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Aside from the Disaster Risk Reduction and Management Plan, local government units in the Philippines are required to have a Contingency Plan.

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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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    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

    Municipality of San Jose, Occidental Mindoro 5100

    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.