and other institutional mechanisms

Mainstreaming of DRR in line agencies and in the LGU is hampered by unresponsive

organizational structures and practices that need modification and adaption to the risk

management process. The local government need further guidance from national government

agencies and their regional offices to pursue DRR as an intrinsic part of a devolved function and

as an element of the development strategy.

16. Updated contingency and other disaster preparedness plansThe SNAP quotes that, No disaster is the same as the last. Therefore, stakeholders at

different levels have to be alerted on this fact, and that new lessons are learned after every

disaster. It is therefore a must to update each contingency plan periodically. The Municipalityshould always review its policies regarding the disasters faced by the area.

17. Post-event reviews and contingency mechanismsPost-event reviews that involve various stakeholders are not regularly conducted.

Hazard Prioritization


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With the prioritization results on the above figure, the groups/council convened and identifiedthe event to plan for using two criteria: (a) likelihood to happen, and (b) will create the most

impact.

Sectoral Plans, Arrangements and Flowcharts

DRRM is divided into five sectors which will function based on each sectors objectives.

Communication, Warning, and Public Information

o To provide adequate information/communication system and warningmechanism to be used during calamities and disasters

o To provide proper information thru any available communication based accordingto the information about weather disturbance from PAG-ASA.

The Communication, Warning & Public Information flow chart begins from the issuance of

warning signal from PAG ASA and other agencies. These warning signals or information arethen disseminated to the 38 barangays of San Jose through radio, text brigades and other

means of communication.

Upon receipt of the information the Communication, Warning & Public Information Sector isactivated. The sector then receives information/reports from affected barangays and

concerned agencies. Then it manages and disseminates these information/reports to andfrom the communities and concerned agencies. The reports are then processed,consolidated, prepared, and submitted to the Municipal Disaster Risk Reduction and

Management Council (MDRRMC). The MDRRMC then submits the report to the ProvincialDisaster Risk Reduction and Management Council (PDRRMC) who submits it to the Regional

Disaster Risk Reduction and Management Council (RDRRMC). The RDCC then submit it tothe National Disaster Risk Reduction and Management Council (NDRRMC).

ISSUANCE OF

WARNING

SIGNALS FROM

PAGASA & OTHER

AGENCIES

DISSEMINATION OF

INFORMATION/

WARNINGTO DIFFERENT

BARANGAYS

THRU RADIO, TEXT

BRIGADES & OTHER

MEANS

ACTIVATION OF

COMMUNICATION,

WARNING & PUBLIC

INFORMATION

SECTOR

PROCESSING,

CONSOLIDATION,

PREPARATION &

SUBMISSION OF

REPORTS TO

PDRRMC

MANAGEMENT &

DISSEMINATION OF

INFORMATION/

REPORTS TO & FROM

COMMUNITIES &

CONCERNED

AGENCIES

RECEIPT OF

INFORMATION

/ REPORTS FROM

AFFECTED

BARANGAYS &

CONCERNED

AGENCIES

MDRRMC

PROCESSING,

CONSOLIDATION,

PREPARATION &

SUBMISSION OF

REPORTS TO

PDRRMC

PDRRMC

PROCESSING,

CONSOLIDATION,

PREPARATION &

SUBMISSION OF

REPORTS TO

RDRRMC

RDCC PROCESSING,

CONSOLIDATION,

PREPARATION &

SUBMISSION OF

REPORTS TO

NDRRMC


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Transportation and Evacuation

o To provide enough transportation and evacuation center to affected families andpopulation in a timely manner

The Transportation & Evacuation Sector Flow Chart begins with the receipt of an early

warning from the Communication, Warning & Public Information Sector. Upon receipt

of the information, the Transportation & Evacuation Sector is activated. It thencoordinates with the other sectors. After coordination with the other sector, the

transport vehicles are then dispatched and the evacuation centre starts operation. Thecentre then starts receiving evacuees. The Transportation & Evacuation Sector then

monitors, evaluates, consolidates and reports the whole operation.

Recovery and Rehabilitationo To identify the affected areas and provide immediate services needed such as

repairs/reconstruction of destroyed infrastructures and facilities that largely

affect the community.

o To provide immediate response on rescue operation to the affected families.

o To provide security assistance during the engineering activities and rescueoperations.

The Relief and Rehabilitation Flow Chart stars from the receipt of warning signals from

PAGASA. Upon the receipt of the warning signals the Relief and Rehabilitation Sector is

EARLY

WARNING

ACTIVATION OFTRANSPORTATI

ON &

EVACUATION

CENTER

COORDINATION

WITH OTHER

SECTOR

MONITORING,

EVALUATION,

CONSOLIDATIO

N & REPORTING

RECEIVING OF

EVACUEES

DISPATCHTRANSPORTATIO

N &

OPERATIONALIZATION OF

EVACUATION

RECEIVES STORMSIGNAL WARNING

FROM PAGASA

ACTIVATE ORCONVENE THE

MEMBERS OF RELIEFSECTOR

ENSURE / CHECK THESTOCKS / GOODS /ITEMS FOR RELIEF

ARE COMPLETE ANDREADY

COMMUNICATEWITH OTHER

SECTORS FOR ANDREGARDING NEEDS /

HELP

IDENTIFICATION OFAFFECTED AREAS

THAT NEEDASSISTANCE

DISTRIBUTION OFRELIEF GOODS AND

ASSISTANCE

REPORTINGANDACCOUNTING


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convene or activated. The Sector then ensures of checks its relief stock, goods, or itemsare complete and ready. The Relief and Rehabilitation Sector then communicate with

other sectors for and regarding needs or help. From this communication affected areasthat need assistance are identified. Relief goods and assistance are then distribution to

these areas. After distribution reporting and accounting of distributed and

undistributed relief stocks, goods, or items is done.

Health and Medication

o Provide medical services the soonest possible time

o Maintain cleanliness of the area

o Prevent the spread of diseaseso Provide safe drinking water

The Health sector flow chart starts with the presence of weather disturbance which is

relayed by the Communication and Warning Sector to the four other sectors including the

Health Sector. Upon receipt of the information and Health Sector immediately convenes.After convening it then prepares it resources: manpower, materials, methods, and

machinery. Then, it coordinates with other sectors to reach the target areas. The actualoperation begins upon reaching the specific target areas. After the operation, reports are

then prepared for filling and submission to proper authorities.

Relief and Operations/Search and Rescue

o To secure funds for disaster relief and provides services to the affected areas thesoonest possible time.

SEARCH & RESCUECOMMANDER

ADMINISTRATIONRESEARCH &MONITORING

PLANNING &OPERATION

LOGISTICSPUBLIC

INFORMATIONOFFICE

WEATHERDISTURBANCE

COMMUNICATIONAND WARNING

SECTORHEALTH SECTOR

CONVENEPREPARATIONCOORDINATION

WITH OTHERSECTOR

ACTUAL

OPERATIONREPORTING


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The Search and Rescue Sector is headed by the Search and Rescue Commander and hasfive sub-sectors namely: administration, research & monitoring, planning & operation,

logistics and public information office.

Upon receipt of the Alert Advisory, the Search and rescue Sector immediately prepares and

consolidate resources namely: manpower, machinery and equipment and methods. Then it

identifies the target area based on information and data gathered. After the target area

identification the search and rescue personnel are prepositioned to ensure safe, effective

and efficient operations. Then the actual response or search and rescue operation takes

place. It is followed by evacuation. And lastly consolidation of reports and inventory ofresources used in the operation.

The following pages will show how relief goods and other items will be needed when thingscomes worse. TAKE NOTE THAT TRANSPORTATION MEANS AND OTHER ITEMS COMING

FROM THE PRIVATE SECTOR WERE NOT CONSIDERED ON THE NEEDS PROJECTIONS AND

ARE YET TO BE INCLUDED:

IDENTIFICATIONOF TARGET AREA

PREPOSITIONINGOF PERSONNEL

RESPONSE/

SEARCH &RESCUE

EVACUATION

CONSOLIDATION &

INVENTORY

PREPARATION &CONSOLIDATION

ALERT

ADVISOR


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Contingency Plan


The Municipal Government of San Jose, Occidental Mindoro

ROMULO M. FESTINMunicipal Mayor

ATTY. REY C. LADAGAMunicipal Vice-Mayor

JOSE FRANCO MENDIOLA

PHILIP LIMSANTIAGO JAVIER

SENEN ZAPANTA, JR.

NATHANIEL CRUZAUGUSTO ABELEDA

EMMANUEL AGUSTIN

JUNE PALMARESSangguniang Bayan Members

LNB PRES. JERRY BALAGOT IIISangguniang Bayan Ex-Officio Members

NOEL N. GUERRERO FELMA AGUILANMunicipal Administrator Secretary to the Sanggunian

JOSEPH SALGADOMunicipal Planning and Development Coordinator/MDRRMO-designate

RICARTE E. AGUILARMunicipal Treasurer

ZENAIDA DELA CRUZMunicipal Budget Officer

MARIDEL RALLETAMHRMO

PABLO ALVAROMunicipal Accountant

NORMA S. BALINGIT

Administrative Officer V / OIC-MHRMO

ENGR. EDGAR MASANGKAYMunicipal Engineer

DR. ENID ASUNCIONMunicipal Health Officer

ALICIA CAJAYONMunicipal Social Welfare and Development Officer

INY LOURDES PEROYAgricultural Technologist / OIC-MAO

OLIVIA SALGADOMunicipal Assessor

PULE BACAYAdministrative Aide VI / OIC-Public Market Office

INANAMA GALLARDOHead, MTO Business Permits and Licensing

MICHELLE F. RIVERAExecutive Assistant II / OIC-Tourism Officer

CORAZON SANTOS

Head, MTO Collection Division/Land Tax Division

MYRNA APOLINARIOAdministrative Assistant III / In-Charge of Office General Services Office

MILDRED CASTRONUEVOAdministrative Aide III / OIC-Fishport Office

JAIME BOONGALINGMarket Supervisor / OIC-Slaughterhouse Office

DON VINCENT BUSTO Administrative Officer II

Secretariat / Technical Working

MEMVILUZ L. BAURILE Municipal Local Government Operations Officer

The Contingency Plan of the Municipality of San Jose, Occidental Mindoro is prepared by Don Vincent B. Busto in compliance with the mandates of all applicable regulations specifically by the Department of Interior and Local Government and theContingency Planning for Emergencies Guidebook.

ContingencyPlan of SanJoseOccMdo

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