Rizal Street, Barangay Poblacion VII San Jose, Occidental Mindoro 5100 (043) 491-2087 / 7950 / 7962 lgu_sjoccmdo@yahoo.com
MUNICIPALITY OF SAN JOSE Ibalik ang Kapangyarihan sa Mamamayan
Province of Occidental Mindoro, Philippines 5100 E-mail: lgusanjose.occimin@gmail.com Phone: (043) 491-2807
OFFICE OF THE MUNICIPAL MAYOR
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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, endorsed this 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, for documentation 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 the concerned 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)
MUNICIPALITY OF SAN JOSE
Province of Occidental Mindoro, Philippines 5100 E-mail: lgusanjose.occimin@gmail.com Phone: (043) 491-2807
MUNICIPAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL
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ATTESTED AND APPROVED BY:
HON. ROMULO M. FESTIN Municipal Mayor MDRRMC Chairman
HON. REY C. LADAGA Municipal Vice-Mayor MDRRMC Co-Chairman
NOEL N. GUERRERO Municipal Administrator
ZENAIDA V. DELA CRUZ Municipal Budget Officer/MDRRMO-designate
JOSEPH E. SALGADO Municipal Planning and Development Coordinator
ALICIA M. CAJAYON Municipal Social Welfare and Development Officer
ENID M. ASUNCION, M.D. Municipal Health Officer
ENGR. EDGAR V. MASANGKAY Municipal Engineer
HON. DANILO CENTENO President, Liga ng mga barangay
EDUARDO DOMINGO Representative, Department of Education
PSI ALLAN F. MONTILLANA, JR. Chief of Police, SJMPS/PNP
INSP. JOSELITO F. MIRANDA Municipal Fire Marshall, BFP
LT. GOEFFREY ESPALDON Station Commander, Philippine Coastguard
MEMVILUZ BAURILE Municipal Local Government Operations Officer
MENANDRO C. EBORA Representative, PNRC
1 st LT ELISONDO FELISIDAD Bravo Company, Philippine Army
ROSALINDA MADRIAGA President, Senior Citizens
MERCY ALVARAN Representative, Private sector
BELLA ISTORES President, San Jose Care Association
MARCLEO RARO President, KABROKAMI
GREGORIO UMALI, JR. President, PWD Federation
GENNIE DAIT PLAN International
INY LOURDES PEROY OIC-MAO
RITCHIE LIBORO Group Chief, REACT Sandugo
MARY ANN VERZOSA President, Pag-asa Youth Association of san Jose
RICARTE E. AGUILAR ICO-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 APPROPRIATIONS
WHEREAS, 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 San Jose, 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 Risk Reduction and Management Plan of this Municipality CY 2011-2015;
LET COPIES of this Resolution be sent promptly to the Office of Municipal Mayor, and to all concerned for information, guidance and appropriate action.
ADOPTED in the Special Session of the Council, this 24 th day of June, 2014 at San Jose, Occidental Mindoro
CERTIFIED CORRECT:
DON VINCENT B. BUSTO Secretary to the MDRRMC
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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 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
This vision, which establishes a strong link between sustainable human development, risk reduction 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 to disaster management in the Municipality of San Jose, Occidental Mindoro and; (ii) Effectively mainstreaming disaster management issues into national policies as well as in 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 the neighborhood level) Trust between the authorities and civil society Investment in economic development that explicitly takes potential consequences for risk 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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Municipality of San Jose, Occidental Mindoro 5100 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 an institutional 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 reduction matters in an efficient and prudent manner. The following priority areas will be the disaster management agencys building blocks to championing disaster management and risk reduction issues 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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Municipality of San Jose, Occidental Mindoro 5100 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 international best 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 the Municipal 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 and projects 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 making adequate provision as a startup for counter funding.) The approval of a Municipal DRRM Code and adoption of the national action plan for DRRM and policy providing legal and administrative authority for implementing the set actions as well as adoption and approval of MDRRMP.
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Municipality of San Jose, Occidental Mindoro 5100 Existence of an early warning system which is regularly updated. Existence of effective communication strategy and a well-informed citizenry on disaster and risk reduction issues.
Priority target groups
This strategy will assist everybody in the development sector of the Municipality in particular all 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 will embark 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 the plan 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 reduction in 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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Municipality of San Jose, Occidental Mindoro 5100 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 plan but 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 means such 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 or by 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 disaster and 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 of the 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, the agency will not be able to translate the strategy into concrete actions.
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Municipality of San Jose, Occidental Mindoro 5100 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 natural attributes. 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 to PhP20 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 highest economic 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, the second 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 Philippines may 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 income classification. 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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Municipality of San Jose, Occidental Mindoro 5100 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 super typhoons, 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 also situated 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 complex emergencies 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 23 rd among 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 from Manila 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 the worst case scenario earthquakes from major offshore zones, PHIVOLCS Tsunami Hazard Map of
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Municipality of San Jose, Occidental Mindoro 5100 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, 300.00 agricultural 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 are highly vulnerable to drought; Small floods occur along low-level roads where incapacitated drainage systems are prevented; Latest earthquake bulletin showed that Occidental Mindoro experienced an average of 1.13 to 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 to tsunami. 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 a historical 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 on rainfall. 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 countrys 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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Municipality of San Jose, Occidental Mindoro 5100
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-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 challenge and needs to be addressed by every LGU. Being 23 rd among 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 for disaster 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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Municipality of San Jose, Occidental Mindoro 5100 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 of the 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.
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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Municipality of San Jose, Occidental Mindoro 5100
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 increase the 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. Barangay None to Very Low Medium High No Data Total 1 Ambulong 975.92 975.92 2 Ansiray 774.38 774.38 3 Bangkal 600.75 600.75 4 Batasan 2,999.44 5,712.90 1,411.14 10,123.48 5 Bayotbot 1,131.36 1,193.61 32.32 2,357.29 6 Buri 641.83 641.83 7 Camburay 650.58 405.27 1,055.85 8 Caminawit 150.14 150.14 9 Catayungan 502.07 502.07 10 Central 3,357.91 266.96 3,624.87 11 Ilin Proper 1,325.12 1,325.12 12 Inasakan 470.11 470.11 13 Ipil 606.64 606.64 14 Labangan Ilin 644.97 644.97 15 Labangan Poblacion 708.98 16 Mabini 513.40 513.40 17 Mangarin 819.11 567.04 1,386.15 18 Mapaya 986.44 33.41 1,019.86 19 Monte Claro 5,352.46 5,289.71 677.28 11,319.46 20 Murtha 2,012.78 2,920.04 10.00 4,942.82 21 Natandol 455.96 455.96 22 Pag-asa 157.12 157.12 23 Pawican 975.24 975.24 24 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 hectares with high susceptibility in flooding.
Municipality of San Jose, Occidental Mindoro 5100 Earthquake Epicenters and Fault lines
Earthquakes are either tectonic or volcanic in origin. The high level of seismicity is generally attributed 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 the endangerment of life and safety of individuals. How to minimize these risks are the primary considerations for mitigation. PHIVOLCS and PAGASA regularly issue warnings for impending volcanic eruptions and typhoons, respectively. Strict adherence to precautionary and safety measures issued by these two 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 deposit and extent of affected areas are determined by the height of the eruption column, prevailing wind condition, distance, and climatic condition.
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Municipality of San Jose, Occidental Mindoro 5100 Capacity Assessment
The promotion of a culture of prevention is practically enabled by access to examples of best practice 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 much needed 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 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
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-kind contribution 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 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
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Municipality of San Jose, Occidental Mindoro 5100 operations. The message is that awareness must penetrate all levels of government, and in household, 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 doing so 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 Instruments
The 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 development and attainment of the acknowledge damage from natural resources but that vulnerability jeopardizes development gains due to socio-economic, environmental, and information losses.
3. Community participation
While 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 allocation
LGUs 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 Memorandum Circular 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 maps
The LGU does not have the full capacity to generate data on disasters and their impacts. On the other 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 awareness
When 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 organizations present in the municipality. Information, education, and communication (IEC) campaign is not that intensive.
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7. Upline and stakeholder coordination
The 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 trainings
Although 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 integration
Enforcement of laws dealing with environment and natural resources has not been easy. It has been known for the past decades that the decline and degradation of forests, mangroves, mountain slopes, hydrological capacity of rivers, and other natural attributes of communities have 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 development
Any 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 support systems 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 piecemeal manner.
11. Reduction of economic vulnerabilities
Very 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 activities
Current 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-event activities but also further strengthened in a broader development sense.
13. Post-disaster recovery and rehabilitation
Though 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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Municipality of San Jose, Occidental Mindoro 5100 PLAIN BARANGAYS
INLAND/UPLAND BARANGAYS Typhoon Landslide Arm Struggle between AFP & NPA, flashflood El Nio, La Nia, Fire, Earthquake
COASTAL BARANGAYS Typhoon Flood Epidemic Waste File-up Fire Earthquake Tidal Wave Tsunami Dike Breach Building Collapse Oil Spill Grass Fire
ISLAND BARANGAYS Typhoon Epidemic Waste File-up Fire Earthquake Tidal Wave Tsunami Oil Spill Grass Fire
INTER-AGENCY GROUP Typhoon Flood Fire Vehicular Accident Drought Terrorism Earthquake Landslide 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 that majority 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 plans
The 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 Municipality should always review its policies regarding the disasters faced by the area.
17. Post-event reviews and contingency mechanisms
Post-event reviews that involve various stakeholders are not regularly conducted.
Hazard Prioritization
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Municipality of San Jose, Occidental Mindoro 5100 With the prioritization results on the above figure, the groups/council convened and identified the 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 warning mechanism to be used during calamities and disasters o To provide proper information thru any available communication based according to 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 are then 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 is activated. The sector then receives information/reports from affected barangays and concerned agencies. Then it manages and disseminates these information/reports to and from 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 Provincial Disaster Risk Reduction and Management Council (PDRRMC) who submits it to the Regional Disaster Risk Reduction and Management Council (RDRRMC). The RDCC then submit it to the National Disaster Risk Reduction and Management Council (NDRRMC).
ISSUANCE OF WARNING SIGNALS FROM PAGASA & OTHER AGENCIES DISSEMINATION OF INFORMATION/ WARNING TO 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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Municipality of San Jose, Occidental Mindoro 5100 Transportation and Evacuation o To provide enough transportation and evacuation center to affected families and population 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 then coordinates with the other sectors. After coordination with the other sector, the transport vehicles are then dispatched and the evacuation centre starts operation. The centre then starts receiving evacuees. The Transportation & Evacuation Sector then monitors, evaluates, consolidates and reports the whole operation.
Recovery and Rehabilitation o 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 rescue operations.
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 OF TRANSPORTATI ON & EVACUATION CENTER COORDINATION WITH OTHER SECTOR MONITORING, EVALUATION, CONSOLIDATIO N & REPORTING RECEIVING OF EVACUEES DISPATCH TRANSPORTATIO N & OPERATIONALIZA TION OF EVACUATION CENTER RECEIVES STORM SIGNAL WARNING FROM PAGASA ACTIVATE OR CONVENE THE MEMBERS OF RELIEF SECTOR ENSURE / CHECK THE STOCKS / GOODS / ITEMS FOR RELIEF ARE COMPLETE AND READY COMMUNICATE WITH OTHER SECTORS FOR AND REGARDING NEEDS / HELP IDENTIFICATION OF AFFECTED AREAS THAT NEED ASSISTANCE DISTRIBUTION OF RELIEF GOODS AND ASSISTANCE REPORTING AND ACCOUNTING
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Municipality of San Jose, Occidental Mindoro 5100 convene or activated. The Sector then ensures of checks its relief stock, goods, or items are complete and ready. The Relief and Rehabilitation Sector then communicate with other sectors for and regarding needs or help. From this communication affected areas that 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 diseases o 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 actual operation 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 the soonest possible time.
SEARCH & RESCUE COMMANDER ADMINISTRATION RESEARCH & MONITORING PLANNING & OPERATION LOGISTICS PUBLIC INFORMATION OFFICE WEATHER DISTURBANCE COMMUNICATION AND WARNING SECTOR HEALTH SECTOR CONVENE PREPARATION COORDINATION WITH OTHER SECTOR ACTUAL OPERATION REPORTING
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Municipality of San Jose, Occidental Mindoro 5100 The Search and Rescue Sector is headed by the Search and Rescue Commander and has five 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 of resources used in the operation.
The following pages will show how relief goods and other items will be needed when things comes 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: IDENTIFICATION OF TARGET AREA PREPOSITIONING OF PERSONNEL RESPONSE/ SEARCH & RESCUE EVACUATION CONSOLIDATIO N & INVENTORY PREPARATION & CONSOLIDATION ALERT ADVISOR Y
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Contingency Plan Municipality of San Jose, Occidental Mindoro 5100
The Municipal Government of San Jose, Occidental Mindoro
ROMULO M. FESTIN Municipal Mayor
ATTY. REY C. LADAGA Municipal Vice-Mayor
JOSE FRANCO MENDIOLA PHILIP LIM SANTIAGO JAVIER SENEN ZAPANTA, JR. NATHANIEL CRUZ AUGUSTO ABELEDA EMMANUEL AGUSTIN JUNE PALMARES Sangguniang Bayan Members
LNB PRES. JERRY BALAGOT III Sangguniang Bayan Ex-Officio Members
NOEL N. GUERRERO FELMA AGUILAN Municipal Administrator Secretary to the Sanggunian
JOSEPH SALGADO Municipal Planning and Development Coordinator/MDRRMO-designate
RICARTE E. AGUILAR Municipal Treasurer
ZENAIDA DELA CRUZ Municipal Budget Officer
MARIDEL RALLETA MHRMO
PABLO ALVARO Municipal Accountant
NORMA S. BALINGIT Administrative Officer V / OIC-MHRMO
ENGR. EDGAR MASANGKAY Municipal Engineer
DR. ENID ASUNCION Municipal Health Officer
ALICIA CAJAYON Municipal Social Welfare and Development Officer
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 the Contingency Planning for Emergencies Guidebook.