Managing Compound Shocks (Day 2)

Managing
Compound
Shocks
Disaster and Crisis Management
in the Philippines
Atty. Lesley Y. Cordero
Senior Disaster Risk Management Specialist
World Bank Group
October 15, 2021
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THE PHILIPPINES
• one of the most disaster-prone countries
in the world
• vulnerable to the increasing impact of

climate change
• has been affected by large-scale disasters

or crises, especially in the last decade
• increasing frequency and magnitude of

disasters
Challenges and opportunities in
disasters or crises
• Highlights the strengths or the weaknesses of our
structure, systems, and governance;
• Underscores the ability or inability of the structure,

government, and people to innovate and be creative;
• Speaks about the level of flexibility or inflexibility of our

policies, systems, and delivery mechanisms;
• Unveils the resilience and heroism of the people. People

self-organize to respond;
• Highlights the kind of leaders that we have; unmasks the

character, integrity, and credibility of our public officials.
PLEASECompound
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shocks of pandemic
and climate change amplify the
impact of natural disasters/crises
Overwhelmed Limited Heightened

systems resources vulnerability
National Crisis Management in the Philippines
Executive Order No. 82 s.2012
• Operationalizing the (i) Practical Guide
for National Crisis Managers, (ii)
National Crisis Management Core
Manual;
• Establishing National and Local Crisis

Management Organizations
➢ All NGAs/LGUs were mandated to craft

and/or harmonize their operational
manuals, contingency plans and crisis
action plans for human induced crises
to the Core Manual (strategic,
operational and tactical levels of crisis
management
National Crisis Management Framework (EO 82 s.2012)

5Ps of crisis management
• Predict, Prevent, Prepare, Perform and Post-
Action and Assessment.
• 5Ps are interrelated components of effective crisis
management, but these do not happen in phases,
whether sequential or consequential.
• Addressing complex crises require activities

under Predict, Prepare and Prevent to happen
simultaneously and continuously even while executing
activities under Perform or responding to an ongoing
crisis or conducting Post-Action and
Assessment activities.
Source: https://nsc.gov.ph/index.php/9-about-us/39-crisis-management
National Disaster Risk Reduction and Management

Framework 2020-2030 (NDRRMC)
National Disaster Response Plans (NDRPs)

Organizational Structure
Crisis Management Committee

National, Regional, Provincial, City/Municipal

Source: NCMCM, 2012
➢ Presidential Situation Room (PSR) serves as the National Crisis Management
Operation Centre for various contingencies and crises.
❖ Monitors events, situations and developments that have national security implications;
❖ Serves as the primary monitoring, coordination and communications center in Malacañang on
classified information;
❖ Coordinates the collection, verification, and evaluation of highly sensitive information bearing
on national security; and
❖ Establishes linkages and coordinates with the various operations centers of Government
➢ Crisis Management Support Secretariat (CMSS) of Office of the NSA serves as the
support secretariat to the EXECOM/NCMC and Sub-Committee
❖ Maintains database for all inter-agency contingency plans, after action assessment;
❖ Updates on horizon scanning methodologies and other relevant data for crisis management;
❖ Promotes inter-agency collaboration, trainings and rehearsals;
❖ Assists in formulation of intra- and inter-agency contingency plans; and,
❖ Validates plans through simulation exercises
Incident Command System (ICS) of the NDRRMC
➢ standardized, on-scene, and all-hazard incident management concept
➢ integrated organizational structure to address complexities of single/multiple incidents
without being hindered by jurisdictional boundaries
➢ non-permanent organization - activated only in response to disasters/emergencies

Stakeholder Engagement
Whole-of-Nation Approach Key Principles in Crisis Management
National and Local
✓ Whole-of-Nation Approach (WONA)
Government
✓ Strengthened Inter-agency Collaboration
✓ Efficient Situation Awareness
Private Sector,
Affected Professional ✓ Tiered Response to Incidents
Communities Organizations, and
Academe ✓ Adaptable Operational Capabilities
✓ Unity of Effort through Unity of Command
Development Partners
Civil Society ✓ Readiness to Act
and International
Organizations
Organizations ✓ Intensified Public Information Campaign
Communication Strategy
Design a crisis communication strategy that:

It killed 6,300 people, left 1.5 million affected families
1.1 million damaged houses, total losses USD 13.5B
the strongest typhoon that made landfall
Bangon Marawi Rehabilitation & Recovery

Consultations in the aftermath of Crises
Caused a total of US$0.9 billion in damage and

losses, affected 550,000 people (62%) of total
population. 35,000 houses, 495 schools and 88
health clinics were damaged (Category 5)
1.6 million people displaced, 132 died,

Economic impact US$ 1.5 billion Agriculture,
livestock, and housing most affected sectors
12 out of 14 Regions in Myanmar
Lessons learned from past and recent
disasters and crises
• Preparedness is Key – need to anticipate, invest, simulate
• Value of Leadership – command responsibility
• Collaborative Governance – better coordination with

stakeholders
• Transparency and Accountability – timely reporting and

monitoring
• Strategic Communication – consistency and credibility of

messages and messenger
• Information is Gold – availability and accuracy of data
• Strive for Resiliency – Building back better, faster and smarter

COVID-19 CRISIS:
The Philippines
Response and
Recovery
National Action Plan III COVID-19 Operational Framework
PLEASE DO
IATF-NTF NOT RE-UPLOAD/RE-DISTRIBUTE.
Expanded Organization Structure (August 2020)
PLEASE COVID-19
DO NOTRegional
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Task Force Structure
COVID-19 Local Task Force Structure

Essential skills in leading teams before,
during, and after disasters or crises
• Leadership and ability to make tough decisions
• Knack for building networks and nurturing relationships
• Resourceful, creative, and innovative
• Ability to adjust, adapt and deliver
• Smart planner, mastery of role, and execution of tasks
• Good communicator
• Character, integrity and credibility
• Grit, heart, tenacity
Workbook and Manual 5 Modules Developed 100 Local Government Units and
produced 500 technical staff to participate

https://bit.ly/ReadyToRebuildProgram
COVID-19: Safeguarding Lives & Livelihoods – A Checklist for
Local Governments (World Bank for East Asia and the Pacific)
1. Assure a 2. Anticipate 3. Assure coverage

coordinated and manage of people’s basic
response and health crisis needs and
incident to contain the maintain access to
management epidemic essential services
structure
4. Support 5. Adapt 6. Safeguard the

vulnerable institutional economy and
population and financial development gains
groups management to promote swift
to support restoration of
normal life
COVID-19
PH COVID-19 Local Recovery Framework
Guiding Principles
• Responsiveness to needs of affected
• Recover as you respond – fit-for-purpose
• Leveraging resources (private sector)
• Whole-of-society approach

The goal is to change mindsets and
build a culture of preparedness – to
help communities, governments and
stakeholders anticipate and manage
the impacts of disasters or crises
even before they happen.
LE SLE Y Y. COR DE R O
lcordero@worldbank.org
Links for Ready to Rebuild (R2R) Materials

Ready to Rebuild (R2R) Webpage - https://ocd.gov.ph/index.php/ready-to-rebuild
Ready to Rebuild (R2R) Workbook -
https://ndrrmc.gov.ph/attachments/article/4145/FOR_UPLOADING_Ready_to_Rebuild_
Workbook_Feb24.pdf
R2R Manual - https://ndrrmc.gov.ph/attachments/article/4145/FOR-UPLOADING-Ready-
to-Rebuild-TrainingManual_Feb24.pdf
Ready to Rebuild (R2R) Introduction Video - https://youtu.be/JnFvg8sWSLA
Ready to Rebuild (R2R) Batch 1 video highlights - https://youtu.be/WUMGpinXLrk
Ready to Rebuild (R2R) Batch 2 video highlights - https://youtu.be/PHyAuY1PfIs
DILG LGU Guide for Rehabilitation and Recovery from COVID-19 -

https://dilg.gov.ph/PDF_File/reports_resources/dilg-reports-resources-
2021624_dd4d5c6d5f.pdf

Managing Compound Shocks (Day 2)

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Managing

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

• vulnerable to the increasing impact of

• has been affected by large-scale disasters

• increasing frequency and magnitude of

• Underscores the ability or inability of the structure,

• Speaks about the level of flexibility or inflexibility of our

• Unveils the resilience and heroism of the people. People

• Highlights the kind of leaders that we have; unmasks the

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

Overwhelmed Limited Heightened

• Establishing National and Local Crisis

➢ All NGAs/LGUs were mandated to craft

National Crisis Management Framework (EO 82 s.2012)

• Addressing complex crises require activities

National Disaster Risk Reduction and Management

National Disaster Response Plans (NDRPs)

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

Crisis Management Committee

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

Design a crisis communication strategy that:

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

Bangon Marawi Rehabilitation & Recovery

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

Caused a total of US$0.9 billion in damage and

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

1.6 million people displaced, 132 died,

• Value of Leadership – command responsibility

• Collaborative Governance – better coordination with

• Transparency and Accountability – timely reporting and

• Strategic Communication – consistency and credibility of

• Information is Gold – availability and accuracy of data

• Strive for Resiliency – Building back better, faster and smarter

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

COVID-19 Local Task Force Structure

• Knack for building networks and nurturing relationships

• Resourceful, creative, and innovative

• Ability to adjust, adapt and deliver

• Smart planner, mastery of role, and execution of tasks

• Grit, heart, tenacity

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

1. Assure a 2. Anticipate 3. Assure coverage

4. Support 5. Adapt 6. Safeguard the

PH COVID-19 Local Recovery Framework

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

PLEASE DO NOT RE-UPLOAD/RE-DISTRIBUTE.

Links for Ready to Rebuild (R2R) Materials

DILG LGU Guide for Rehabilitation and Recovery from COVID-19 -

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