The Municipal Disaster Risk Reduction and Management Plan will be the basic tool that will guide both the local government, civil society and private sector of the community in the implementation of the provisions of Republic Act 10121 known as the Disaster Risk Reduction and Management Act of 2010. Basically this plan is patterned after the Regional Disaster Risk Reduction and Management Plan and this also serve as basis for the formulation of DRRM Plan for our respective BDRRMC’s in  barangay level.


We are thankful to the leadership of Director Paisal O. Abutazil of DILG Region IX and Director Adriano D. Fuego of the Office of Civil Defense IX for inviting us to the Regional Summit on Disaster Preparedness held on July 28-31, 2013 at Garden Orchids Hotel, Zamboanga City where we are able to acquired knowledge in the preparation of DRRM Plan and internalized the role of LGU’s in disaster preparedness.


Our Local Disaster Risk Reduction and Management Council have responded to the marching orders of the national leadership to institutionalize disaster preparedness not as a reactive unit but as a proactive one. In as much that we are independent by way of governance thus the leadership of all four thematic areas of concern in DRRM are spread among the department heads of this LGU. We constructed the LDRRMC Operation Center and purchase rescue vehicle, tools as well as communication equipments. Manned by trained personnel 24/7, we are assured that even though we are not praying for any emergencies we will be able to respond immediately in the least possible time.


Although our municipality is not prone to natural calamities particularly floods and landslides we shall not be complacent because we have history of human-induced hazards and such situation is just lurking in the corners of Poblacion and some other barangays of Kalawit. It is better to be prepared always thus we have formulated also a separate Contingency Plan for Anti Terrorism, Contingency Plan for Floods and Contingency Plan for Landslide.


We dedicate our best effort  to be prepared always and provide our personnel the necessary tools, equipments and skills through trainings but we also hope and pray that such tools, equipments and skills will remain idle and can’t be utilized.



Municipal Mayor

Chairman, Kalawit LDRRMC






 in Kalawit, Zamboanga del Norte.





The municipality of Kalawit was created into a distinct and separate Municipal Local Government on February 10, 1990 by virtue of Republic Act 681 authored by then Congressman Angel M. Carloto of the 3rd District of Zamboanga del Norte. Separated from its mother municipality which is Labason. The municipality has fourteen (14) component barangays namely: Poblacion, Batayan, Gatas, New Calamba, Concepcion, San Jose, Botong, Fatima, Pianon, Paraiso, Daniel Maing, Palalian, Tugop and  Marcelo with  a total land area of 25,000 hectares and a population  of 22,157  base on latest official census.


Geographic Location:


Kalawit is located in the South- Western interior part of the province approximately 180 kilometers from Dipolog City. Bounded on the North by the municipality of Labason, South by the municipality of Titay, Zamboanga Sibugay, West by the municipality of Gutalac and East by the municipality of Tampilisan. At the northern  part of Kalawit is the upstream of Patawag river, one of the river basins of Zamboanga Peninsula bordering the municipalities of Liloy and Tampilisan. On the south is the upstream of Kipit river – another part of the Zamboanga Peninsula river basin bordering the  municipality of Titay.


Physical Characteristics:


Land Area:

The municipality of Kalawit occupies a total land area of 25,000 hectares which represents about 3.47 percent of the total land of Zamboanga del Norte Province.  It is composed of 14 barangays.  Of the total municipal area, the Poblacion which is the urban core constitute 11.2 percent  while the rest are unevenly distributed to the other barangays.  Table 1 presents the land area of each of these barangays.



The topographic condition of the municipality is approximately constituting 30 percent rolling and 40 percent hilly to mountainous.  It is only in barangay Poblacion and Batayan were some part of the area are plain and are devoted to rice farming.



Kalawit falls under the fourth type of climate in the country.  Dry season takes place between December to May and wet the rest of the year.


Wind Direction:

Strong winds with heavy rains prevail during the months of June to November as the notable time for the southwest monsoon occur, while sunny days come during the months of December to April.




Natural Drainage:

One factor that requires consideration in evaluating soil suitability classification for crop production and other non agricultural uses such as urban development is natural drainage since it affects land utilization.

The municipality’s ridge is drained principally by Palomoc River, Cayaban River, Lacsotan River and Malub River.



Mineral Resources:

Kalawit is believed to be richly endowed with mineral resources. Among these are gold, coal, manganese, silica quartz and chromites.  Gold is said to be found in the west side of Palomoc River in barangay Gatas and Palalian.  Because of the lack of available records from the government agencies, the amounts of mineral deposits are not determined.




One important factor considered in determining the suitability of lands for urban development as well as the capability and suitability of an area for cultivation is slope.

Kalawit is characterized by several slope ranges. Of the total land area of the municipality, approximately 1,500 hectares or 6 percent are with slope ranges from 0 – 3.0%. Gently sloping areas that have a slope range of 3.1%-8.0% fill up 6,000 hectares or 24 percent. Moderately sloping or rolling areas which have a slope range of 8.1% – 18.0% occupies about 12,000 hectares or 48 percent.  The areas that are classified under slope ranges 18.1% – 30.0% and over 30% constitute approximately 5,000 hectares or 20 percent and 5000 hectares or 2 percent respectively.



Basic Soil Type:

A  knowledge of the type of  soil characteristics provide a guiding step in selecting and recommending the various uses of land.  In Kalawit, there is only one basic type of soil.  This is the Panabotan Silty Clay Loam soil.



Land Capability:

The land capability classification indicates the suitability of areas for cultivation according to soil conservation management requirements.  It is a scheme for grouping soil units together according to the best use of lands in order to optimize production, preserve land and prevent soil damage through improper use.

In Kalawit, the land suited for agriculture consist of land capability classes and subclasses B.  Be, Ce and De.  These are arable lands which cover 20,800 hectares or about 83.20 percent of the total land area which are presently cultivated and planted to palay, corn, fruit trees, vegetables, coconut, tobacco, coffee, cacao, rubber and bamboo.  See Land Capability Map.

On the other hand, the non arable land in the municipality cover 4,200 hectares or 16.79 percent of the land area of the municipality.  The area consisting land capability class M is not suitable for agriculture, most of which are situated along the ridge area of the municipality.

The land capability classes and subclasses found in Kalawit are characterized by the following:

  1. Land Capability Class “B”

Good land, can be cultivated safely: requires easily applied conservation practice.

  1. Land Capability “Be”

Good land, nearly level to gently sloping, slightly to moderately eroded and can be cultivated safely but requires erosion control measures and easily applied conservation practice.

  1. Land Capability Class “Ce”

This class includes moderately good lands moderately sloping, moderately to severely eroded, can be cultivated safely if carefully planned erosion control measure, careful management and intensive conservation practices.

4.Land Capability Class “De”

This class includes fairly good land that are slightly sloping, moderately to severely eroded due to excessive run-off can be cultivated occasionally if handled with care.  These lands require very careful management and complex conservation practices and are best suited to pasture or tree farms.

  1. Land Capability Class “M”

Lands included here are those which are very steep to mountainous, excessively eroded and shallow for cultivation.  Stones and Rocks outcrops are occasionally presents.  These lands are good for grazing or for forest and need careful farm management.








(In Hectares)





1.       BATAYAN






2.       BOTONG


















5.       FATIMA






6.       GATAS












8.       MARCELO






9.       NEW CALAMBA












11.    PARAISO







12.   PIANON 1,699 7.6

13.    SAN JOSE






14.    TUGOP












Source: Municipal Assessor

              Kalawit, Zamboanga del Norte











(in hectares)













A-Level to very    gently sloping Intensive agriculture with soil conservation








B-Gently sloping Intensive agriculture but with carefully planned erosion control measures; medium density urban development.






C-Moderately  sloping or rolling Limited arability and crop suitability ;low density urban development.






D- Strongly hilly to mountainous Best for forest purpose

Over 30.0%



  E- Strongly hilly mountainous Best for forest purpose


SOURCE:  Topographic Map supplemented with ground verification.























































            Poblacion, Kalawit was created into barangay in 1962, formerly a part of the municipality of Labason-the mother municipality of Kalawit. When Kalawit was created into a separate an distinct municipality in 1990 Kalawit became the seat of the municipal government.

This barangay has also a history of various armed conflict or what we presently called human-induced hazard.. In 1970’s Kalawit is the first barangay to erupt in the armed conflict between the Christian and Muslim (Ilaga and Barracudas). In 1992 a massacre happened involving again Christian land settlers perpetrated by Muslims who claimed ownership of land cultivated by Christians. Again in 2003 another massacre happened in sitio Tupod, Poblacion which claimed 14 innocent lives including children an a two month old baby allegedly perpetrated again by Muslims which until now remains a puzzle to the authorities. The main source of income is farming with diverse product such as rice, corn, coconut and rubber.

Poblacion can be reached via three main road. The provincial road from Gatas-Kalawit, RIDP road from Namnama- Kalawit and provincial road of Labason-Kalawit. Only habal-habal or single motorcycle is the main source of transportation.



          December 1995 when a group of settlers lead by a certain Pablo Claros arrived in Palalian which before was a forest area. They started to cultivate the area thru the kaingin system (slash and burn) where they planted to palay. The first few months of their existence is not easy since a number of their companion contacted malaria and others died of it. Such incident did not prevent the group to continue because of the fertile soil which promised a good future for their respective families. Bountiful harvest of palay followed thus the place is called palayan and subsequently named as Palalian.



          In 1970’s this place is formerly a sitio of barangay Imaculada of the municipality of Labason. Named sitio Lupisan because of the abundance of lupisan fish in Malungon and Sapa Sulo creek. Several years have passed and thru the effort  then Mayor Graciano Canda, Abundio Bihag and Felomino Cunol sitio Lupisan was created into a barangay and name barangay Paraiso because of the topography of the land and overlooking to the municipality of Labason like a paradise.

This barangay has also a history of human-induced hazard in 1972 where the first appointed barangay captain Filomino Cunol and members of his family were victims. When the Kalawit was created into a municipality in 1990, Paraiso is one of the component barangay of the new municipality thus became part of the administrative and political jurisdiction of Kalawit.



Derived from the name of first settlers Pia and Amon, the place is called Pianon. They portrayed them as a couple who are very prayerful, of lovable character and worthy to be called the mother and father of the barangay. The place is rich in agricultural crops particularly coconut and very accessible to transportation either from the two  neighboring  municipalities of Tampilisan and Labason.



          The first settlers of the place were bird hunters who belongs to Subanen and Kalibigan tribe. In their dialect Batayan means to guard or watch. Since they are bird hunters they are alert to guard or watch any birds that come along their way or within their hunting ground. Years later the place is populated by mix tribe such as Ilongos, Cebuanos, Boholanos and others who migrated the area and successfully built the place into an agricultural haven where they live peacefully and became a barangay on May 14, 1948. Batayan  became so progressive with the operation of a logging company in 1960’s. Population increased as well as economic activities and the first school was opened. Because of the proximity of the place from national highway which is only seven kilometers and accessibility to transportation, rice products where the place is abundant became the major product of Batayan followed by rubber.



Formerly known as sitio Dominolog of barangay Lapatan, Labason, Zamboanga del Norte. Dominolog is a subanen term of neighbor. This is because the place is predominantly inhabited by the members of Indigenous People which belong to the Subanen  tribe. Years later there are influx of local migrants of mix tribe but they live harmoniously which they have there own version of bayanihan which they called ‘Alayon”. They built their houses according to the architectural  preference of their respective tribe. Later it became a barangay separated from Lapatan. Sometime in 1985 the name of barangay Dominolog was changed to Daniel Maing in honor of the late Municipal Councilor Daniel Maing, the first elected municipal official who is a Subanen. Principal product is corn and rubber with some root crops and upland rice. The place is also accessible going to the municipality of Labason.




New Calamba has two mother barangay. One is Batayan and lately before the advent of R.A. 6851 (the creation of Kalawit into a municipality), barangay Gatas. Located along the national highway going to Dipolog City and Zamboanga City, the place is an easy destination of local migrants from the province of Misamis Occidental particularly from Plaridel and Calamba. When confused of what really is the real name of the place an assembly was called which was initiated by the elders. There were two names suggested by the members of the community- New Plaridel and new Calamba. In as much as plenty of people coming from Calamba than Plaridel thus New Calamba won and became the official name of the place. It remains a sitio not until the creation of the municipality of Kalawit where it became a component barangay automatically.



Barangay Gatas became a barangay through Provincial Board Resolution No. 117 dated February 19, 1989. The place got its name when during rainy days people observed that the water in its river, creek and springs became somewhat milky thus the name “Gatas” came up which is  mean milk.




Early settlers of the place were members of the Indigenous Community who belongs to Subanen tribe. They name the place “Lacsutan” a Subanen word of ugly which is also the name of the creek located thereat. Community members go to Lacsutan  creek frequently to catch fresh water fish, shrimps and others for their viand and somebody noticed also their hairdo is so ugly to look at hence they named their place also as Lacsutan. Under the leadership of then barangay captain Doming Pasigna the name of the place was changed from Lacsutan to Fatima in honor of the patron Saint Fatima. Domingo Pasigna was also responsible for the construction of the first chapel in Fatima.

Created as a barangay in January 21, 1961 where Endong Naraga was appointed as the first Teniente del Barrio. From then development of the place started such as the opening of the primary school and the succeeding barangay captains completed the elementary education program and made a way for the construction of additional classrooms. Barangay Captain Rufino Baliling was the one responsible for the opening of Fatima – Pianon barangay road in 1981. Because of the abundance of water in the barangay is it one of the barangays in Kalawit who have considerable number of  hectares of rice land. Main product is coconut and abundant also of corn, bananas and other root crops.

Fatima has also a history of human-induced hazard in 1981 during the height of proliferation of the CPP-NPA where casualties were also inflicted.



In 1960 a wealthy businessman named Don Jose Marcelo from Malabon, Manila established the Marcelo Tire and Rubber Estate Corporation (MTRC). Logging was the first activity in the 1,023 hectares of forest land where after logging out the forest they planted the area to rubber. The place is thickly populated by a mix tribe because of better employment opportunity offered by MTRC. Located 14 kilometers in the western hemisphere of Kalawit and also very accessible to Titay and Ipil both of Zamboanga Sibugay. Of the 1,400 hectares area of barangay Marcelo 1,023 is planted to rubber and understandably the main product is rubber followed by abaca.

In 1996 because of the mandate of RA 6657 (Comprehensive Agrarian Reform Program) the owner of the plantation including all the macheneries found thereon voluntary offered for sale the whole property to the DAR which was paid by the DBP where the workers of the said company are the identified Farmer Beneficiaries  and organized themselves as a cooperative named Agrarian Reform Beneficiaries of Marcelo Multi Purpose Cooperative, Inc. The board of directors of the cooperative donated a piece of the property which is now the site and the seat of the barangay government of Marcelo.

Almost 90 percent of the residents of the barangay are members of the cooperative as well as the barangay officials.



Located within the boundary of Zamboanga del Norte and then Zamboanga del Sur before, the place is formerly a sitio of barangay Marcelo known as Block 6. When Kalawit was created into a municipality in 1990 the residents were confused as well as the municipal officials because barangay Tugop is listed as one of the component barangay of the new LGU but there is no place in the area of Kalawit known as barangay or sitio Tugop. It took a couple of years before the situation was resolved. The appointed barangay officials took their oath of office and the place known as block 6 is called Tugop popularly known as Tugop K because there is also a place in the adjacent barangay of Titay Zamboanga Sibugay which bears also the same name Tugop. Tugop K is in Kalawit and Tugop T is in Titay.

Tugop development followed in just a short time. Elementary school opened and couple of years followed in year 2000 secondary school was opened. The residents of the barangay are also recipient of many national government agency’s interventions like livelihood program for women from the DOLE and high value crops gardening from the DAR-LBP. Primary agricultural product is rubber and lakatan, a specie of banana which is now in demand everywhere.



Formerly called Pilanan, one of the sitios of barangay San Jose which is part before of Labason, Zamboanga del Norte which is inhabited by members of the indigenous people who belong to the Subanen tribe. They derived the name Pilanan because the river that separates between the two places of San Jose and Concepcion is Pilanan River. In addition, Pilanan also came from the word “hilan” or the place is scary. Years passed, the population increased because of the influx of the people from neighboring towns.

One of the early settlers are the spouses Isidro Patis and Tomasa Marindoque. A farmer by occupation and both are devout catholic. In one of the instances sometime on May 11 while Tomasa is husking the corn cobs they stocked for foods she surprisingly found an image of Virgin Mary, an Immaculate Concepcion. The couple concluded that it is the will of God that made them an instrument to build the chapel of Immaculate Concepcion. To date, the people are celebrating their annual town fiesta every 11th of May in honor of their patron Immaculate Concepcion.

On February 5, 1965 the place was made into a separate barangay and named Concepcion with Restituto Buagas as the first appointed barangay captain. The past barangay captains were as follows:


1965-1967 —- Restituto Buagas

1967-1972 —- Ceren Tacgos

1972-1982 —- Miguel Balili

1982-1988 —- Leopoldo Guiterez

1988-1990 —- Ismael Calabroso


The term of Ismael Calabroso was shortened and served only for two years as barangay captain because in 1990, he was appointed as SB Member when Kalawit was created into a separate and distinct municipality from Labason. The successors were the following:


1990-2007 —- Semeon Armodia

2007-2010 —- Antonio Diliman

2010-2013 —- Francisco Flores

2013-Present – Ismael Calabroso



































In accordance with the National Disaster Risk Reduction and Management Framework, through the NDRRMP, the country will have “Safer, adaptive and disaster resilient Filipino communities towards sustainable development.” This will be achieved through the four distinct yet mutually reinforcing priority areas, namely,

  1. Disaster Prevention and Mitigation;
  2. Disaster Preparedness;
  3. Disaster Response; and
  4. Disaster Recovery and Rehabilitation.


Each priority area has its own long term goal, that when put together, will lead to the attainment of our country’s over goal/vision in DRRM.


Figure 1. DRRM Thematic Areas and Long-Term Goals


Disaster Preparedness


Establish and strengthen capacities of communities to anticipate, cope and recover from the negative impacts of emergency occurrences and disasters.

Disaster Prevention and Mitigation


Avoid hazards and mitigate their potential impacts by reducing vulnerabilities and exposure and enhancing capacities of communities.

Disaster Rehabilitation and Recovery


Restore and improve facilities, livelihood and living conditions and organization capacities of affected communities, and reduced disaster risks in accordance with the “building back better” principle.

Safer, adaptive and disaster-resilient Filipino communities towards sustainable development
Disaster Response


Provide life preservation and meet the basic subsistence needs of affected population based on acceptance standards during or immediately after a disaster.





These thematic areas are not autonomous from the other nor do they have clear start and end points. The four (4) priority areas are NOT seen as a mere cycle which starts in prevention and mitigation and ends in rehabilitation and recovery. Instead, they:


  1. Mutually reinforce each other and are interoperable. This means that whatever we do in one aspect will have a direct or indirect effect on the activities identified under the other aspects. Furthermore, this means that it is assumed that the level of preparedness and intensity of response activities we conduct are lessened because proper prevention and mitigation activities have been done already.
  2. DO NOT, SHOULD NOT AND CONNOT stand alone. Because they are inter-linked, one cannot just focus on one aspect without considering the others.
  3. Have neither clear starting nor ending points between each of the aspects and overlaps are to be expected. There are some areas which are divided very thinly by gray areas. These are activities which need to be smoothly integrated into two aspects. However, for purposes of this document, the overlapping activities were put into the specific aspects which could better capture its essence using the lens of that specific DRRM area and to correspond to the given parameters within which these aspects focus on. Some of these overlapping points are as shown in Figure 2:

Figure 2.


Preventive and Mitigation Preparedness




Rehabilitation and Recovery Preventive and Mitigation

DRR and CCA mainstreaming

Into national and local plans

And programs; LDRRMO

Institutionalization hazard

And risk mapping early

Warning systems

Activities related to ensuring

That (a) people are prepared

And (b) response will be carried

Out efficiently and effectively

Restoration of lifelines and

Basic infrastructure early

Recovery psychosocial care

Long term recovery and prevention and

Mitigation – building back better


  1. Are problem-needs and asset-strengths centered. With the identification of the different factors which contribute to the vulnerabilities of the people, the NDRRMP focuses on how the underlying causes of the problems can be addressed. Likewise, this document will also present existing and inherent assets and strengths of the Filipino community and nation which will help attain the targets set herein.
  2. All point to one direction reduce people’s vulnerabilities and increasing their capacities. The outcomes, outputs and activities may be focused on the specific aspect but one should look into the document in totality, bearing in mind that all of the efforts combined will lead to the realization and achievement of the country’s vision of safer, adaptive and more resilient Filipino communities. In summary, the RDRRMP has:


Figure 3.

4 Priority Areas with 4 Long Term Goals
14 Objectives
24 Outcomes
58 Outputs
96 Activities















In general, the  MDRRP will be implemented according to the following timelines:










Disaster Prevention and Mitigation provides key strategic actions to activities revolving around hazards evaluation and mitigation, vulnerability analyses, identification of hazard-prone areas and mainstreaming DRRM into development plans. It underscores the need for sound and scientific analysis of the different underlying vulnerability factors, risks and exposure to hazards and disasters.



Avoid hazards and mitigate their potential impacts by reducing vulnerabilities and exposure and enhancing capacities of communities


1.       Reduce vulnerability and exposure of communities to all hazards

2.       Enhance capacities of communities to reduce their own risks and cope with the impacts of all hazards





































Outcome 1.                         DRRM and CCA mainstreamed and integrated in local development policies, plans and budgets



  • At the LGU level, 100% utilization of the 5% LDRRMF for the implementation of DRRM-responsive CLUP and CDP and related activities
  • DRRM and CCA mainstreamed in various plans (CDP and CLUP,Solid Waste Management Plan), laws, policies and/or ordinances enacted
  • Local DRRM Councils and Offices created and functional


Lead Department/ Office             : LDRRMO

Implementing Partners- MPDC, MLGOO-DILG,Sangguniang Bayan in coordination with HLURB and NEDA







Percent completion
2018-2019 2020-2021 2022-2023
1.impacts of risks on development programs and projects are well recognized in government 1.1 inclusion in the financial work plan on the 5% DRRMF activities  dedicated on  CCA activities. 100% 100% 100%
2.Decisions supported by tools and technologies that facilitate the financial and economically sound mainstreaming of DRRM and CCA 2.1.Develop science-based mainstreaming tools for DRRM and CCA

2.2.Build capacities to effectively mainstream DRRM and CAA in development planning, investment programming, project development and evaluation

30% 60% 100%
3.Enhanced CSO participation in local DRRMCs 3.1.Develop selection criteria and accreditation for NGO participation in the DRRM Councils

a. Local Level

30% 60% 100%
4.Measures to reduce vulnerability and to increase capacity to cope with disasters are integrated in plans, programs and projects 4.1.Review and amend EO 72 Section 2 to include OCD, DOST and CCC as members of the Comprehensive Land Use Plan (CLUP). 100%    
5.Measures identified to ensure that programs and projects do not contribute to further risks 5.1.Assist the MPDO in the review of CLUP’s and BDP’s of component barangays (including database methods for disaster risk assessment and management) through localities


b. CLUP and CDP






















6.Decisions supported by tools and technologies that facilitate the financial and economically sound DRRM and CCA mainstreaming 6.1.Apply science and evidenced-based scenarios in mainstreaming DRRM and CCA into plans, policies, programs

a. Municipal and barangay level







7.Local DRRM Councils established 7.1.Convene Local DRRM Councils per    RA 10121 100%    
8.Local DRRM Offices established (facility, manpower and budget) 8.1.Institutionalize DRRM offices with permanent plantilla positions for the DRRM officers and Budgets 30% 60% 100%




Outcome 2                          DRRM and CCA-sensitive environmental management


  • At the municipal level, DRRM and CCA are integral objectives of environment-related policies and plans, including for land use, natural resource management
  • MDRRMP and NCCAP alignment

Lead Agency                      MAO, MPDO in close coordination with the DENR

Implementing Partners – CSOs,,LDDRMO,OCD-IX





Percent Completion
2018-2019 2020-2021 2022-2023
1.Environmental policies with DRRM and CCA lens and component 1.1.Review and integrate DRRM and CCA into various environmental policies, Solid Waste Management Plans, programs and projects (i.e., EO 26 or The National Greening Program) 100%    
2.Joint work-plan of MDRRMC and CCC 2.1.Review DRRM and CCA laws and implementing rules and regulations; and local plans to develop a joint work-plan 30% 60% 100%


Outcome 3                          Increased disaster resilience of infrastructure systems


  • At the municipal level, social and structural development policies and plans implemented to reduce the susceptibility of populations most at risk
  • Number of critical infrastructures assessed
  • Number of critical infrastructures retrofitted

Lead Agency                             Municipal Engineer’s Office, SB

Implementing Partners AFP,CSOs, DepEd, DILG,DPWH,PNP





Percent Completion
2018-2019 2020-2021 2022-2023
1.Enhanced disaster mitigation and preparedness strategies for infrastructure systems 1.1.Advocacy for the implementation of the building code and use of green technology

1.2.Conduct inventory, vulnerability and risk assessments for critical facilities and infrastructures

1.3.Develop guidelines on the redesign, retrofitting or operational modification of infrastructure

1.4.Integrate DRRM and CCA in the building code and local ordinances

All gov’t buildings, schools, and health centers and other critical facilities esp. the DRRMC members Municipal wide






Outcome 4                          Community based and scientific DRRM and CCA assessment, mapping, analysis and monitoring


  • Hazards and risk assessment based on hazard data and information are available for key sectors
  • Capacity enhancement for LGUs and communities on susceptibility assessment, analysis and monitoring activities

Lead Agency                      LDRRMC,OCD-IX

Implementing Partners BLGUs, DepEd, DENR, MGB,DPWH, AFP





Percent Completion
2018-2019 2020-2021 2022-2023
1.Availability of updated and accurate data/information on hazards mapping and assessment in the municipality useful for planning and decision-making; 1.1.Conduct of geohazards mapping program down to purok level;

1.2.Research / gathering of related technical information









2.Peace-building, conflict resolution strategies with climate change affecting scarcity of resources which may lead to conflict / disaster; 2.1.Conduct of disaster prevention interventions for armed conflict situation and climate change effects;

a. Peace Education

b. Bayanihan with local populace;

c. Military visibility



50% 100%  
3.Well-maintained and accessible disaster / hazards information and updates for the use of general public;


Quick response on calls related to disaster events;

3.1.Establishment of information center within the LDRRMO Operation Center

3.2.Information and Education Campaign (IEC) to all sectors (academic institutions; local communities, businesses; etc)

3.3.Strengthen inter-agency and local media collaborations;

3.4.Online presence of DRRM thru website / e-group development and maintenance;

3.5.Provision of Hotline Numbers 24/7; Disaster Command Center

























Outcomes 5                        Communities have access to effective and applicable disaster risk financing and insurance


  • Government assets are insured
  • Accessible and available risk financing options for communities

Lead Agency                      DOH

Implementing Partners MTO, Budget Office, Municipal Accountant, PFIs, GFIs, OCD, Private and Public insurance institutions





Percent Completion
2018-2019 2020-2021 2022-2023
1.Availability and access to various disaster risk financing and insurance schemes for vulnerable groups and/or communities 1.1.Produce IECs to encourage hazard insurance coverage for government, private infrastructures, and other business establishments

1.2.Update the directory of available financing windows for LGUs

1.3.Promote insurance schemes among production sector, supply sector, local communities and responders

2.Mechanisms developed for increased risk financing modalities 2.1.Conduct research and develop new modalities for risk financing schemes

2.2.Develop an advocacy and risk communication plan to encourage communities to avail of risk financing options

30% 60% 100%









Disaster Preparedness provides for key strategic actions that give importance to community awareness and understanding, contingency planning; conduct of local drills, and the development of a national disaster response plan. In preparing communities and governments for possible disasters, predetermined needs based on information available are crucial. Risk-related information coming from the prevention and mitigation aspects is necessary in order for preparedness activities to be responsive to the needs of the people and situation on the ground. Also, policies, budget and institutional mechanisms established under the Disaster Prevention and Mitigation aspects will be further enhanced through capacity building activities, development of coordination mechanisms, among others. Through these, coordination, complementation and interoperability of work in DRRM operations and essential services will be ensured.


It should be noted that the activities in this thematic area are not linear but cyclical and anticipate improvements overtime. Behavioral change created by the Preparedness aspects is eventually measured by how well people respond to disasters. At the frontlines of disaster preparedness are local government units and communities. Overall, the bottom line is having more prepared citizenry and governments.



Establish and strengthen capacities of communities to anticipate, cope and recover from the negative impacts of emergency occurrences and disasters


1.       Increase the level of awareness of the community to the threats and impacts of all hazards, risks and vulnerabilities

2.       Equip the community with the necessary skills to cope with the negative impacts of a disaster

3.       Increase the capacity of institution

4.       Develop and implement comprehensive national and local disaster preparedness policies, plans and systems

5.       Strengthen partnership among all key players and stakeholders



Outcome 7                          increased level of awareness and enhanced capacity of the community to the threats and impacts of all hazards


  • Number of IEC materials developed
  • Number of IEC campaigns conducted
  • Target population reached

Lead Agency                       Municipal Information Office, LDRRMO

Implementing Partners CSOs, DepEd, MHO,PAGASA, PHIVOLCS, PNP





Percent Completion
2018 2019-2021 2022-2023
People are well-informed and knowledgeable on disaster preparedness ·         Reproduction of IEC Materials

·         Distribution of IEC Materials

·         Conduct orientation/training on Disaster Preparedness during barangay assembly and Family Development Forum (4P’s)

·         Conduct of DRRM Forum in schools (PTA,NGO’s)











Outcome 8                          Communities are equipped with necessary skills and capability to cope with the impacts of disasters


  • Number of communities trained on disaster preparedness and response including BLS
  • Number of school teachers, pupils and students trained on disaster preparedness and response including BLS
  • Number of teams with specialized training trained for response
  • Number of DRRM managers and key decision makers trained
  • Numbers of DRRM training institutions establish at various levels/areas
  • Number of DRRM and CCA materials developed for formal education and training programs

Lead Agency                      DILG (to coordinate) and LGU (to implement)

Implementing Partners AFP,CSOs, DepEd, MHO, MSWD, LGA, BLGUs, PNP





Percent Completion
2018 2019-2021 2022-2023
No. of communities, school teachers, pupils and students trained on disaster preparedness and response including BLS. ·         Conduct of First Aid and Basic Life Support, Earthquake Drills, Fire Drills, WASAR, Establishment and Institutionalization of ICS. 4th








Outcome 9                          Increased DRRM and CCA capacity of Local DRRM Councils and Offices at all levels


  • Number of operational and self-reliant local DRRM committee
  • Number of fully-functioning local DRRM offices (barangay)

Lead Agency                      DILG

Implementing Partners AFP,CSOs, DepEd, DOH, DSWD, NGA, BLGUs,PNP





Percent Completion
2018 2019-2021 2022-2023
Training conducted to operationalize and make DRRMC’s trained and DRRMOs made functional and operational. ·         Conduct of trainings on the roles and responsibilities of the  DRRM Committee 4th







Outcomes 10                      Developed and implemented comprehensive regional and local preparedness and response policies, plans, and systems


  • Number of approved disaster risk preparedness and response plans
  • Number of Incident Command System (ICS) institutionalized at all levels
  • Number of DRRM Preparedness Teams institutionalized
  • Number of integrated information system, protocols and procedures established Continuity of operations of essential services plan integrated

Lead Agency                      DILG and OCD

Implementing Partners MSWD, AFP, PNP, DepEd, PRC, Local DRRM Offices, CSOs





Percent Completion
2018 2019-2021 2022-2023
100% submission by the BLGUs of Disaster Risk Reduction Plans ·         Conduct of seminar workshop for the formulation of DRRM plans. 4th




Establishment and institutionalization of ICS ·         Training for ICS teams 1st 2nd  


Organization of the Municipal All Hazards Incident Management Team ·         Organized and trained AHIMT 1st


2nd t


Protocols established and implemented relative to disaster preparedness and response. ·         Distribution of compendium of disaster preparedness protocols to all LGUs and DRRM stakeholders. 4th




Developed Municipal Contingency Plans ·         Conduct of CP Formulation Workshops 4th








Outcome 11                        Strengthened partnership and coordination among all key players and stakeholders


  • Number of MOUs/MOAs signed with CSOs and the private sector
  • Increased participation of CSOs in preparedness activities
  • Number of coordination mechanisms formulated
  • Partnership mechanisms are included in the contingency plan

Lead Agency                      DILG

Implementing Partners CSOs, Association of Barangay Captains (ABC)





Percent Completion
2018 2019-2021 2022-2023
MOUs and MOAs signed with CSOs and other private sectors ·         Establishment of linkages with the CSOs, LGUs and other private sectors on Disaster preparedness. 2nd










Disaster Response provides for key actions that give importance to activities during the actual disaster response operations such as needs assessment, search and rescue, relief operations, and early recovery activities. The activities identified below will be done either before the actual response operations or during the disaster event. For those activities which need to be completed prior to actual response operations, they will be linked to activities earlier identified in the preparedness aspect. However, to ensure that the proper response “lens” is issued in doing the said activities, they have been included in this aspect. Overall, the success and realization of this priority area rely heavily on the completion of the activities under both the prevention and mitigation and preparedness aspects.

This aspect includes Early Recovery which means, under IRR Rule 2 Section 1, the multidimensional process of recovery that begins in a humanitarian setting. It is guided by development principles that seek to build on humanitarian programs and catalyze sustainable development opportunities. It aims to generate self-sustaining, nationally-owned, resilient processes for post-crisis recovery. Early recovery encompasses the restoration of basic services, livelihoods, governance, security and rule of law, environment and social dimensions, including reintegration and social and emotional rehabilitation of displaced populations.



Provide life preservation and meet the basic subsistence needs of affected population based on acceptable standards during or immediately after a disaster


  1. Decrease the number of preventable deaths and injuries
  2. Provide basic subsistence needs of affected population
  3. Immediately restore basic social services



Outcome 12                        Well-established disaster response operations


  • Activated functional Incident Command System (ICS) by the first responder on site
  • Availability of timely, accurate and reliable information during response
  • Rate of affected persons served
  • Use of relief distribution mechanisms

Lead Agency                      DSWD






Operational Timeline
1-7 day 1-3 month Beyond 3months

Meeting and Tasking/

Activation of ICS

Rapid Assessment/Needs (monitoring/gathering of data regarding Casualties/Damages, affected families/individuals)

-Activation of Quick Action Response Team (QART)

-Make available evacuation centers and adaptive of security measures

-Registration/identification of IDPs

-make available/inventory of resources (stockpile of Food/NFI)

2.Search and Rescue (by member agencies concerned) Provision of Logistics, Supply, Human Resource, communication systems/facilities, transport access/spot map of vulnerable areas and families / /  
3)Establishment of Evacuation Center/

Operation Center/

Command Post and Communication Center

-Coordination and needs/gaps referrals to other clusters (Food, NFI, Health, Wash, Protection, Education, Livelihood, Information Management etc.)

-Maintenance of Evacuation Center (registration/accommodation)

-Camp Management Committees (IDP’s) assignments

-Provision of Food and Non Food (stockpile, standard packing based on daily food basket/hygiene kits, family kits, Relief distribution,

-Disease Surveillance (Health stations/hygiene promotion

-Psycho-social services/MHPSS

-Camp Situationer/Monitoring process is in place to ensure safety, security and dignity

/ /  
4)Cases are attended to or provided with the necessary assistance -Referral of cases to concerned agencies are well attended/provided proper interventions/services and protection

-immediate distribution of relief goods (food and NFI)

-comm. Kitchen/-emergency mass feeding

-undertaking of rehab efforts in coordination with concerned agencies/stakeholders/cluster

/ / /
5)IDP’s are resettled to their places of choice -Transport to resettlement area/Residence

-Institute assistance programs for affected families/IDP’s eg.

v  Camp assets and infrastructure are distributed fairly and transparently with due regard for the host community.

/ / /


Outcome 13                        Adequate and prompt assessment of needs and damages at all levels


  • Rapid needs assessment conducted in all affected areas
  • Damage assessment and needs analysis conducted covering all areas affected
  • Integrated assessment from national to local levels

Lead Agency                      DRRMCs, OCD-IX and MSWD

Implementing Partners AFP,NGA, CSOs, MAO, DepEd, DPWH, BLGUs,PNP, PRC





Operational Timeline
1-7 day 1-3 month Beyond 3month
1.Number of victims establish and the areas affected


-Rapid Assessment /    
2.Estimated cost of Damages and needs like water, foods, lighting, shelter, clothing, medicines are identified -Damage and needs Assessment / /  



Outcome 14                        Integrated and Coordinated Search, Rescue and Retrieval (SRR) capacity


  • Number of persons rescued;
  • Number of bodies retrieved, identified and turned-over to their respective families

Lead Agencies                   MLGU, DILG,MHO

Implementing Partners AFP, NGA, CSOs, DILG, MSWD,PNP, PRC, Volunteers





Operational Timeline
1-7 day 1-3 month Beyond 3months
1.Number of victims rescued -Search, Rescue and Retrieval Operations / / /



Outcome 15                        Evacuated safety and on time affected communities


  • Number of persons transported and/or evacuated by voluntary, pre-emptive and mandatory actions

Lead Agency                      MLGU

Implementing Partners AFP, CSOs, PNP, KAP, Barangay Tanod





Operational Timeline
1-7 day 1-3


Beyond 3months
1.Transported safely and timely the affected persons/victims -provision of Transportations, Land, and Air (if necessary) to evacuate and transport affected persons / /  

Outcome 16                        Temporary shelter needs are adequately addressed


  • Number of temporary shelters vis-à-vis number of people needing them
  • Restored education services when evacuation centers are schools
  • Number of evacuation centers with areas for nursing mothers
  • Separate area provided for the poultry, livestock and pets
  • Number of evacuation centers with livelihood training programs for the people

Lead agency                       MSWD

Implementing Partners AFP, CSOs, DepEd, LGUs, NGOs, NGA, PNP





Operational Timeline
1-7 day 1-3 month Beyond 3months
1.Affected families/ persons are adequately provided with temporary shelter

-Temporary shelters identified and number of people needing shelter

-evacuation centers with areas for nursing mothers

-evacuation center with livelihood training program

-restored education services through small group discussion, stress debriefings

Coordination, collaboration with concerned agencies and stakeholders (e.g. wash, health, protection, education, livelihood, registration, accommodation, Food/INF distribution)

-Gender segregated, PWD sensitive latrines and bath cubicles/health stations/ Referral hospitals

-List of vulnerable groups

-Communication Security/police visibility

-Skills inventory

-Inventory of communication resources for livelihood

-Cash for work/ Food for Work Program

-Child Friendly space/Temporary Learning Centers

-provision of school First Aid kits

-psycho-social services

/ / /


Outcome 17                        Basic social services provided to affected population whether inside or outside ECs


  • Number of patients seen, treated and served
  • Number of identified high risk children enrolled in the nutrition in emergencies program
  • Water and sanitation services based on standards

Lead Agency                      MHO

Implementing Partners MSWD and Health Sector Partners





Operational Timeline
1-7 day 1-3 month Beyond 3month
1.Patients seen, treated and served

-provision of WASH

-high risk children are enrolled in supplementary feeding and other nutrition program

-Establishment of Medical Post and Conduct Medical Mission / / /
2.Number of children vaccinated, immunized and dewormed -Vaccination, Immunization, Deworming / / /
3.Number of pregnant women-monitored and examined -Pre-natal care / / /

Outcome 18                        Psychosocial well-being promoted and mental health problems and risks reduced


  • Number of affected population which were provided with MHPSSS (mental health and psychosocial services)
  • Number of people who are undergoing trauma debriefing (critical incident stress debriefing)
  • Percent of the population undergoing psychological stress debriefing

Lead Agency                      DOH

Implementing Partners CSOs, DILG, OCD-IX, SWD, PRC





Operational Timeline
1-7 day 1-3 month Beyond 3month
1.Number of families debriefing

-Number of people undergoing trauma debriefing attended MHPSS session

-25%-30% affected population provided with psychological stress debriefing

-Conduct of MHPSS / / /



Outcomes 19                      Coordinated, Integrated System for Early Recovery implemented on the national and local levels


  • Number of persons with continuing assistance (financial, livelihood)
  • Percent of vulnerable population provided with adequate and appropriate risk protection measures

Lead Agency                      MSWD

Implementing Partners CSOs, MAO, MEO, NFA, DTI, PRC





Operational Timeline
1-7 day 1-3 month Beyond 3months
1. Referred cases availed financial and livelihood assistance -participation and coordination is ensured among stakeholders

-provided with adequate assistance and protection such as provision of financial and livelihood assistance, Cash For Work/Food For Work Program

/ / /
2. 30% of vulnerable population provided with adequate and appropriate risks protection measures -provided orientation and trainings to affected persons and families

-groups most at risk and vulnerable individuals are supported and protected throughout the process, raising programs and links with longer term development projects are developed.

-deregistration process is facilitated

-monitoring of the returns process is in place to ensure safety, security and dignity

-a list of environmental concerns is made and plans developed concerning how they are going to be addressed

/ / /
3.Imposition of price ceiling in disaster stricken areas ·         Mobilize resources of nearest provinces manpower and logistics

·         Tap identified source of goods from nearest outlets and/or distributors for delivery of supplies

·         Contact private haulers of goods using other modes of transportation































The Disaster Rehabilitation and Recovery aspect covers concerns related to employment and livelihoods, infrastructure and lifeline facilities, and housing and resettlement. These are recovery efforts done when people are already outside of the evacuation centers.


Specifically for Priority Area of Disaster Response and Rehabilitation and Recovery, Operational Timelines are used primarily to give an overall guidance on the “rapid” time element in providing humanitarian activities and recovering from disasters. Likewise, the operational timelines will guide the plan’s implementation and monitoring activities for the two priority areas.

These operational Timelines are as follows:


Immediate Term (IT)                       Within 1 year after the occurrence of the disaster

Short Term (ST)                                 Within 1 to 3 years after the occurrence of the disaster

Medium Term (MT)                         within 4 to 6 years after the occurrence of the disaster

Long Term (LT)                                  Beyond 6 years after the occurrence of the disaster



Restore and improve facilities, livelihood and living conditions and organizational capacities of affected communities, and reduce disaster risks in accordance with the “build-back-better” principle


1.       To restore people’s means of livelihood and continuity of economic activities and business

2.       To restore shelter and other buildings/installation

3.       To reconstruct infrastructure and other public utilities

4.       To assist in the physical and psychological rehabilitation of persons who suffered from the effects of disaster



Outcome 20                        Damages, Losses and Needs Assessed


  • Percent of livelihood activities restored/revived through government / LGU support
  • Percent increase in livelihoods established through government / LGU support
  • Percent of approved credit for affected sectors

Lead Agency                      MLGU, PDRRMC, OCD-IX

Implementing Partners National Governments Agencies, Regional line Agencies and Local Offices





Operational Timeline
Within 1yr Within 1-3yrs Within 3-6yrs Beyond 6yrs
1.Post Disaster Needs Assessment 1.1 Conduct Post-Disaster Needs Assessment (PDNA) X      
1.2 Conduct of Training Needs Assessment X      
1.3 Announcement/Declaration of State of Calamity loans X      
1.4 Conduct inventory of damaged/affected trees, forest areas X      
1.5 Coordinate with LGUs on the submission of actual damage report on agriculture areas affected (number of areas damaged, types of crops damaged, stage of crops).

*Data on damages are based on report of Municipal Agriculture Officer (MAO)/PAO

1.6 Provision of psycho-social intervention, shelter and other needs of the victims. Fund sourcing came from other agencies/country X      



Outcome 21                        Economic activities restored and, if possible, strengthened or expanded


  • Percent of livelihood activities restored/revived through government/LGU support
  • Percent of increase in livelihoods established through government/LGU support
  • Percent of approved credit for affected sectors

Lead Agency                      Agency to be determined based on the sectors affected

Implementing Partners AFP, CSO, DA, DBM, DILG, DSWD, DTI, LGU, MINDA, OP, Congressional Development Authorities, DOLE, CSOs/NGOs, Chamber of Commerce, TESDA, DOST, SSS, GSIS





Operational Timeline
Within 1yr Within 1-3yrs Within 3-6yrs Beyond 6yrs
1.Livelihood programs and projects 1.1 Identify the needed assistance and formulate/implement appropriate programs X      
1.2 Training for Work Scholarship Program X      
1.3 Community-based training programs X      
2.YY. Credit facilities for affected sectors 2.1 Identify/mobilize funding sources X X    
2.2 Provision of Calamity Loan X      
3.Rehabilitation of affected farm areas 3.1 Provision of seeds (rice, corn) based on buffer stock available thru cooperatives/farmers organizations X      
3.2 Provision of livelihood training for MAO/PAO by LGUs X      



Outcomes 22                      DRRM/CCA elements mainstreamed in human settlement


  • Percent of affected BLGUs implementing appropriate safety codes
  • Percent of affected BLGUs providing safe relocation and resettlement areas
  • Relevant government housing cum livelihood programs developed or implemented

Lead Agency                      NHA,MLGU (Coordination)






Operational Timeline
Within 1yr Within 1-3yrs Within 3-6yrs Beyond 6yrs
1.Safe relocation sites 1.1 Identify and provide suitable relocation sites for affected population X X    
1.2 Donation of confiscated lumber/wood products for rehabilitation/construction of school buildings X      
1.3 Repair/rebuild hazard resilient houses X      
2.AAA. disaster-resilient housing designed and reconstructed 2.1 Design/construction of disaster resilient housing X X X  
2.2 Strict implementation of Building Code, Fire Code, and other human settlement facilities by HLURB, HUDCC   X    
2.3 Preparation of Land Use Plan   X    
3.BBB. self-sufficient communities with access to basic social services 3.1 Conduct trainings for social preparation of host communities and those that will be relocated to reduce conflict i.e. masonry, carpentry, painting, electrical, welding, etc. X X    


Outcome 23                        Disaster and climate change-resilient and infrastructure reconstructed


  • Percent of disaster-resilient transport infrastructure facilities rehabilitated/reconstructed
  • Percent of constructed/reconstructed social infrastructure (hospitals and schools) following safety standards
  • Percent of applications approved within the prescribed time (linked to risk transfer mechanism and anti-red tape act RA 9485)

Lead Agency                      LGU COORDINATING WITH DPWH

Implementing Partners – AFP, CSC, DENR, DepEd, DILG, DOJ, BLGUs,





Operational Timeline
Within 1yr Within 1-3yrs Within 3-6yrs Beyond 6yrs
1.Infrastructure facilities restored/rehabilitated according to safety and resilient standards 1.1 Undertake the necessary rehabilitation or repair of damaged infrastructures   X X X
1.2 Implement building code and promotion of green technology   X X X
1.3 Retrofitting of infrastructure facilities/utilities   X    
1.4 Construction of flood management structure in highly vulnerable areas X      
1.5 Explore the use of indigenous and recyclable materials that are environment friendly to reduce costs and incorporate DRR and CCA concepts in building health facilities   X    
2.Development permits approved within prescribed timeline 2.1 Close monitoring and/or tracking of approval of infrastructure projects and permits   X X X
2.2 Incorporate disaster risk reduction (DRR) and Climate Change Adaptation (CCA) in plans and project designs before ECC issuance   X    
2.3 Put-up One Stop Shop for business licensing and permits to avoid/minimize red tape   X    


Outcome 24                        A psychologically sound, safe and secured citizenry that is protected from the effects of disasters able to restore to normal functioning after each disaster


  • Percent of vulnerable population provided with adequate and appropriate risk protection measures

Lead Agency                        DOH and DSWD

Implementing Partners -AFP, CSOs, DILG, NBI, PRC, OPAPP





Operational Timeline
Within 1yr Within 1-3yrs Within 3-6yrs Beyond 6yrs
1.Vulnerable population provided with adequate and appropriate risk protection measures 1.1 Develop systems for appropriate risk protection X      
1.2 Conduct of post-disaster/conflict needs analyses with affected communities X      
1.3 Develop systems of support and communication among key stakeholders X      
1.4 Build capacities of psychosocial care providers and counselors X X    
1.5 Enhance/develop/improve psychological center/ rehabilitation center and facilities   X    
1.6 Integration of DRR/CCA in Regional/Local Development Plans   X    



To fast track the implementation of the MDRRMP, priority projects and demonstration sites are identified. The purpose is to either replicate good DRRM practices, system of award or implement projects in areas which need them most. All priority projects are to be implemented within the immediate or short term period from 2020 to 2025. The priority projects of the MDRRMP are:


  1. Development of the following plans:
  2. Work and Financial Plan (WFP) of MDRRMC Kalawit aligning with the Municipal Development Plan (MDP)
  3. Local DRRM Plans and local Contingency Plans
  4. Municipal Disaster Response Plan (to include a system for Search, Rescue and Retrieval (SRR); scenario-based preparedness and response plans) including manual of operation.
  5. Contingency Plan for each type of hazard
  6. Risk financing
  7. Provision of technical assistance in the establishment of local DRRM Councils and Offices and their operations centers, as prescribed by RA 10121;
  8. Conduct inventory of existing DRRM and CCA resources and services;
  9. Hazards, risks and vulnerabilities mapping in the most high-risk areas in the region
  10. Formulation of the following programs/projects using the guidelines set by the NDRRMC:
  • Communications and information protocol before, during and after disasters
  • Critical/standards for local flood early warning systems
  • Evacuation
  • Infrastructure redesign and/or modifications
  • Manual of operations of disaster operations centers
  • Accreditation of stakeholders including volunteer groups
  1. Adaptation of gender-based tools on:
  • DRRM and CCA mainstreaming in the regional and local-level planning
  • DANA and PDNA
  • Psychosocial concerns
  1. Establishment of:
  • Centralized Database
  • Municipal DRRM Pool of Trainers
  • Local flood early warning systems (through integrated and sustainable management river basins and water sheds)
  • End-to-End Early Warning Systems
  1. Development of IEC and advocacy materials on RA 10121, DRRM and CCA;
  2. Institutional capability program on DRRM and CCA for decision makers, public sector employees, and key stakeholders;
  3. Strengthening the mainstreaming of DRRM and CCA to curriculum;
  4. PDNA capacity-building for regional line agencies and local offices.



The MDRRMP recognizes that certain concerns cut across the four thematic areas. These include health, human-induced disasters, gender mainstreaming, environmental protection, cultural sensitivity or indigenous practices, and the rights-based approach. The MDRRMP shall be utilized as the instrument by which RRMRMC of this municipality  ensures consistency of DRRM measures with the physical framework, social and economic and environmental plans of communities.



People’s vulnerability to disaster has become more complex with the onset of climate change. Single hazard events such as floods and heat waves can overlap, resulting in a broad range of impact scenarios. Minor disturbances in the environment surrounding the ecosystem can have far reaching consequences on the exposure of humans to health-related hazards like avian influenza (which is related to the changes in habitats of migratory birds); malaria and dengue (which increases mosquito abundance in areas experiencing warmer and damper temperatures, respectively). Likewise, rising sea-level and increasing flooding events disproportionately affect the poor through sanitation of their water sources. It is thus important to look at these concerns in each of the thematic areas of the MDRRMP.



People in Region IX are vulnerable not only because of natural hazards but more often due to disasters more commonly associated with armed conflict and acts of terrorism such as extortion, shooting incident of innocent victims (massacre), ambuscades, bomb explosions. In the entire MDRRMP, consideration of the factors which contribute to these risks are important and should be looked into at all times, taking cognizance of the underlying causes of people’s vulnerabilities.



Gender mainstreaming is about the recognition, acceptance, identification and addressing of the different roles, needs, capacities and vulnerabilities of men and women. The MDRRMP is committed to promoting gender-sensitive vulnerability and capacity-analysis in all disaster risk reduction and management activities in the municipality. It encourages balancing the roles, responsibilities, needs, interests, capacities and effect on both genders of contingency plans as well as implementation of community-based activities. Gender mainstreaming is about reducing the vulnerabilities of men and women to disasters and encourages equilibrium in the participation and decision-making roles of men and women in DRRM.



Care for the environment is essential in order to minimize vulnerability and avoid increasing risk levels. Measures must be undertaken so that activities in all priority areas do not create stress on the municipal’s natural resources.



The MDRRMP recognizes the importance of culturally-sensitive risk reduction measures at all levels. People’s vulnerability to disasters as well as their capacities to adapt to the changing realities are more often not related to cultural and indigenous practices. By being sensitive to the indigenous practices and local knowledge, DRRM approaches will become more effective and more easily understood and embraced by the people.



DRRM will be given priority because people have the right to live, safety, information, education, cultural beliefs and right to better lives as protected by the Constitution.



Various strategies are identified below to implement the MDRRMP and achieve the desired key results under each of the four thematic areas.



A strong regional and local commitment is required to save lives and livelihoods threatened by the natural and human-induced disasters. Achieving this will need increasing visibility and understanding of DRRM and CCA issues, mobilizing partnership, encouraging actions and gathering public support for successful implementation of the different activities. The MDRRMP will use evidence-based advocacy to influence people, policies, structures and systems in order to build resilient communities by raising awareness, working with the media and key stakeholders. The MDRRM will develop advocacy, IEC and various communication strategies based on risk assessments and good DRRM practices.



Customized training programs could be developed and conducted to ensure that people are trained based on the needed skills in the different DRRM aspects. Different people have different needs and capacities and developing competency-based capability building programs ensures that knowledge, skills and attitudes are enhanced and built upon further.



More commonly used before as only part of disaster preparedness activities, the contingency plan is updated and used in all the different Priority Areas of DRRM. Lessons from past experiences and complementary actions between and across areas should be taken into consideration in developing contingency plans from the municipal down to the barangay level.



Mainstreaming DRRM into formal education should be undertaken through the integration of DRRM and CCA concepts in the curriculum for basic education, the National Service Training Program (NSTP) at the tertiary level, and bachelor’s degree programs. This includes the conduct of DRRM and CCA training of all public sector employees as mandated by law, and the training of teachers and development of teaching materials at the primary and secondary levels.



The creation of permanent local DRRM offices and functioning councils at the local level is one of the ways to ensure that all DRRM-related activities, plans and programs will be implemented and sustained, especially at the local level. Having a point of convergence is important to ensure that risk reduction measures complement one another and are institutionalized with the end in view of reducing people and institutional vulnerabilities to disasters. This will likewise promote the paradigm shift towards mainstreaming DRRM in local planning by investing risk-reduction measures from the reactive mode exemplified by activities limited to disaster response operation.



In all four (4) Thematic Areas under the MDRRMP, ensuring the mainstreaming of DRRM and CCA in the various programs, plans, projects of either regional or local government units, including the private sector groups and other members of the community is a MUST. This primarily means that disaster risks analysis and impacts are integrated and taken into consideration in the development of policies and plans by the different agencies organizations sectors.



With the changes in the climate and technological advances, regularly conducting research and technology development will contribute to more innovative and adaptive mechanisms and approaches towards DRRM and CCA. Alongside new information, knowledge management through database development, documentation, recognition and replication of good practices will help achieve the objectives and targets of the MDRRMP through more efficient use of resources, learnings and experiences.



Building resilient communities cannot and should not be done by a single agency or organization. Its success is highly dependent on the close collaboration and cooperation of the different stakeholders. “Building effective and mutually reinforcing partnerships and evolving networks ensure the multi-stakeholder and multi-sectoral participation of the different players in DRRM.



Whenever a disaster occurs in the municipality, there is always great pressure to quickly reconstruct damaged infrastructures and critical other facilities. Pre-disaster recovery planning will help in a more effective response, hasten the recovery from the impacts of a disaster, and ensure the achievement of rehabilitation and recovery outcomes. Pre-disaster recovery planning also promotes greater participation in a non-disaster environment. Within the perspective of building back better, this activity will involve creating disaster scenarios, determining the key areas of intervention, and establishing post-disaster recovery organization. Key inputs to this activity are the risk assessments as well as lessons learned from earlier disaster rehabilitation and recovery experiences.



At the municipal level, implementation of the MDRRMP shall take place through the integration of DRRM into relevant municipal plans such as the Municipal Development Plan as well through the development and implementation of respective action plans of municipal  government agencies for their respective activities as indicated in the MDRRMP.



The MDRRMC  has the overall responsibility of approving the MDRRMP and ensuring that it is consistent with the Republic Act (RA) 10121 and its Implementing Rules and Regulations (IRR), National DRRM Plan (NDRRMP). It is tasked to coordinate, integrate, supervise, and evaluate the activities of the LDRRMCs. The MDRRMC shall be responsible in ensuring disaster sensitive regional development plans that contribute to and are aligned with the NDRRMP.



As prescribed in RA 10121, the Office of Civil Defense has the main responsibility of ensuring the implementation and monitoring of the RDRRMP. Specifically, it is tasked to conduct periodic assessment and performance monitoring of member-agencies of the RDRRMC. It is also responsible in ascertaining that the physical framework, social, economic and environmental plans of communities, cities, municipalities and provinces are consistent with the NDRRMP. OCD is also tasked to make sure that all DRR programs, projects and activities requiring regional and international support shall be in accordance with duly established national policies and aligned with international agreements.


At the regional and local levels, the OCD needs to review and evaluate the Local DRRM Plans (LDRRMPs) to facilitate the integration of DRR measures into the local Comprehensive Development Plan (CDP) and the Comprehensive Land Use Plan (CLUP).



Current activities and programs are already contributing to the achievement of RDRRMP goals and objectives, but may be still currently termed differently. The identification of specific programs and projects under the RDRRMP as well as their lead and partner agencies will help in pinning down specific budget and promote better planning for appropriate and effective DRRM investments at the regional and local levels. It will also bring in synergies between different regional government projects and activities vis-à-vis the planning process and implementation.


Agency leads and implementing partner organizations and/or groups are identified in the RDRRMP to ensure the effective implementation of the plan.

RDRRMC9 Chairperson – Shall be the overall lead.

RDRRMC 9 Vice-Chairpersons – Following RA 10121, the overall lead or focal agency for each of the four

(4) thematic areas are the vice-chairpersons of the RDRRMC 9, namely:

  • Vice-Chairperson for Disaster Prevention and Mitigation: Department of Science and Technology (DOST 9)
  • Vice-Chairperson for Disaster Preparedness: Department of Interior and Local Government (DILG 9)
  • Vice-Chairperson for Disaster Response: Department of Social Welfare and Development (DSWD 9)
  • Vice-chairperson for Rehabilitation and Recovery: National Economic Development Authority (NEDA 9)

Agency Leads – the following are their general duties and responsibilities:

  1. Takes the lead in initiating the implementation of the activities.
  2. Coordinates and collaborates with the different implementing partners ensure that the activities are operationalized.
  3. Monitors the progress of the activities.
  4. Evaluates the implementation development and program efficiency.
  5. Consolidates reports from the implementing partners and submits to the respective vice chairperson of the DRRM priority area.


Implementing Partners – the following are their general duties and responsibilities:

  1. Perform the activities to achieve the specific outcomes.
  2. Work with other implementing partners within the context of coordination, collaboration and partnership.
  3. Submit reports to Agency Leads.



It is the primary duty of the Local DRRM Council to ensure that DRRM is mainstreamed into their respective CDP and CLUP and other local plans, programs and budgets as a strategy in sustainable development and poverty reduction. By doing so, the LGUs will be sure that their respective DRRM programs will be included their local budgets for each fiscal year.


The RDRRMP shall serve as an overall guide to Local DRRM Office in formulating the LDRRMP. The LDRRMP shall in turn provide inputs to effectively mainstream DRRM into the CDP and CLUP.



The LDRRMOs at the provincial, city and municipal levels and the Barangay Development Councils shall design, program and coordinate DRRM activities consistent with the RDRRMP and develop the Local DRRM Plan of their respective LGUs. The LDRRMPs shall be consistent and aligned with the RDRRMP. Likewise, this office shall take the lead in implementing the LDRRMP.



To do this, the office shall:

  1. Facilitate and support risk assessment and contingency planning activities at the local level;
  2. Consolidate local disaster risk information which includes natural hazards, vulnerabilities and climate change risks and maintain a local risk map;
  3. Formulate and implement a comprehensive and integrated LDRRMP in accordance with the national, regional and provincial framework and policies on DRR in close coordination with the local development councils (LDCs)
  4. Prepare and submit to the local sanggunian through the LDRRMC and the LDC the annual LDRRMO Plan and budget, the proposed programming of the LDRRMF, other dedicated DRRM resources and other regular funding source/s and budgetary support of the LDRRMO/BDRRMC.
  5. Conduct continuous disaster monitoring
  6. Identify, assess and manage the hazards, vulnerabilities and risks that may occur in their locality
  7. Disseminate information and raise public awareness
  8. Identify and implement cost-effective risk reduction measures/strategies
  9. Maintain a database of human resources, equipments, directories and local critical infrastructures and their capabilities such as hospitals and evacuation centers
  10. Develop, strengthen and operationalize mechanisms for partnership or networking with the private sector, CSOs, and volunteer groups



At the regional and local levels, the following sources can be tapped to fund the various DRRM programs and projects:

  1. Annual Budget Appropriation – through the existing budgets of the regional government agencies
  2. Local Disaster Risk Reduction and Management Fund (LDRRMF)
  3. Priority Development Assistance Fund (PDAF)
  4. Donor Funds


Aside from the above fund sources, the RDRRMP will also tap into the non-monetary resources available which can help attain the targets identified in this plan, namely:

  1. Community-based good practices for replication and scaling up
  2. Indigenous practices on DRRM
  3. Public-Private-Partnerships
  4. DRR and CCA networks of key stakeholders



Feedback mechanisms are important aspects of gauging performance targets and learning from experiences on the ground. The RDRRMP, being a long term plan which transcends political terms, administrations and leaderships, need to be constantly reviewed in terms of its relevance and impact on the changing situations on the ground.


Monitoring and evaluation are essential components of results of results-based programming in DRRM as these will ensure the plan’s on-time implementation and that lessons from past experiences become input to the plan altogether. Also, through monitoring and evaluation activities, appropriate and needed revisions and/or changes can be identified, from the enumerated activities to the implementation mechanisms, in case more appropriate ones are realized. These will be done by OCD 9, in close coordination with RDRRMC 9’s Four (4) Committees, and will focus on relevance, effectiveness, efficiency, impact, and sustainability. A standard monitoring and evaluation template will be developed by OCD Central Office with the NDRRMC-Technical Management Groups, and shall be adapted at the regional level.



Monitoring and evaluation will use the indicators, targets and activities identified in each of the four thematic areas of the RDRRMP. The indicators set in the RDRRMP will be applicable to both the regional and local levels. The local level targets will be operationalized in the respective local DRRM plans which the LGUs need to develop through their respective local DRRM offices and councils. Customization of the targets will depend on the risk assessments and analysis done in their respective local areas. As regards the monitoring of the specific outputs and activities, this will be overseen by the activities are delivered efficiently and effectively.


Throughout all activities, ensuring “Safer, Adaptive and Disaster-Resilient Filipino Communities toward Sustainable Development” will be the main focus. It will be essential that this learning is captured and shared amongst the various stakeholders, leads and partners. Throughout its implementation, reporting on the progress on the RDRRMP will be communicated through various media and partners, making sure that the learning are shared effectively. These will then feed into the RDRRMP, making it adaptive to the changing situations and needs on the ground. In the Monitoring and Evaluation activities, it will be essential to link up the learning from the RDRRMP implementation with other related plans.


Table 2. Steps for the Monitoring and Evaluation Process

Level Step Lead

LGU Level

1.Local DRRM Offices, together with key relevant stakeholders and partners will take the lead in the process by looking into their progress vis-à-vis their local DRRM plan’s targets. A report will be submitted to the Local DRRM Council.  

Local DRRM Office

2.The Local DRRM Council will prepare validation report through their respective DRRM committees. Once finalized, a report will be submitted to the Regional DRRM Council Local DRRM Council Regional Level.  

Regional DRRM Council


Regional Level

3.The implementing partners in each of the outcomes and/or activities identified under the MDRRMP will submit a report on the progress of the implementation to the lead Implementing Partners.  

Implementing Partners

4.The Lead Agency will consolidate the reports and submit to the appropriate Regional DRRM Committee.  

Lead Agency

5.The Regional DRRM Committees will evaluate and come up with a consolidated report for each of the priority areas. The report will be submitted to the respective Vice Chairpersons on DRRM )i.e., DOST 9, DILG 9, DSWD 9 and NEDA 9)  

Regional DRRM Committees

6.OCD 9 will consolidate all the reports from the Local DRRM Councils to come up with a consolidated monitoring, evaluation and progress report on the RDRRMP.  

Office of Civil Defense






This plan may be reviewed and amended every three (3) years, or as the Council may deem it necessary.


Adopted by the Municipal Disaster Risk Reduction and Management Council on ___________________ at the _________________






Municipal Mayor, Kalawit, Zamboanga del Norte

Chairman, Municipal Disaster Risk Reduction

and Management Council