Cordillera Earthquake Preparedness and Readiness Plan (Full Version) PDF

“We have prepositioned teams, relief supplies and
equipment for quick response. Emergency Broadcast

System has been activated to inform the public of the
recent typhoon track and issues appropriate advisories
and warnings.”
DIRECTOR ALBERT A. MOGOL

Regional Director, OCD-CAR
Today, Team Cordillera has a living testament for its journey towards S.A.F.E.R 2020 and
Beyond’s realization – the Cordillera Earthquake Preparedness and Readiness Plan.
It complements the Harmonized National Contingency Plan for 7.2 magnitude earthquake as
operationalized in the Metro Manila OPLAN Yakal Plus which ascertains and redefines the role/s
of the Cordillera as an assisting region to the National Capital Region. At the same time, it also
supplements the Cordillera Regional Disaster Response Plan for Earthquake by enhancing the
institutional preparedness and capability readiness of the Cordillera, in the event of affectation
caused by an earthquake.
Indeed, this is a first of its kind by a regional council nationwide. A milestone product by the
humble yet dedicated disaster-resilient practitioners of this region. A salute to all the leaders and
members of the Cordillera Regional Disaster Risk Reduction and Management Council!
COMMODORE ALBERT AGONCILLO MOGOL AFP (RET)

Chairperson, Cordillera RDRRMC
Regional Director, OCD-CAR
Greetings from DOST-CAR!
Once again, the CRDRRMC has laid down another milestone towards our goal of a safer,
adaptive, and disaster-resilient Cordillera. With this, I congratulate and commend the OCD-CAR
for leading the crafting of this plan, and the government agencies, local government units, the
private and non-government sector, and all other stakeholders who made this plan a success.
Since the implementation of Republic Act 10121, the Philippine Disaster Risk Reduction and
Management Act of 2010, we, as a region, have worked hard to lay down the framework that
would strengthen disaster resilience in the Cordilleras. We have since been working on disaster
risk assessments and other activities for disaster prevention and mitigation to gain knowledge for
better planning and decision making. This Earthquake Preparedness and Readiness Plan is one
of the outputs.
RA 10121 defines disaster preparedness as the “knowledge and capacities developed by
governments, professional response and recovery organizations communities and individuals to
effectively anticipate, respond to, and recover from, the impacts of likely, imminent or current
hazard events or conditions”. Our history of disasters caused by earthquakes, especially the 1990
killer quake, have immensely affected the development of the region. It was a wakeup call to us
on the importance of planning and preparedness. With our collective efforts and plans like this as
our guide, I believe that we could eventually paint a new face for our region. We may not forget
the chilling photos of the past, however, everytime these are presented, we should also be able
to show better “after” photos.
Let this plan be one of our guides and may this be a platform in the preparation of our own
contingency, DRRM, and development plans. Let us continue to work together to implement more
innovative programs, projects and services guided by this plan.
DIR. NANCY A. BANTOG, CESO III

Vice-Chairperson, Disaster Prevention and Mitigation
Regional Director, Department of Science and Technology
For the past years, the country had been stricken with many disasters which had threatened our progress and stagnated
our goal for sustainable development and stability. Typhoons and other weather disturbances have long been causing
a toll in the country’s budget that should have been used for other development projects and programs.
Likewise, the Philippines, being one of the countries belonging to the “Pacific Ring of Fire”, makes it prone to frequent
earthquakes. History has made us realize the devastating effects of earthquakes here in the Cordilleras during the July
16, 1990 killer-earthquake which took hundreds of lives and left the City of Baguio and other places in the region in
crumbles.
With all these realizations, the government has embarked on a journey of scientific studies and innovations to address
the different disasters that threaten the country to curb the risks and alleviate their effects. The development of the
Operation L!STO manual for hydrometeorological disasters had proven to be useful in guiding the different LGUs in
their preparations for weather disturbances.
However, science has yet to develop a technology that would undoubtedly predict the occurrence of an earthquake.
This has posed a challenge to the DOST-PHIVOLCS, NDRRMC and other concerned agencies which are
conscientiously developing and improving different instruments to help forewarn our LGUs to prepare from the threats
of earthquakes and other natural disasters.
With this, the DILG, as Vice Chairperson for Disaster Preparedness, will continue to work with partner agencies and
other stakeholders in capacitating the LGUs to intensify their preparedness in preventing the loss of lives and properties
in the face of disasters especially earthquakes. The Department hopes that disaster resiliency amongst LGUs will be
achieved through the institutionalization of governance mechanisms, building of competencies, maximization of data
and information and formulation of effective enabling policies which are all propelled with excellent leadership.
The Cordillera Earthquake Preparedness and Readiness Plan – “OPLAN Yakal Plus Mate” provides the necessary
data and guidance to LGUs and various stakeholders to further their preparedness and lessen the effects of
earthquakes in the Cordilleras.
We commend the Office of the Civil Defense – Cordillera for spearheading this project and all the collective efforts of
other agencies.
Disaster preparedness cannot be achieved solely by an individual but by the collaborative efforts of all government
agencies and instrumentalities, civil society organizations, people’s organizations and private institutions to coordinate
with our LGUs in managing and mitigating disaster risks.
May this Cordillera Earthquake Preparedness and Readiness Plan serve its purpose with the end goal of a disaster
resilient Cordillera.
Maraming salamat at mabuhay!
DIR. ARACELI A. SAN JOSE, CESO IV

Vice Chairperson, Disaster Preparedness
OIC-Regional Director, Department of Interior and Local Government
Lives and properties are always on the line whenever natural hazards hit the Cordillera
Administrative Region and the country. Data of the Philippine Statistics Authority shows Php 463
billion total damages incurred in the country because of natural events and disasters recorded
from 2010 to 2019 including thousands of lives loss. The region is also not spared with the lives
and properties lost amid the 1990 killer earthquake.
However, government line agencies, families, communities, individuals and every-member of the
society has the primary role to reduce disaster risk through whole-of-community approach with
the government line agencies, local government, the private sector and stakeholders hand in hand
in the responsibility.
In the previous years, DSWD FO CAR has remain steadfast in its mission, vision and role as the
vice-chairperson for disaster response and cluster lead on food and non-food items, camp
coordination and camp management under the Cordillera Disaster Risk Reduction and
Management Council (CDRRMC). This includes the immediate provision of social services and
augmentation of relief to various affected or vulnerable sectors and the local government units in
the region.
Aside from swift response and recovery to disaster victims, DSWD FO CAR is also geared
towards strengthening disaster preparedness which is an integral part of capacity building not
only training personnel responding to different disasters but targets individuals’ awareness.
As the CDRRMC boost its earthquake preparedness plan dubbed “Cordillera Earthquake
Preparedness and Readiness Plan or the PLAN YAKAL Plus Mate”, may this aid in strengthening
Cordillera LGUs, line agencies and stakeholders better prepare for disasters. Its implementation
and success will only be realized with the participation of all.
The realization of the plan will also be true to Team Cordillera’s goal in attaining a Safer, Adaptive
and a Disaster Resilience (SAFER) Community.
Rest assured that the DSWD FO CAR will continue to do its best in serving the most vulnerable
in the region and be true to its mantra, “DSWD May Malasakit, Maagap at Mapagkalinga.”
DIR. ARNEL B. GARCIA, CESO II

Vice Chairperson, Disaster Response
Regional Director, Department of Social Welfare and Development
The formulation of the Cordillera Earthquake Preparedness and Readiness Plan is very timely as
it institutionalizes an effective and efficient system towards earthquake disaster preparedness.
The Plan is aimed to guide timely, effective, appropriate, and well-coordinated responses and
promotes efficient management of resources in managing a worst-case earthquake scenario that
may hit the region.
As Vice Chair of the Regional Disaster Risk Reduction and Management Council (RDRRMC) for
Rehabilitation and Recovery, NEDA-CAR supports the advocacy of this Plan and, when needed,
will lead the preparation of rehabilitation and recovery program, aligned to sustainable
development and adhering to the “build back better” principle.
We look forward to working with our partners and stakeholders for a resolute effort in the
implementation of this Plan to save lives and mitigate impacts of a disastrous earthquake towards
rehabilitation and recovery of the Cordillera region. We will work to ensure that the national
government formulates and implements responsive and effective disaster management policies,
plans and programs to deal with disasters especially in our region.
May this Plan guide and capacitate us in building a safer, adaptive, and disaster-resilient
Cordillera.
DIR. SUSAN A. SUMBELING

Vice Chairperson, Rehabilitation and Recovery
Regional Director, National Economic Development Authority
TABLE OF CONTENTS
Title: Cordillera Earthquake Preparedness and Readiness Plan “OPLAN YAKAL PLUS MATE”
Messages
Technical Working Group………………………………………………………………… 3
Acronyms…………………………………………………………………………………… 6
Chapter 1: Background and Introduction…………………………………………… 15

Chapter 2: Faults and Seismic Profile in CAR……………………………………… 17
Chapter 3: Hazard Risk Assessment
a. Geological Hazards…………...………………………………………………………. 27
b. Ensuring Earthquake Resilient Communities: Prospects and Challenges in
Zonation and Housing Development………………………………………………… 31
c. DPWH’s Earthquake Risk Assessment and Contingency Plan for Earthquake… 43
d. Initiatives in Counter-Earthquake and Disaster Impact in University of the
Philippines-Baguio…………………………………………………………………….. 68
e. SLU’s Research and Development Individuals on Counter-Earthquake Impact:
Revisiting the July 1990 Luzon Killer Earthquake………………………………….. 74
f. Ambuklao and Binga Dams Emergency Action Plan: Safety Protocols
for Host Communities to Address the Earthquake Impact………………………… 84
g. Earthquake Risk Assessment and Contingency Planning, Baguio City…………. 94
h. Earthquake Risk Assessment and Contingency Plan for Earthquake:
The Local Setting (Sablan LGU)……………………………………………………… 107
i. Itogon Earthquake Preparedness Plan………………………………………………. 119
Chapter 4: Socio-Economic Assessment
a. CAR Development Trends on the Population and Demography, Economic,
and Livelihood…………………………………………………………………………. 127
b. DTI’s Disaster Preparedness and Management…………………………………… 135
c. DOT’s Criteria in the Assessment of Accommodation Establishments…………. 140
d. DA’s Contingency Plan for Earthquake and Service Continuity Plan for An
Earthquake…………………………………………………………………………….. 140
e. DOLE Integrated Livelihood and Emergency Employment Program (DILEEP)… 152
f. TESDA’s Program on Livelihood and Emergency Services to Workers
Vulnerable to Calamities and Public Health Emergencies………………………… 154
1 | Page
Chapter 5: Assessment to Lifelines and Contingencies
a. BAWADI’s Emergency Response and Crisis Management Plan………………….. 159
b. BENECO Disaster Mitigation and Emergency Restoration Plan (BDMERP)…….. 178
c. DICT’s Earthquake Risk Assessment and Contingency Plan for Earthquake……. 191
d. DOH’s Earthquake Risk Assessment and Contingency Plan for Earthquake……. 197
e. University of the Cordilleras Contingency Plan for Business Continuity………….. 203
Chapter 6: Response Cluster Readiness
a. CONPLAN “Gingined-Cordillera”…………………………………………………….. 211
b. PRO-Cordillera Earthquake and Readiness Plan………………………………….. 217
c. Conflagration Plan as Secondary/Consequence of Earthquake Occurrence…… 219
d. DSWD FOCAR Preparedness Capabilities for Earthquake………………… ……. 223
e. CHED Report on Earthquake Risk Assessment and Contingency Plan
for Earthquake………………………………………………………………………….. 234
f. DepEd’s Earthquake Preparedness…………………………………………………. 235
g. DOTr’s Provision of Public Utility Vehicle and Assistance on Traffic Management
for Easy Passage of Emergency Vehicle/Response Teams………………………. 239
h. Engaging the Public, Empowering Communities Disaster Information
Management and Communication……………………………………………………. 240
Chapter 7: Metro Manila Impact Earthquake Reduction Study………………………. 244
OPLAN Metro Yakal Plus…………………………………………………… 247
Bibliography……………………………………………………………………………………… 266
2 | Page
TECHNICAL WORKING GROUP (SECRETARIAT & SUBJECT MATTER EXPERTS)
Dir. Albert A. Mogol Mr. Edgardo J. Ollet, MNSA

Chairperson, Cordillera RDRRMC Civil Defense Officer V/
& Regional Director, OCD-CAR Chief, DRRMD
Editor-in-Chief Managing Editor
Mr. Frankie Cortez, LPT Ms. Eden Claire L. Carbonel

Civil Defense Officer III/ Chief, Technical Support
Operation Section
Overall Writer/Researcher
Managing Editor
SUBJECT MATTER EXPERTS

DESIGNATION/
AGENCY NAME TOPIC
POSITION
Chief, Geology,
Philippine Institute of
Geophysics
Volcanology and Faults and Seismic Profile in
Dr. Arturo S. Daag Research and
Seismology the Cordillera Region
Development
(PHIVOLCS)
Division
Metro Manila 1. Metro Manila Impact
Chief, Public Safety
Development Authority Mr. Aldo R. Mayor Earthquake Reduction Study
Division
(MMDA) 2. OPLAN Metro Yakal Plus
City Planning and Earthquake Risk Assessment
Arch. Donna G.
Baguio City LGU Development and Contingency Planning,
Rillera-Tabangin
Coordinator Baguio City
BAWADI’s Emergency
Baguio Water District Engr. Noriel Cruz OIC Division
Response and Crisis
(BAWADI) Calpito Manager
Management Plan
Benguet Electric BENECO’s Disaster Mitigation
Engr. Leonard L. System Planning
Cooperative and Emergency Restriction
Atam and Design Officer
(BENECO) Plan (BDMERP)
3 | Page
Bureau of Fire
Conflagration Plan as
Protection-Cordillera CINSP Mark Anthony
Chief Inspector Secondary/Consequence of
Administrative Region P. Dangatan
Earthquake Occurrence
(BFP-CAR)
CHED Report on Earthquake
Commission on Higher Risk Assessment and
Education-Cordillera Mr. Christopher A. Education Contingency Plan for
Administrative Region Depnag, Ph.D. Supervisor II Earthquake
(CHED-CAR)
Department of DA’s Contingency Plan for

Agriculture-Cordillera Earthquake and Service
Mr. Lito D. Mocati Senior Agriculturist
Administrative Region Continuity Plan for an
(DA-CAR) Earthquake
Department of
Project
Education-Cordillera Ms. Evangeline P. DepEd-CAR Earthquake
Development
Administrative Region Malag Preparedness
Officer
(DepEd-CAR)
Department of Human Ensuring Earthquake Resilient
Settlements and Dir. Maria O. Communities: Prospects and
Regional Director
Urban Development Amoroso Challenges in Zonation and
(DHSUD) Housing Development
Department of
DICT’s Risk Assessment and
Information and Mr. Richard Frederick Head of the EOC
Contingency Plan for
Communication Buenafe DRRMD-IMB
Earthquake
Technology (DICT)
Department of Health-
DOH’s Earthquake Risk
Cordillera Engr. Benelyne M.
Nurse Assessment and Contingency
Administrative Region Balag-ey
Plan for Earthquake
(DOH-CAR)
Department of Labor
and Employment- Labor and DOLE’s Integrated Livelihood
Ms. Maria Koniko D.
Cordillera Employment Officer and Emergency Employment
Donato
Administrative Region III Program
(DOLE-CAR)
Department of
Criteria in the Assessment of
Tourism-Cordillera Ms. Angela M. Senior Tourism
Accommodation
Administrative Region Fagutao Operation Officer
Establishment
(DOT-CAR)
Department of Provision of Public Utility
Transportation- Vehicles and Assistance on
Ms. Catherine OIC-Chief, General
Cordillera Traffic Management for Easy
“Karen” S. Quevedo Services Section
Administrative Region Passage of
(DOTr-CAR) Evacuation/Response Team
1. DPWH’s Earthquake Risk
Department of Public Assessment and Contingency
Works and Highways- Plan for Earthquake
Engr. Patrick B.
Cordillera Engineer III 2. Post-Earthquake
Cerilo, MSCE,MES
Administrative Region Assessment
(DPWH-CAR) 3. Post-Earthquake Bridge
Inspection
OIC-Division Chief,
Department of Social
Ms. Mary Ann G. Disaster Response DSWD FOCAR Preparedness
Welfare and
Buclao Management Capabilities for Earthquake
Development
Division
4 | Page
Department of Trade
and Industry-Cordillera Mr. Jeremias Mario Chief Trade and DTI Disaster Preparedness
Administrative Region D. Agpes Industry Specialist and Management
(DTI-CAR)
Engr. Cyril L. Itogon Earthquake
Itogon LGU MDRRMO
Batcagan Preparedness Plan
Mines and
Geosciences Bureau- Engr. Jelson
Cordillera Fritzgerald D. Geologist II Geological Hazards
Administrative Region Edduba
(MGB-CAR)
National Economic
CAR Development Trends on
Development Senior Economic
Ms. Marciana M. the Population and
Authority-Cordillera Development
Madadsek Demography, Economic and
Administrative Region Specialist
Livelihood
(NEDA-CAR)
Philippine Information
Disaster Information
Agency-Cordillera Ms. Jaime Joi
Information Officer Management and
Administrative Region Malingan
Communication
(PIA-CAR)
Philippine National
Police-Police Regional PSSG Dwight Alexis Information PRO-Cordillera Earthquake
Office Cordillera B. Supsupin Operation PNCO and Readiness Plan
(PNP-PROCOR)
Contingency Plan for
Sablan LGU Mr. Galo B. Santa LDRRMO Earthquake, Municipality of
Sablan Province of Benguet
Research and Development
Faculty Member,
Initiative/s on Counter-
Engr. Jonel Ian B. School of
Saint Louis University Earthquake Impact: Revisiting
Lucas, MSCE Engineering and
the July 1990 Luzon Killer-
Architecture
Earthquake
Research and Development
Faculty Member,
Engr. Leizel Lou Initiative/s on Counter-
School of
Saint Louis University Udacion-Cabutotan, Earthquake Impact: Revisiting
Engineering and
MSME, ME-1, MSCE the July 1990 Luzon Killer-
Architecture
Earthquake
Technical Education
Programs on Livelihood and
and Skills Acting Chief,
Emergency Services to
Development Mr. Belmar G. Financial and
Workers Vulnerable to
Authority-Cordillera Angoling Administrative
Calamities and Public Health
Administrative Region Service Division
Emergencies
(TESDA-CAR)
Head, Occupational University of the Cordilleras
University of the Mr. Reignard A.
Safety and Health Contingency Plan for
Cordilleras (UC) Hombrebueno
Office Business Continuity
Dean of the College
Initiatives in Counter-
University of the Ms. Dymphna N. of Science and
Earthquake and Disaster
Philippines Javier, Ph.D. Associate Professor
Impact in UP Baguio
of Geology
503rd Brigade Major Stuart Turaray CONPLAN “Gingined-
CMO Officer
Philippine Army PA Cordillera”
5 | Page
LIST OF ACRONYMS
ACP Accredited Co-Partner

ACPC Agricultural Credit Policy Council
AFFF Aqueous Film-Forming Foam
AFP Armed Forces of the Philippines
AHFF Agriculture, Hunting, Forestry and Fishing
ASEP Association of Structured Engineers of the Philippines
ATI Agricultural Training Institute
BAI Bureau of Animal Industry
BAPTC Benguet Agri-Pinoy Trading Center
BAWADI Baguio Water District
BCDEO Baguio City District Engineering Office
BDMERP BENECO Disaster Mitigation and Emergency Restoration Plan
BDRRMO Barangay Disaster Risk Reduction and Management Office
BEmONC Basic Emergency Obstetric and Newborn Care
BENECO Benguet Electric Cooperative
BFAR Bureau of Fisheries and Aquatic Resources
BFP Bureau of Fire Protection
BJMP Bureau of Jail Management and Penology
BLISTT Baguio-La Trinidad-Itogon-Sablan-Tuba-Tublay
BPATS Barangay Peacekeeping Action Teams
BPI Bureau of Plant Industry
CAMPOLAS Cotrimoxazole, Amoxicillin, Mefenamic Acid, Paracetamol, ORS,
Lagundi, Vitamin A and Skin Ointment
CAPEX Capital Expenditure Plan
CAR Cordillera Administrative Region
6 | Page
CAREs COVID-19 Assistance to Restart Enterprises
CBDRM Community Based Disaster Risk Management
CBMS Community-Based Monitoring System
CCA-DRR Climate Change Adaptation-Disaster Risk Reduction
CCAM Climate Change Adaptation and Mitigation
CCCM Camp Coordination Camp Management
CDRA Climate and Disaster Risk Assessment
CDRRMO City Disaster Risk Reduction and Management Office
CEPMO City of Environment Parks and Management Office
CFS Child Friendly Spaces
CFW Cash for Work
CHB Concrete Hollow Block
CHED Commission on Higher Education
CIARC Cordillera Integrated Agricultural Research Center
CIMOP Critical Incident Management Operational Procedures
CLUP Comprehensive Land Use Plan
CMO Construction Management Officer
COMREL Community Relations
CRT Crisis Response Teams
CSC-KTRC Cordillera Studies Center’s Knowledge and Training Resource
CSG Crisis Support Group
CWO Consumer Welfare Office
DA Department of Agriculture
DAFAC Disaster Assistance Family Access Card
DENR Department of Environment and Natural Resources
DepEd Department of Education
DICT Department of Information and Communications Technology
7 | Page
DILEEP DOLE Integrated Livelihood and Emergency Employment Program
DILG Department of Interior and Local Government
DILP DOLE Integrated Livelihood Program
DOE Department of Energy
DOH Department of Health
DOLE Department of Labor and Employment
DOST Department of Science and Technology
DOT Department of Tourism
DOTC Department of Transportation and Communications
DOTr Department of Transportation
DPWH Department of Public Works and Highways
DRDO Deputy Regional Director for Operation
DREFSU Deployment of Disaster Response Equipment Field Storage Unit
DRR Disaster Risk Reduction
DRRM Disaster Risk Reduction and Management
DRTU Disaster Response Task Unit
DHSUD Department of Human Settlement and Urban Development
DSWD Department of Social Welfare and Development
DTI Department of Trade and Industry
EAP Emergency Action Plan
EAWM Early Alert Warning Messages
ECDUPM Electric Cooperative-Distribution Utility Planning Manual
EEP Emergency Employment Program
EKGC Eastern Kalinga Growth Center
EMB Environmental Management Bureau
EMD Equipment Management Division
EMS Emergency Medical Service
8 | Page
EOC Emergency Operation Center
ERC Energy Regulation Commission
ERCMT Emergency Response and Crisis Management Team
ERM Emergency Restoration Manager
ERP Emergency Response Plan
ERP Emergency Restoration Planning
ERT Emergency Response Team
ESA Emergency Shelter Assistance
ETC Emergency Telecommunications Cluster
FEMA Federal Emergency Management Agency
FNI Food and Non-Food Items
GAD Gender and Development
GAP Good Agricultural Practices
GDP Gross Domestic Product
GECS Government Emergency Communications System
GIS Geographic Information System
GM General Manager
GPM Gallons per Minute
GRDP Gross Regional Domestic Product
HADR Humanitarian Assistance and Disaster Relief
HEARS Health Emergency Alert Reporting System
HEI Higher Education Institute
HERT Health Emergency Teams
HUC Highly Urbanized City
ICS Incident Command System
ICP Incident Command Post
ICSC Institute for Climate and Sustainable Cities
9 | Page
ICT Information and Communications Technology
IDPP Internally Displaced Persons Protection
IEC Information Education Campaign
IMT Incident Management Team
IP Indigenous People
JICA Japan International Cooperation Agency
JTF Joint Task Force
KALAHI CIDDS Kapit Bisig Laban sa Kahirapan-Comprehensive and Integrated
Delivery of Social Services
KBP Kapisanan ng mga Broadkaster ng Pilipinas
KDE Kernel Density Estimation
KEGs Key Employment Generators
KPI Key Performance Indicator
LCP Learning Continuity Pan
LINA Livelihood Immediate Needs Assessment
LRRNA Livelihood Recovery and Rehabilitation Needs Assessment
LTFRB Land Transportation Franchising and Regulatory Board
LTO Land Transportation Office
LTWD La Trinidad Water District
MCO Member-Consumer-Owner
MDM Management of the Dead and Missing
MDRRMO Municipal Disaster Risk Reduction and Management Office
MEO Municipal Engineering Office
MGB Mines and Geosciences Bureau
MHO Municipal Health Officer
MICS Management Information and Communication Systems Officer
MLGOO Municipal Local Government Operation Officer
10 | Page
MMDA Metro Manila Development Authority
MMEIRS Metro Manila Earthquake Impact Reduction Study
MNC Maternal Care Package
MPHSS Mental Health and Psychosocial Support
MSWDO Municipal Social Welfare and Development Officer
NBI National Bureau of Investigation
NCP Neonatal Care Package
NDRRMP National Disaster Risk Reduction and Management Plan
NEDA National Economic and Development Authority
NFA National Food Authority
NGCP National Grid Corporation of the Philippines
NIA National Irrigation Administration
NMIS National Meat Inspection Service
NOLCOM North Luzon Command
NPC National Power Corporation
NRW Non-Revenue Water
NSCP National Structural Code of the Philippines
NTC National Telecommunications Commission
NZSOLD New Zealand Society on Large Dams
OCD Office of Civil Defense
OPCON Operational Control
OPEX Operational Expenses Plan
OSHC Occupational Safety and Health Center
PCB1 Primary Care Benefit I
PCG Philippine Coast Guard
PCIC Philippine Crop Insurance Corporation
PCOO Presidential Communications Operations Office
11 | Page
PDANA Post Disaster Assessment and Needs Analysis
PDC Philippine Distribution Code
PDP Philippine Development Plan
PDO Planning and Design Office
PEC Philippine Electrical Code
PEIS PHIVOLCS Earthquake Intensity Scale
PESFA Private Education Student Financial Assistance
PFZ Philippines Fault Zone
PHIVOLCS Philippine Institute of Volcanology and Seismology
PIA Philippine Information Agency
PMF Probable Maximum Flood
PNP Philippine National Police
PNRC Philippine National Red Cross
PPD Pounds per Day
PPE Personal Protective Equipment
PRC Philippine Red Cross
PRLEC Poverty Reduction, Livelihood and Employment Cluster
PSA Philippine Statistics Authority
PTA Parents-Teacher Association
PUB Public Utility Bus
PUJ Public Utility Jeepney
PUV Public Utility Vehicle
PWD Persons with Disabilities
QRA Quick Response Assets
QRT Quick Response Team
RDANA Rapid Damage Assessment and Needs Analysis
RDP Regional Development Plan
12 | Page
RDRTG Regional Disaster Response Task Group
REDAS Rapid Earthquake Damage Assessment System
ROS Research Outreach Stations
RRCY Regional Rehabilitation Center of Youth
RSCC Reception Study Center for Children
RVS Rapid Visual Screening
SAIDI System Average Interruption Duration Index
SAIFI System Average Interruption Frequency Index
SAR Search and Rescue
SCDM Sub-Committee on Disaster Management
SCPO System Control and Protection Team
SLP Sustainable Livelihood Program
SNAP SN Aboitiz Power
SOCPEN Social Pension
SOLCOM South Luzon Command
SONA State of the Nation Address
SRR Search, Rescue and Retrieval
SRU Search Rescue Unit
STEP Special Training for Employment Program
TESDA Technical Education and Skills Development Authority
TOP TESDA Online Program
TUPAD Tulong Panghanapbuhay sa Ating Disadvantaged/Displaced
Workers
TVET Technical Vocational Education and Training
TVI Technical Vocational Institutions
TVNS Transportation Network Vehicle Services
TWSP Training for Work Scholarship Program
UAQTEA Universal Access to Quality Tertiary Education Act
13 | Page
UC University of the Cordilleras
UNICEF United Nations International Children’s Emergency Fund
UP University of the Philippines
USAR Urban Search and Rescue
USBR SEED United States Bureau of Reclamation Safely Evaluation of Existing
UTPRAS Unified TVET Program Registration and Accreditation System
UV Utility Vehicle
UV-HOD Ultraviolet Hydro-Optic Disinfection
VFS Valley Fault System
VRA Vulnerability and Risk Assessment
WASH Water Sanitation and Hygiene
WFS Women Friendly Spaces
WIA Wounded-In-Action
14 | Page
CHAPTER I
INTRODUCTION AND BACKGROUND
Recent tremblors occurring in the archipelago underscore the vulnerability of our country
to earthquakes, be it tectonic or volcanic origin because of the Philippines’ geophysical
location in the circum-Pacific “Ring of Fire.”
Historical data validates that the Cordilleras is prone to earthquake hazards. The July 16,
1990 Luzon killer-earthquake with a magnitude of 7.8 in the Richter scale impacted the
summer capital of the Philippines – City of Baguio with more than a thousand casualties
and destroyed hotels and buildings, e.g., Hyatt Hotel. At that time, the city received
another name due to its devastation, trauma, and shock – the “Tent City”, owing to the
people’s behavior of staying outside their residences and homes due to the series of
aftershocks and strong shakings.
Landslides and rockslides were enormous that greatly damaged major highways and
thoroughfares, thus, isolating the City of Baguio, and forcing many to travel on foot. This
was a first-hand experience of a killer earthquake for the Cordillerans.
The Harmonized National Contingency Plan for the 7.2 Magnitude Earthquake, March
2019; OPLAN Metro ‘Yakal’ Plus – Metro Manila Earthquake Contingency Plan, 2015,
and Cordillera Regional Disaster Response Plan for Earthquake, 2018, are reflective of
the seriousness of the government in learning from the lessons of the past, and cultivating
the culture of prevention and mitigation against earthquakes and geologic disasters.
With the technology and scientific breakthroughs, communities can better prepare for,
respond to, and recover from earthquake impacts. This is the good side of the 2020’s and
beyond because of the advancement in information and communications technology, the
geo-mapping and risk assessment profiling of at-risk communities and lifelines. Plus, the
prepositioning of resources and response capabilities according to pre-determined
institutional arrangements and protocols.
It has been more than thirty (30) years since the 7.8 Magnitude killer-earthquake hit and
devastated the City of Baguio. The City is the ‘center of gravity’ that hosts the
government’s regional line agencies as well as the national hub for cultural heritage of
the country that attracts more tourists and visitors all year round.
15 | P a g e
The progress the City has achieved had ripple effects to the neighboring local government
units that paved the way for inter-zonal development trends and emerging growth centers
in the Cordillera region. In fact, the so-called “Metro Baguio” development is politically
known as the BLISTT (composed of LGUs – Baguio City, Municipalities of La Trinidad,
Itogon, Sablan, Tuba and Tublay). Along with this development trends also are the
changing demography, landscapes and built-in environment that pose risks and form
emerging threats such unhealthy ecosystems, etc. Thus, slope stabilization, solid waste
management, flood control and the likes become imperative.
Also, the impact and challenges being exacted by the COVID-19 pandemic may
compound the vulnerabilities of the at-risk communities if ever an earthquake will occur.
Like for example, the competition that may arise for open spaces use, the sustainment of
operations which are dependent on supply and demand of basic resources.
The Cordillera Earthquake Preparedness and Readiness Plan, 1st Edition, 2021, is the
overall framework of the Cordillera Regional Disaster Risk Reduction and Management
Council (Cordillera RDRRMC) in preparing for the occurrence of an earthquake scenario,
be it through the “Big One” or earthquake generated within the Cordillera Administrative
Region (CAR). As a pioneering Plan, this will pave a way to a more evolving and relevant
perspective towards earthquake resiliency in the region as it provides for the multi-
sectoral, multifaceted, and multidimensional approaches which will then provide the
holistic system on earthquake readiness and preparedness.
Why “OPLAN Metro Yakal Plus” Mate? As this Plan’s other nomenclature, this Plan
(Cordillera RDRRMC) does not remove also its possibility to participate in the Metro
Manila “Big One” operations. As the term implies, the word “mate” particularly aims to
exercise the twinning approach to provide assistance to the center of gravity, the National
Capital Region (NCR), while not undermining the possible scenarios within the Cordillera
region, as possible impacts or ground shaking may also occur within the region. In a way,
this Plan is a “partner” of the OPLAN Metro Yakal Plus. Thus, “OPLAN Metro Yakal Plus”
Mate.
As an emphasis, the whole-of-society approach, as embodied in the Republic Act No.

10121 or the Philippine Disaster Risk Reduction and Management Act of 2010, remained
to be one of the guiding principles in crafting and finalizing this Plan – retaining the
concept of shared responsibility. This is another milestone that will reinforced the
Cordillera RDRRMC’s SAFER 2020 and Beyond mantra.
16 | P a g e
CHAPTER II
FAULTS AND SEISMIC PROFILE IN CAR
Philippine Institute of Volcanology and Seismology (PHIVOLCS)
Based on the seismic activity in the

Philippines, there are linear features
of the faults which means the faults
have an origin. In general,
earthquakes are being associated
along the faults especially the actives
one and the trenches. In the eastern
side of Northern Luzon, it is bounded
by Manila Trench which the continent
is colliding with the Philippine land
mass on the left side. On the right side
it is bounded by Luzon Trench. There
is a vast collision in the Pacific Ocean
from north to south that is why it is
associated with a lot of earthquakes.
Even if the Cordillera Administrative

Region is far from the trenches, there
are still inland fault which cause by the
reactivated fault. It is important to
know where the fault systems are
because they are the generators of
earthquake.
In the past 400 years there were a

total of 90 destructive earthquakes
that devastated the Philippines. One
is the historical 1990 Luzon earthquake with a magnitude of 7.8 which originated from Nueva
Ecija. Another is the 2012 Negros Oriental earthquake with a magnitude of 6.9.1
1
Arturo S. Daag (2021). Faults and Seismic Profile in CAR [Google Slides].
Google Drive. https://drive.google.com/drive/folders/1C_QUTHFBrxgjbVlMCHxzCcRc5GKpw7de?usp=sharing
17 | P a g e
In 2013 a magnitude of 7.2 hit Bohol and even affected Cebu. Casualties reached up to 1, 206
which 222 were dead, 8 were missing and 976 were injured. 2 The totally damaged houses were
14, 512 while the partial damaged houses were 58, 490. The roads, bridges and seaports were
damaged as well.
The segment of Nueva Ecija to Nueva Vizcaya

Photo shows the collapsed old church building
which did not have steel but it was only ruptured which caused shaking in the Cordillera.
limestones that were used to build the The brown color shows the general mapping of
church(above) and landslides (below) as the the landslides during the earthquake because
effects of the 7.2 magnitude earthquake in Bohol Cordillera is known being steep slopes and
mountainous area.
The Philippines is prone to many natural hazards such as earthquake, tsunami, volcanic eruption,
typhoon, storm surge, flood and landslide due to its geologic and geographic setting. There were
historical damaging earthquakes in Northern Luzon. To cite a few, one is the 1934 magnitude 7.6
earthquake along the trench but it was only ground shaking that was experienced in land. Second
is the 1990 magnitude 7.8 earthquake along the fault. Third is the 1949 magnitude 7.2 earthquake
in the northern part.
The magnitude 7.8 Luzon earthquake in 1990 affected Central and Northern Luzon with a total
number of 1,283 dead individuals, 2, 786 injured and 321 missing. The totally damaged houses
reached up to 25,205 and partially damaged houses were 77,249.
2
Bohol Earthquake: One year on. (2017, July 12). World Health Organization.
https://www.who.int/philippines/news/feature-stories/detail/bohol-earthquake-one-year-on#
18 | P a g e
The Philippine fault is 1,200 kilometers
long from Luzon to Mindanao but it
only moves segment by segment. The
segment in Nueva Ecija to Nueva
Vizcaya ruptured which was 120 plus
kilometers. The propagation was from
south to north which caused a strong
shaking in the Cordillera region.3
Metro Manila experienced intensity VI
which caused slight damages on the
building and liquefaction in Binondo,
Manila.
Earthquake has some related

hazards. One is the ground rupture
that happened in Carranglan, Nueva
Vizcaya. The terraces deviated 5
meters to the left permanently so the
cadastral survey of the land in the area
was messed up.
Faulting (Ground) Rupture
Second is the ground shaking which is

the widespread problem because it can
lead to liquefaction and fire. Third is
liquefaction which means the
foundation of the building was built in a
soft layer such as near the river and
sandy material it can cause foundation
failure. Fourth is tsunami however the
location of Cordillera is high so it will not
be hit. Fifth is fire and the last is
landslide.
Fault (Ground) Rupture is the collision

of two blocks or mass of land on both
sides moving in opposite directions.
The force is driven by the Pacific
Ocean going to the eastward of the
Philippines. In the Cordillera the mode
of fault being experience is the strike
slip, the movement of the land is left
3
1990 July 16 MS 7.8 Luzon Earthquake https://www.phivolcs.dost.gov.ph/index.php/earthquake/destructive-
earthquake-of-the-philippines/2-uncategorised/212-1990-july-16-ms7-9-luzon-earthquake
19 | P a g e
lateral. No matter how strong the structure is it will still deviate which will result to foundation
failure. 4 The active faults are those that moved in the last 10,000 years.
Another mode of fault is the normal fault wherein the part of the land moves down. It is dangerous
for the structure on top of the land no matter how strong the foundation is because it will be
dislocated when the land moves down. It is better to avoid construction of structure on top of an
active fault. House or building should be at least 5 meters away from the trace of the fault.
The map shows the active faults in

the Cordillera region. If the fault is
long, the magnitude is stronger.
Example if the fault is 120 kilometers
the magnitude can reached up to 7.2.
If the fault is shorter, the magnitude is
below 7.5
In general earthquake scenarios,

there is an offshore trenches or
oceanic trenches, these trenches are
long narrow depressions on the
seafloor.
The offshore trenches may generate

magnitude 8.0 and above
earthquakes. The ground shaking
can cause intensities VII-VIII based
on PHIVOLCS Earthquake Intensity
Scale (PEIS). Like what happened in
Japan in 2011. The ground under the
sea ruptured which caused the 9.0
magnitude.
There is also an inland active fault

system which may generate
magnitude 7.0 and above. The
ground shaking can cause intensities
of PEIS VII-IX in areas within 10’s of
kilometer from the active fault. The ground shaking effects can result to collapse building and
may also result to falling objects even if the building did not collapse.
4
Earthquake Hazards https://www.phivolcs.dost.gov.ph/index.php/earthquake/earthquake-hazards
5
Earthquake Hazards https://www.phivolcs.dost.gov.ph/index.php/earthquake/gisweb-earthquake-hazard-maps
20 | P a g e
Below shows the intensity scale in the Philippines.6
Table 1. PHIVOLCS Earthquake Intensity Scale (PEIS) .
6
https://www.phivolcs.dost.gov.ph/index.php/earthquake/earthquake-intensity-scale
21 | P a g e
The following are the simulation on different earthquake scenarios which is based on historical
and possible scenarios: 7
7
22 | P a g e
23 | P a g e
24 | P a g e
The HazardHunterPH contains the earthquake-induced landslide, liquefaction hazard, flood
hazard map and rain-induced landslide hazard. 8
Prior to the event of an earthquake preparedness is important. The following should be

implemented: 9
o Awareness, education
o Establishment of evacuation procedures, refuge sites, drills.
o Plan for efficient and effective response: standard operating procedures, contingency
plans.
o Evaluation of site and building safety.
o Implementation of building code and proper land use such as safe location, safe
construction
The following are general recommendations in order to prevent the devastating effect of the
earthquake:
8
https://hazardhunter.georisk.gov.ph/
9
Daag, A. S. (2021). Faults and Seismic Profile in CAR [Google Slides].
25 | P a g e
Ground rupture hazard assessment is
the distance to the nearest known active
fault. The recommended buffer zone, or
Zone of Avoidance, against ground
rupture hazard is at least 5 meters on
both sides of the active fault or from its
zone of deformation.
o Ground shaking hazard can be
mitigated by following the provisions of
the National Building Code and the
Structural Code of the Philippines.
o Ground shaking and liquefaction
hazards can be mitigated by following
the provisions of the National Building
Code and Structural Code of the
Philippines. Avoidance is recommended
for sites with earthquake-induced
landslide hazard unless appropriate
engineering interventions are in place.
o Tsunami threat to people’s lives can be
addressed by community preparedness
and tsunami evacuation plan. Advice for
tsunami evacuation comes from public
agencies and local governments. But The map shows the rain-induced landslide hazard in the
more importantly, coastal communities Cordillera Administrative Region (CAR) with landslide points.
must learn to evacuate themselves when they recognize the three natural signs of
tsunami, namely 1) strong ground shaking, 2) unusual rise or fall of sea level, and 3) strong
or unusual sound coming from the sea.
A full-scale shaking table experiment on CHB structures was conducted in Japan to showcase
types of CHB Houses. One model represented a code-compliant CHB house (Model A) and the
other represented the more common residential CHB house (Model B) in the Philippines. The aim
of the test was to better understand the vulnerability of its parts and section, the failure patter and
the overall behavior of similar structures during large earthquakes. For the Philippines Concrete
Hollow Block (CHB) houses, the application of mortar is another crucial construction activity that
should be given importance as with appropriate reinforcements. Mortar should be properly applied
and compacted requiring proper mixing, pouring and curing to produce homogenous fill and bond.
10
Hazard and Impact Assessment Software (REDAS by DOST-PHIVOLCS) 11

o Hazard assessment module contains tools for assessing earthquake hazards; preparing
scenarios; and static maps of various hazards (geological, hydro-meteorological) can be
integrated.
o Exposure data base module contains database of elements at risk which can be updated
by local government.
o Impact assessment module can estimate damage to buildings, casualty, economic loss.
10
DOST (2014, April) How Safe Is My House? https://www.phivolcs.dost.gov.ph
11
https://www.phivolcs.dost.gov.ph/index.php/information-tool/redas
26 | P a g e
CHAPTER III
HAZARD RISK ASSESSMENT
A.GEOLOGICAL HAZARDS
Mines and Geosciences Bureau-Cordillera Administrative Region (MGB-CAR)
Philippines is prone to geologic hazards

because of its geographic location within
the Circum-Pacific “Ring of Fire.” The
country is an island arc which is why there
are numerous faults and trenches; volcanic
belts and active volcanoes; and generally
mountainous terrain and steep slopes.
One geological hazard that affects the

region is landslide. The Cordillera
Administrative Region is prone to landslide
due to evident topographical reasons.
First, the steep slopes. About 90% of the
region is characterized by steep to very
steep slopes. Generally, the steeper the
slope the more it is to be unstable and Example of Joints (Fracture)
prone to mass movement.
Second is the removal of vegetation which provides cover and cushions the impact of rain falling
on the slope and has roots system that tend to provide an apparent cohesion to the slope
materials. Forested areas are being converted to agricultural and residential uses. Third is the
weakening of previously strong rock by weathering. The water has a role on the weakening of the
rocks because it saturates the earth materials that causes a rise in pore water pressure. Fourth
is the presence of relict structures such as the joints or fractures, bedding planes and faults. It
contains bed of plastic and impermeable soils. Hydrothermally altered rocks due to ascent of
mineralizing solution during ore formulation.
The complex fault system which constitutes the northern splay of the Philippine fault zone have
greatly disturbed the underlying rock formations thereby reducing their shear resistance. Though
these served as passageways for mineralizing solutions which brought about various mineral
27 | P a g e
deposits the region is noted for, it also resulted to alteration of the host rocks thereby reducing
their weathering resistance.
Example of Bedding Planes Example of Faults
Fifth is the overloading of slope surfaces by weight of rain, rock debris, dead trees, garbage
dumps, buildings, houses and stockpiles.12
Example of an improperly built houses, aggravating instability of steep slopes and causing slope failure
12
Edduba, J. D. (2021). Geological Hazards (GEOHAZARDS) [Google Slides}.
28 | P a g e
Some aggravating factors that cause landslide are the following:
o Excavation of the slope;

o Construction of houses on steep slopes;
o Water leakage from utilities;
o Overloading of slope surfaces;
o Poor upland agricultural practices, and
o Slash and burn activities.
Another geological hazard is earthquake. 80% of all earthquakes occur in the circum-Pacific belt
most of these results are from convergent margin activity.
There are seven (7) earthquake generators surrounding the Cordillera Administrative Region from
the Northwest segments of the Philippine Fault Zone (PFZ). 13
13
29 | P a g e
Types of Earthquake Hazards
1. Ground Acceleration- horizontal or vertical ground shaking during earthquakes. Its density
depends on the magnitude of the earthquake.
2. Ground Rupture- displacement or deformation which normally occurs along the zone of
weaknesses like faults or lineaments.
3. Differential Settlement- gradual downward movement of an engineering structure
(building, road, bridge, etc.) due to compression of the soil overburden or backfills in case
of an earthquake.
4. A phenomenon in which stiffness and strength of loose, saturated soils or sediments are
reduced by earthquake shaking. 14
14
30 | P a g e
Settlement of a three-storey building beside the Dominican Road, Baguio City
(July 1990 Earthquake)
B.Ensuring Earthquake Resilient Communities:

Prospects and Challenges in Zonation and
Housing Development
Department of Human Settlement and Urban Development-Cordillera
Administrative Region (DHSUD-CAR)
The goals of Climate Change Adaptation-Disaster Risk Reduction (CCA-DRR) in the

Comprehensive Land Use Plan (CLUP) are to:
o Prevent future development in areas highly susceptible to hazards where possible.

o Keep land use intensity, buildings value, and occupancy to a minimum in areas where
development cannot be prevented.
o Encourage risk mitigation through proper urban design, site planning, and building design
in areas where the above strategies are not viable and development from losses.
o Conserve protective environmental systems.
o Prevent future development from creating conditions that contribute to risk.
31 | P a g e
In conducting a Climate and Disaster Risk Assessment (CDRA) or the Comprehensive Land Use
Plan (CLUP) the 12-step process should be followed:15
STEP 1. Organize
Identify planning team or group of people that will be participating in the conduct CDRA or CLUP.
The team should also be committed to do the project. Other resources such as money, support
and time should be provided as well.
STEP 2. Identify Stakeholders
The stakeholders are as follows:

o Local executives, legislators, special bodies
o The Community: Residents, Non-resident land own and neighborhood associations
o Non-resident employees or workers
o Private Utility Companies
o Non-government Organizations and Peoples Organizations
o National Government Agencies
o Any other person or group whose activities and decisions can have an impact on any of
the other stakeholders within the area.
STEP 3. Set the Vision
The organized planning team should know how to set the vision of the local area being assessed.
15
Amoroso, M. O., et.al. (2021). Ensuring Earthquake Resilient Communities: Prospects and Challenges in Zonation
and Housing Development [Google Slides}.
32 | P a g e
STEP 4. Analyze the Situation
Analyze the situation to know where the planning team is at. One way to analyze the situation is
the technical assessment which is based on factual data derived from Surveys, Official
Publications and records. Another way is the participatory assessment that is based on
outcomes/results of various consultations, focal group discussions, meeting with key informants,
multi-sectoral meetings, etc.
Applying now the assistance of CDRA preparation is the steps in Disaster Risk Assessment
Management.
Step 1- Get Organized (see step 1 of 12 step process)
Step 2- Hazard Profiling
Step 3- Consequence and

Vulnerability Analysis
Step 4- Risk Estimation
Step 5- Risk Evaluation
Adaptation Strategies/Mitigation
Measures
Hazard Profiling
Example is the municipality of La

Trinidad, areas that are flood prone are
identified. Big portion of the flood prone
area is between Poblacion and Betag.
A portion of between Pico and Betag,
Lubas and Poblacion.16
16
33 | P a g e
Table 3. Flood Prone Areas in the Municipality of La Trinidad
Barangay Flooded Area Affected Land Uses

(Hectares)
Bahong 47.56 Agri-ecotourism
Balili 95 Institutional, commercial, residential
Betag 3.63 Agri-ecotourism
Pico 47.56 Residential
Total 174.2
In 2010, an earthquake hit which the epicenter is in La Trinidad. There are four identified fault
lines in La Trinidad that traverses in the areas of Wangal, Pico, Puguis and Betag. 17
The map shows the massive erosion in some areas in La Trinidad, specifically at Little Kibungan
and Buyagan. There were also landslides in some portion of Ambiong, Beckel and Lubas.
17
34 | P a g e
Different hazards were identified in La Trinidad such as landslides, sinkhole and rock falls. The
map below shows the specific locations in La Trinidad. 18
18
35 | P a g e
Table 4. Environmental hazards for each Barangay in La Trinidad
Barangay Landslide Erosion Flood Fault Sink Rock Steep
Prone Line Hole Fall Slope
Alapang X X
Alno X
Ambiong
Bahong X X
Balili X X X
Beckel X X
Betag X X
Bineng X
Cruz X
Lubas X X X
Pico X X X
Poblacion X X X
Puguis X X X
Shilan X
Table 5. Quantified total residential areas and areas that are prone to different hazards.
Name of Residenti Hazard Areas, Residential Affected land Proposed
Barangay al Land Sinkholes, within Steep Uses Suitable
(Hectares Landslides, Slopes Residential
) Fault Lines (Hectares) Land
(Hectares)
Alapang 42.62 0.89 Residential 41.73
Agricultural
Alno 48.23 1.67 Residential 46.56
Ambiong 114.22 0.63 Residential 113.59
Bahong 67.87 3.63 Agri-Ecotourism 67.87
Balili 54.30 3.65 Residential 50.62
Beckel 19.83 7.08 2.31 Agricultural 19.83
Betag 27.68 47.56 Agri-Ecotourism 27.68
Bineng 20.28 5.95 1.16 Agricultural 20.28
Cruz 21.87 0.14 Agricultural 21.87
Lubas 80.35 0.94 Residential 79.41
Pico 272.84 2.0 Residential 270.84
Agricultural
Poblacion 67.61 1.37 Residential 66.24
Puguis 145.79 8.78 Residential 137.01
Agricultural
Shilan 136.62 0.10 2.53 Agricultural 136.62
Tawang 73.58 0.65 Agricultural 73.58
Wangal 91.04 12.17 Residential 78.87
Agricultural
TOTAL 1,284.73 43.72 8.3 1,252.60
36 | P a g e
The population to residential area ratio is the estimated number of people for every unit (hectare)
of residential area for each barangay. To compute for the residential density is to get the total
population divided by the residential area.
Estimating affected population is the estimated number of exposed populations based on the area
extent of the hazard in hectares multiplied by the population to residential area ratio.
The result of the affected population will be analyzed by its vulnerability and estimate severity of
consequence.19
Table 6. Severity of consequence score matrix
Severity of Consequence Severity of Damage Score Description/Exposure Unit

Population
More than 20% of the
population are affected and in
Very High 4 need of immediate assistance.
Cases of deaths of 10 or more
and/or injuries of 100 or more.
10-<20% of affected
population in need of
High 3 immediate assistance. 1-10
deaths and or 10 or 100
injuries.
5%-<10% of affected
population in need of
Moderate 2
immediate assistance. 1-10
injuries expected injuries.
<5% of the affected population
in need of immediate
Low 1
assistance. Case of minor
injuries.
Risk estimation in incorporates the concept of probability of an event occurring and its negative
impacts. Risk is computed by multiplying the likelihood of occurrence and severity of
consequence scores derived from previous steps.
𝑓𝑓(Risk) = Hazard (Exposure, Vulnerability)
Likelihood of occurrence Severity of Consequence
Risk
19
37 | P a g e
Convert the numerical risk scores to a risk category using the suggested risk category score
ranges (i.e. High Risk – Risk Scores Ranging from 12-24). 20
Table 7. Risk Score Matrix

Severity of Consequence Score
Likelihood
Likelihood Catastrophic Major Moderate Minor/Insignificant
Score
4 3 2 1
Frequent or
6 24 18 12 6
very likely
Moderate to
5 20 15 10 5
likely
Occasional
Slight 4 16 12 8 4
Chance
Unlikely
3 12 9 6 3
Improbable
Highly
unlikely, rare 2 8 6 4 2
event
Very rare
1 4 3 2 1
event
Table 8. Severity of Consequence Score Matrix

Severity of Damage Description/Exposure Unit
Severity of Consequence
Score Urban Use Areas
>20% of exposed buildings are
Very High 4 severely damaged with
compromised functionality.
>10-20% of exposed buildings
High 3 are severely damaged with
>5-10% of buildings area are
Moderate 2 severely damaged with
5% and above of buildings are
Low 1 severely damaged with
20
38 | P a g e
Table 9. Sample of Technical Findings and Policy Options/Interventions
Technical
Decision Areas Name Implications Policy Option
Findings
Poblacion Central Structure does Significant Relocation to a
Elementary not employ damage is more suitable
School hazard expected. and safer area.
mitigation
design. Possible death Allocation of
or injuries. funds.
No Insurance
coverage. Potential Property
inadequacies in insurance.
the provision of
projected
classroom
requirement.
STEP 6. Establish Development Thrusts and Spatial Strategies
The planning team should establish development thrusts and spatial strategies wherein they could
incorporate disaster risk reduction concerns in evaluating development thrust and spatial strategy
options. Ensuring selected development thrust and spatial strategies account for future disaster
risk scenario and its possible impacts to the severity and frequency of natural hazards. Is It
achievable given the hazard susceptibilities of the Municipality? Does the Disaster Risk
Management and Climate Change Adaptation measures needed to pursue the option on the part
of the LGU and the private sector?
Having a Structure Plan Map is helpful in the establishing development thrusts and spatial
strategies wherein it applies the concept of risk avoidance by expanding a portion of its urban
areas outside of hazard prone areas. Risk reduction through mitigation was employed in other
expansion areas prone to hazards through structural designs standards and engineering
technologies to mitigate floods, liquefaction and storm surge prone areas. Concept of risk
reduction through separation was employed by situating commercial and mix-use establishments
in different locations.21
The process of the development of structural plan are:

o Confirmation of Management Direction for the Policy Area and Definition Structure Plan
Boundaries;
o Collation and mapping of existing constraints and opportunities;
o Identify key structure plan concepts;
o Validation of the structure plan direction;
o Structure Plan Concept Development including mapping;
o Development of Program Implementation;
o Finalize and present to the council for adoption.
21
39 | P a g e
The content of the structure plan should include the following:
o Future Residential Areas.
o Differentiate between clustered settlement areas, low density residential areas and rural
living environment.
o Economic development opportunities while addressing sensitivity issues.
o Areas for protection including future creation and conservation areas.
o Management of existing reserves, including access and maintenance.
o Preliminary identification of hazard issues based on available information.
Existing land use showing the overlay of different hazards in the municipality.
Spatial Strategy of Urban Areas (Risk Avoidance)
40 | P a g e
Spatial Strategies
The Overlay Zones are areas designated as environmentally sensitive and of unique natural
features or landscapes shall be regulated for development as special use areas subject to the
pertinent Rules and Regulations to be formulated for the purpose. This shall include:
o Areas identified for extractive industries
o Flood-prone areas
o Soil-erosion/Landslide-prone areas
o Areas within forest/watersheds and aquifers
o Areas with slopes 18 degrees and above
o Legal easements of rivers and other waterways
o Areas within identified protected areas and the OS Sytem.
STEP 7. Prepare the Land Use Plan

The planning team shall prepare the Land Use Plan that will translate the development thrust and
spatial strategy and will indicate the manner in which land shall be put to its highest and best use.
In preparing the land use plan, it should include the climate and disaster risk sensitive land use
allocation/spatial location, applying risk reduction approaches such as risk avoidance, mitigation,
transfer and retention in designing the land use scheme and land use policy development. And
the menu of programs and projects for disaster risk reduction and climate change adaptation.22
Adjusting Land Supply and Demand
22
41 | P a g e
Land Use Policies in the Urban Areas
o Minimizing urban exposure to hazards by applying the combination of risk avoidance and
risk mitigation, especially when the identified urban areas is within a hazard prone area/s,
policy statements may include statements related to density control policies such as
decreasing the Floor Area Ratio, lot coverage, building height restrictions, maximum
allowable percentage of lot occupancy.
o Densification of identified safe areas by maximizing long term benefits and utilization of
available highly livable spaces.
o Prioritizing residential areas to be situated in relatively safe areas by prioritizing residential
areas to be situated in safe areas under the notion that non-residential uses (i.e.
commercial, industrial, and institutional) have a higher capacity for mitigation.
o Reduce vulnerabilities through mitigation measures by using policy statements related to
the establishment of mitigation measures (structural or non-structural) can be mentioned
when describing areas. These may include special building standards to address certain
hazards. The land use design scheme should indicate areas where planned mitigation
infrastructure will be situated.
Infrastructure and Utilities
Projects that support the implementation of the land use plan:

o Capacity and capability building of concerned departments/offices on climate and
disaster risk reduction/mitigation (i.e., project development, information management,
planning and development planning)
o Hazard modeling studies (i.e., Floods, Landslides, Earthquake Associated Hazards, etc.)
o Establishment of key access/distribution systems (i.e., redundant road systems, water
distribution)
o Relocation/resettlement projects
o Establishment of socialized housing
o Redevelopment programs within identified priority risk areas/districts
o Irrigation, and water impoundment facilities within high vulnerable/risk areas
o Upland forest rehabilitation programs
o Multi-hazard assessment of identified special urban expansion areas
o Retrofitting of structures
o Property and Life Insurance
STEP 7. Zoning Ordinance Hazard Overlay Zone
Preparation of hazard and vulnerability maps is used for decision making. Overlay the existing
land use map and hazard map over the corresponding settlement areas or residential areas to
determine their extend of exposure.23
23
42 | P a g e
STEP 8. Drafting the Zoning Ordinance
Drafting of the Zoning Ordinance includes the following:

o Construction materials and design, walls, foundations, ground floors and roofing should
be able to withstand loads exerted by the expected water height, flow velocity and water
immersion.
o Limit enclosed spaces below flood elevation and to be used only for parking, access or
limited storage.
o Emergency escape openings.
o Building height requirements.
o Incentives for retrofitting.
C.Earthquake Risk Assessment and Contingency

Plan for Earthquake
Department of Public Works and Highways-Cordillera Administrative Region
(DPWH-CAR)
The Department of Public Works and Highways conducted earthquake risk assessment for CAR.
The agency used the Rapid Visual Screening Procedure (RVS) in Pre-earthquake Evaluation of
Buildings. RVS provides a standard procedure that could identify those buildings that might pose
potentially serious risk of loss of life and injury, or of severe curtailment of community services, in
case of damaging earthquake.24
The purpose of RVS is to identify potentially hazardous buildings such as:
24
Rapid Visual Screening of Buildings for Potential Seismic Hazards-Federal Emergency Management Agency
(FEMA 154/155) & Applied Technology Council (ATC 21)
43 | P a g e
1. Older buildings designed and constructed before the adoption of adequate seismic design
and detailing requirements.
2. Buildings on soft soil/unstable ground.
3. Buildings having performance characteristics that negatively influence their seismic
response.
The general objective is to identify, inventory and rank buildings that are potentially hazardous.
The Federal Emergency Management Agency (FEMA)-154 data collection form was used for the
data collection. The total number of buildings that were gathered is 603 of which 89% were public
school buildings. 25
Notation:
1. FEMA rating greater than 2 does not need detailed
evaluation.
2. FEMA rating less than 2 needs detailed evaluation
3. Buildings falling below zero has some structural
irregularities or designed before the initial adoption
and enforcement of seismic code.
4. It should be noted that the Rapid Visual Screening
(RVS) is DEFINITELY not intended for the full
determination of the seismic safety of individual
buildings.
Based on the data gathered it was found out that 51% of government buildings do not need
detailed evaluation while 49% shows that there is a need for detailed evaluation on the safety of
the building during earthquake.
It was also observed that based on the historical relationship most of the buildings constructed
prior to 1972 have a FEMA rating below 2. The structural code used during this time was adopted
from the US Seismic Code.
The FEMA rating became higher on the buildings constructed after 1972. The Philippine Seismic
Code was introduced by the Association of Structured Engineers of the Philippines (ASEP) in
1972.
More FEMA rating greater than 2 came out after 1991. The National Structural Code of the
Philippines (NSCP) 1991 edition was published after the 1990 earthquake. Majority of the
buildings surveyed that withstood the 1990 earthquake are 1-storey buildings with concrete
moment resisting frame.
25
Cerilo, P. B. (2021). Earthquake Risk Assessment [Google Slides}.
44 | P a g e
Construction Date vs. FEMA rating
As for the proximity relationship, almost 34% of the population are located within 5 kilometers
from the fault lines. 46% of these buildings have a FEMA rating below 2. Per NSCP, buildings
located within 2 kilometers must be
designed based on seismic elastic
design response spectrum.
While 27% of the total population

is located 5-10 kilometers from the
fault line. 58% of it have a FEMA
rating less than 2.
The proximity of the building with

respect to the fault line has
something to say with its response
during earthquake vibration. The
near source factors in the NSCP
have a great impact on the size
and reinforcement of the framing of
the building.26 Location vs. FEMA rating
The Department of Public Works and Highway-Central Office has some priority guidelines for the
inspection of buildings. The main purpose of prioritization is for detailed inspection/evaluation for
retrofitting/funding.
26
45 | P a g e
Priority I- Greater than 91
Priority II- 81-90
Priority III- 71-80
Priority IV- 70 & below
CRITERIA FOR PRIORITIZATION OF ASSESSED BUILDING FOR

RETROFITTING/FUNDING
(2 Storeys and Above)
CRITERIA %
1. Result of Assessment (FEMA Rating) 35
2. Proximity to the Fault Line 15
3. Liquefaction Potential 10
4. Date of Construction 10
5. Type of Occupancy 10
6. Number of Occupants 20
Total 100
Note:
Prioritization
Score of 91-100 = (Priority I)
Score of 81-90 = (Priority II)
Score of 71-80 = (Priority III)
Score of 70 and below = (Priority IV)
Types of Occupancy
1-Hospitals and Emergency Treatment Area, Evacuation Centers, Public
School Buildings
2-Power and Communication Related Buildings, Fire and Police
Stations, Aviation Control, Towers, Emergency Command Centers
3-Other Public Buildings
Based on the data, 51% of the public building does not need detailed evaluation. The old buildings
constructed prior to 1991 needs further evaluation for possible retrofitting or repair. For buildings
designed between 1990 and 2015 having a FEMA rating of less than 2, further reassessment is
also needed. There is a need to consider the fact that some assumptions in design were
overlooked during the design phase of the building. For buildings located within 5 kilometers from
a known fault line having a FEMA rating less than 2, further assessment is very much needed.
10% of the buildings surveyed are considered as Priority I subject for more detailed
inspection/evaluation for possible repair and/or funding.
46 | P a g e
DPWH-CAR’s recommendation based on the study are:
o Conduct RV’s on other buildings such as commercial establishments, residential building
and other government buildings. Majority of the buildings assessed are school buildings.
This is to know also the resiliency of the buildings against earthquake.
o Further assessment is needed for those buildings having a FEMA rating less than 2
especially for old buildings including those built prior to 2015 and those buildings located
5 kilometers near the fault line for retrofitting or repair. Those buildings constructed prior
to 1990 who have passed the test during the 1990 earthquake should still be subject for
further evaluation as they are old. Moreover, the buildings who passed the test may not
perform well when earthquake will occur from near fault line.
o Falling hazards should be addressed as they may cause loss of life or injury during
earthquake shaking.
o Further observation should be done on the data gathered. Much more information could
be obtained in the said activity which could be essential for policy-making and scientific
and other purposes.27
DPWH-CAR’s Contingency Plan
The goal of the contingency plan is to provide effective, efficient, timely and well-coordinated
response mechanisms in the event of the occurrence of earthquake in the region or adjacent
region. Such mechanisms shall help to protect lives, properties and the environment, and restore
the immediate needs of the affected communities.28
Objectives of the contingency plan are:
o To ensure the protection of lives and properties in the event of an earthquake.

o To determine the immediate needs and the resources that will meet the needs in the event
of earthquake.
o To establish coordination and linkages between and with other line agencies.
DPWH-CAR’s Response Mechanism
E.1 Preparedness Plan

o E.1.1. Rapid Visual Screening Procedure (RVS) – (Pre-earthquake Evaluation of
Buildings).
o E. 1.2. Detailed Engineering Design Requirement
o A. 2.1. Require structural design calculation of structures of all projects. Gather
actual data to be used in design as much as possible.
o A. 2.2. Use approved updated codes, standards and literatures in the design of
structures.
o E. 1.3. Replacement or retrofitting structures that are old, deemed unsafe or
partially damaged structures and sourcing out funds needed for the said activity.
o E. 1.4. Use of approved and tested technology relative to design and construction.
o E. 1.5. Ensure compliance to plans and specification during construction.
o E. 1.6. Ensure good coordination with other agencies.
27
28
47 | P a g e
o E. 1.7. Creation of Emergency Brigade Team.
o E. 1.8. Participate in the conduct of nationwide earthquake drills or possible
simulation exercise.
o E. 1.9. Participate in inter-agency activities relative to disaster preparedness,
response, etc.
o E. 1.10. Pre-identification of evacuation places.
o E. 1.11. Pre-identification of earthquake induced landslide areas.
o E. 1.12. Construction/Installation of landslide counter measures such as retaining
walls, rock nets, etc.
o E. 1.13. Upgrade quality standards based on Design Guidelines, Criteria and
Standards (DGCS).
E.2. Response Plan

o E. 2.1. Deploy equipment and manpower for the clearing of roads and bridges.
o E. 2.2. Inspection and reporting of damaged structures per district. Includes Rapid
Damage Needs Assessment (RDANA).
o E. 2.3. Provision of temporary access such as bailey bridges.
o E. 2.4. Identification and opening of closed roads and bridges and mapping of
alternate routes for response operation.
o E. 2.5. Coordination or exchange of information with other agencies.
E.3. Recovery Plan

o E. 3.1. Funding and sourcing out funds for the repair, retrofitting, rehabilitation and
replacement of damaged buildings and other structures.
o E. 3.2. Post survey for possible scientific contribution.
o E. 3.3. Post Disaster Needs Assessment (PDNA).
o E. 3.4. Provide safe and alternative access. 29
Coordination Flow Chart
29
48 | P a g e
DPWH-CAR’s Command and Control
Duties and responsibilities:

o The DPWH Regional Quick Response Team is headed by the Regional Director who will
command the Maintenance Division respectively to conduct Rapid Disaster Assessment
on all national roads.
o The Maintenance Division in coordination with the DPWH District Offices and the Incident
Command Center shall conduct Rapid Disaster Assessment on all national roads in the
Cordillera Region and shall report to the Regional Director that extent of Damage and
needed equipment for the clearing of the roads within 24 hours.
o Upon knowing the situation of the national roads, the Regional Director shall command
the EMD Chief to activate the first wave of Quick Response Assets to the priority road to
be opened.
o The EMD Chief shall mobilize the QRA and QRE of the Regional Office and shall direct
the District Engineers and Area Equipment Engineers to deploy also their QRA and QRE.
o Upon assessment of clearing operations by the QRA, AEE or District Engineer shall
augment, if needed, additional Equipment, manpower and other resources to the Chief
EMD.
o The Chief EMD shall request the needed equipment, manpower and other resources from
the nearest District or Regional Office with the approval of the Regional Director.30
Operations Flowchart
30
49 | P a g e
Table 10. DPWH – Owned Equipment
DISTRICT TOOLS/LIGHT EQUIPMENT
ENGINEERING Mini
Road Dump TOTAL Jack Generator Water
OFFICE Dump Payloader Backhoe Chainsaw
Grader Truck Hammer Set Pump
Truck
ABRA 1 6 4 4 2 17 4 4 3 1
APAYAO FIRST 1 2 2 4 3 1 2
APAYAO
1 4 3 1 9 4 2 3 2
SECOND
BAGUIO CITY 3 2 5 5 2 3
BENGUET
6 6 4 1 2
FIRST
BENGUET
4 2 1 7 2 2 2
SECOND
IFUGAO FIRST 2 1 1 4 2 2 2 2
IFUGAO
2 2 4 2 4
SECOND
LOWER
1 4 2 2 8 3 2 2
KALINGA
UPPER
2 2 3 1 1
KALINGA
MT. PROVINCE
3 2 1 6 2 2 2
FIRST
MT. PROVINCE
3 1 1 5 3 1 1
SECOND
REGIONAL
1 1 2 4 2
OFFICE
TOTAL 4 39 7 20 11 79 41 22 27 5
Table 11. Private/Contractor Owned Equipment

DISTRICT Road Mini
Dumptruck Payloader Backhoe Bulldozer TOTAL
ENGINEERING OFFICE Grader Dumptruck
ABRA 2 2 4
APAYAO FIRST 6 3 9
APAYAO SECOND 6 6 12
BAGUIO CITY
BENGUET FIRST
BENGUET SECOND 2 1 7 10
IFUGAO FIRST 1 3 1 5
IFUGAO SECOND 11 4 3 18
LOWER KALINGA 4 3 5 12
UPPER KALINGA 12 6 6 24
MT. PROVINCE FIRST 8 6 6 20
MT. PROVINCE
4 2 4 10
SECOND
TOTAL 42 39 43 124
Table 12. Summary of Equipment with Heavy Equipment Operators of the Regional Office
and District Engineering Offices 31
Equipment Type Quantity Tools Quantity Equipment DPWH Personnel Contact
Type No. Number
Dump Truck 4 Welding 1
BAGUIO CITY DEO
Machine
Front End 3 Oxy-Acetylene 2 Front End L2-1512 Frederick 09298683664
Loader Loader Salvador
Wheel Backhoe 1 Power Light 1
BENGUET FIRST DEO
Loader Tower
Hydraulic 1 Chainsaw 2 Dump Truck H3-4838 Jetryl Biado 09293706690
Excavator
31
50 | P a g e
Truck Mounted 1 Dump Truck H3-4700 Marcus 09493730385
Crane Murao
Boom Truck 1 Dump Truck H3-4130 Noel Sison 09494584243
Mobile 1 Front End L2-1365 Melvin 09073102546
Maintenance Loader Guinoran
Truck
Equipment Type DPWH Personnel Contact
BENGUET SECOND DEO
No. Number
FIRST WAVE OF QRE Hydraulic F17-85 Romy C. 09217208096
Excavator Digmayo
Dump Truck H3-6603 Dump Truck H3-6512 Martor Z. 09128959033
Sotel
Dump Truck H3-6761 John Ray 09179351855 Dump Truck H3-6513 Tony 09091649333
Chantioco Digmayo
Front End L2-1521 Jhumel b. De 091984881989 Road Grader N1-2216 Alex A. 09500755640
Loader Guerto Oliva
Front End L2-1422 Edward 09469526212
IFUGAO FIRST DEO
Loader Macato
Wheel Backhoe Lx-18 Emeterio P. 09194229117 Dump Truck H3-6403 Emilio 09168699312
Loader Macato Jr. Dulnuan Jr.
Hydraulic F17-128 Johnson 09123209079 Front End L2-1207 Bob 09354500882
Excavator Dawigoy Loader Johnson
Allaga
Dump Truck H3-6587 Benedict K. 09184926949 Hydraulic F17-105 Alejandro 09366534805
Aspilan Excavator Dagadag
Front End L2-1509 Mauricio C. 09213432246
MT. PROVINCE FIRST DEO
Loader Lawagan
Dump Truck H3-6404 Willy Ted Cruz 09983930479 Dump Truck H3-6073 Cyrillo 09103192642
Fangkingan
SECOND WAVE OF QRE Front End L2-1249 Ruel
Loader Layogan
Truck Mounted F5-323 Dario P. Fakat 09994337941 Front End Norman 09771798696
Crane Loader Fonite
Boom Truck H5-2 Jeerry A. 09298030366
Mamaril
Mobile H7-84
Maintenance
Table 13. Summary of alternate routes, co-locations of assets and alternate dumpsite per
region. 32
District No. of Alternate No. of Co-locations No. of Alternate
Route of Assets Dumpsite
ABRA 2 8 7
APAYAO FIRST 1 1 4
APAYAO SECOND 6 4 6
BAGUIO CITY 2
BENGUET FIRST 6 3 10
BENGUET SECOND 0 3 11
IFUGAO FIRST 1 3 3
IFUGAO SECOND 6 3 3
LOWER KALINGA 4 5 5
UPPER KALINGA 9 2 8
MT. PROVINCE
5 3
FIRST
MT. PROVINCE
1 3
SECOND
32
51 | P a g e
MAPS: Alternate Routes, Dumping Site, Entry and Exit Points
Abra DEO: Access Roads Assessment and Readiness
52 | P a g e
Abra DEO: Alternate Dumpsite for Debris
Management after an Earthquake
53 | P a g e
Abra DEO: Entry/Exit Points and Co-
location of Heavy Equipment (clearing
operation)
54 | P a g e
Apayao 1st
DEO
Entry/Exit Points
Road Name
Apayao – Ilocos Norte Road
Kabugao – Pudtol – Luna – Cagayan
Boundary Road
Abbut – Conner Road
ACCESS ROAD ASSESSMENT AND READINESS

NODES ROAD NAME STATION LIMITS REMARKS
1 2 Abbut-Conner Rad K0540+(-375) K0565+885 Not prone to landslide
2 3 Conner-Kabugao Road K0565+885 K0589+497 Prone to landslide
3 6 Conner-Kabugao Road K0589+497 K0606+005 Prone to landslide and
road slips
3 4 Kabugao-Pudtol-Luna- K0590+(-662) K0614+608 Prone to road slips
Cagayan Bdry Road
5 7 Apayao-Ilocos Norte Road K0606+(-378) K0637+320 Prone to landslides and
road slips
55 | P a g e
Apayao 2nd DEO: Access Road Assessment and Readiness
56 | P a g e
Baguio City DEO
57 | P a g e
Benguet 1st DEO
58 | P a g e
Benguet 2nd DEO Pre-Positioning of
Equipment:
Location: Man-atong
Field Office
Station: K0359+400,
Baculongan Sur, Buguias
Entry: K0333+000,
Abatan, Buguias
Exit: K0365+865, Abatan,

Buguias
Route: via Baguio-Bontoc

Road
Pre-positioning of
Equipment:
Location: Amburayan
Field Office
Station: K0289+000,
Cuba, Kapangan
Entry/Exit: K0263+(-)
190, Caponga, Tublay
K0351+256,
Amgaleyguey,
Buguias V.V.
Route: via Gov. Bado

Dangwa Road/Baguio-
Bontoc Road
Pre-Positioning of
Equipment:
Location: DPWH-Benguet
2nd DEO Main Office
Station: K0310+300,
Natubleng, Buguias
Entry/Exit: K0262+000,
Caponga, Tublay/
K0341+000, Bangao,
Buguias V.V
Route: via Baguio-Bontoc

Road
59 | P a g e
Ifugao 1st DEO
60 | P a g e
Ifugao 2nd DEO
61 | P a g e
Kalinga DEO
62 | P a g e
1. ACCESS ROADS ASSESSMENT AND READINESS
MT. PROVINCE BDRY - CALANAN - PINUKPUK - ABBUT ROAD

K06=464+(-151) to K0469+916 (CAGALUAN JUNCTION – PASIL BRIDGE
STATION)
ROAD WIDTH: 6.10m
SURFACE TYPE: ASPHALT
MT. PROVINCE BDRY - CALANAN - PINUKPUK - ABBUT ROAD

K0459+(-618) to K0464+(-618) (MT. PROVINCE BDRY - CAGALUAN
JUNCTION)
63 | P a g e
ROAD WIDTH: 6.10m
SURFACE TYPE: ASPHALT/CONCRETE/GRAVEL
MT. PROVNCE BDRY - CALANAN - PINUKPUK - ABBUT ROAD

K0421+(-031) to K0459+(-618) (MT. PROVINCE BDRY – DANGOY
JUNCTION)
ROAD WIDTH: 6.10m
LUBUAGAN - BATONG BUHAY ROAD

K0459+971 to K0461+510 (WYE SECTION)
ROAD WIDTH: 6.70m
SURFACE TYPE: CONCRETE/GRAVEL

K0459+(-618) to K0461+510 (DANGOY JUNCTION - PUAPO SECTION)
ROAD WIDTH: 6.10m
SURFACE TYPE: GRAVEL

K0461+510 to K0476+4000 (PUAPO SECTION - BATONG BUHAY SECTION)
ROAD WIDTH: 6.70m
KALINGA - ABRA ROAD

K0480-(- 363) to K0526+511 (CAGALUAN JUNCTION - BALBALAN PROPER
SECTION)
ROAD WIDTH: 6.70m
SURFACE TYPE: ASPHALTH/CONCRETE/GRAVEL
BALBALAN - PINUKPUK ROAD

K0480 – ( - 363) to K0494 – 779 (BALBALAN PROPER SECTION - DAO-
ANGAN SECTION)
ROAD WIDTH: 6.70m
KALINGA - ABRA ROAD

K0480 – (- 363) to K0526+511 (BALBALAN PROPER SECTION - ABRA
BDRY)
ROAD WIDTH: 6.70m
2. ENTRY/EXIT POINTS AND CO-LOCATION OF HEAVY EQUIPMENT (CLEARING
OPERATION)
KALINGA - ABRA ROAD

K0480+(-363) (BALBALAN PROPER)
1-DPWH Wheel Loader (L2-1505)
KALINGA - ABRA ROAD

K0464+(-151) (CAGALUAN JUNCTION)
1-DPWH Dump Truck (H3-6724)
64 | P a g e
3. ALTERNATE DUMPSITE FOR DEBRIS MANAGEMENT AFTER AN EARTHQUAKE
KALINGA - ABRA ROAD

K0467 + 350 (Barangay Ablog, Pasil, Kalinga)
KALINGA - ABRA ROAD

K0510+000 (Barangay Balbalasang, Balbalan, Kalinga)

K0461+510 (Barangay Dangoy, Lubuagan, Kalinga)
LUBUAGAN – BATONG BUHAY ROAD

K0459+000 (Barangay Dangoy, Lubuagan, Kalinga)
MT. PROV. BDRY. - CALANAN - PINUKPUK - ABBUT ROAD

K0464+(-786) (Barangay Dangoy, Lubuagan, Kalinga)

K0430+150 (Barangay Besao, Tinglayan, Kalinga)

K0450+100 (Barangay Manangol, Lubuagan, Kalinga)
BALBALAN - PINUKPUK ROAD

K0487+290 (Barangay Maling, Balbalan, Kalinga)
65 | P a g e
Mt. Province 1st DEO
66 | P a g e
Mt. Province 2nd DEO
67 | P a g e
D.Initiatives in Counter-Earthquake and Disaster
Impact in University of the Philippines-Baguio
University of the Philippines-Baguio
Earthquake preparedness and DRR are taught in undergraduate courses such as the General
education course Probing the Physical World (Science 10), and Principles of Geology (Geology
11), a required course for majors in Biology and Physics and an elective course for others.
Earthquake preparedness and DRR are also covered in the graduate course entitled Disturbance
Ecology, which is part of the Master of Science Conservation and Restoration Ecology degree
program. All three are courses offered in the College of Science.
In the National Service Training Program, there is a module in geohazards which covers DRRM
in general, which also covers earthquakes and the value of earthquake mitigation, in particular. It
tackles research findings on earthquakes in the Cordilleras and the Philippines. Topics in this
module include DRRM concepts and principles as articulated in RA 10121, Geographic profile of
the Philippines, Disaster risk in the Cordillera and the country, the role of youth in disaster
preparedness and management, and basic disaster preparedness and response training. Very
recently, in the proposed PhD Indigenous Studies program, a module on Indigenous knowledge
and DRRM is included. 33
A sample of students’ these on earthquake impacts and post-earthquake initiatives are as follows:
o Integrating disability perspectives in Baguio City’s Disaster Risk Reduction Management
Plan (Thesis of J. Dalope, 2015)
o Rheological Analysis of the Digdig Fault (Thesis of F. Lopez, 2014)
o Resilience factors among Disaster Survivors: The Experience of Seven Household Heads
of Sitio Little Kibungan, La Trinidad, Benguet during and after Typhoon Pepeng (Thesis
of J.Martin, 2010)
o “Fault ang sabi ng Lepanto, Lepanto’s fault, sabi ng mga tao”: A Case Study on Soil
Sinking Risk Communication in Mankayan, Benguet (Thesis of A. Cahanding, A. Canales,
B. Fernandez, 2005)
o Assessment of the Effectivity of Public Welfare Programs re: July 16 earthquake (Thesis
of L. Perez, 1991)
Earlier work immediately after the 1990 earthquake was a paper on Earthquakes and the July 16,
1990 Nueva Ecija earthquake assessment by Geophysicist Dr. Ernesto Sonido. One of the more
recent documents is the Sakunang darating, saklolo’y tayo rin: Disaster Risk Reduction
Management Handbook for Academic Institutions, published by the UP System.
Early on, public lectures were from in-house resource persons. Some examples of the public
lectures conducted from 2005 to 2007 were:
o Geohazards in Baguio and vicinity was a lecture in the 13th Summer Institute in the Natural
Sciences and Mathematics (SINSM) – Geology: Understanding Geological and Human-
33
Javier, D. N., et.al (2021). Initiatives in Counter-Earthquake and Disaster Impact in UP Baguio
[Google Slides}.
68 | P a g e
generated Hazards, 18-20 April 2005, UP Baguio. The Teacher training program of the
College of Science.
o General Geology of the Baguio District. Geohazards risk assessment and mitigation in
Baguio and the Cordilleras: Landslides Hazards Seminar, Sponsored by the UPB and the
Baguio City National High School Class ’58 Alumni Association, 1-2 December 2006, UP
Baguio. This undertaking was co-sponsored with Engineering geology expert Dr. Art
Saldivar Sali, who is alumnus of Baguio City High and UP Diliman. He earned his
o Earthquake Hazards and Risk Assessment in Baguio and Environs; 26-27 February 2007,
UP Baguio.
In 2008, international personalities joined the corps of resource persons on disaster knowledge.
Dr. Greg Bankoff, a historical geographer, shares his expertise on Philippine disasters through a
lecture Cultures of disaster, cultures of coping (July 2008). In this lecture, he highlighted how
Filipinos have “internalized disaster as a normal life experience. This can be seen not only in the
architectural designs of our houses and buildings but also in a variety of lifeways and cultural
practices. In the west, disasters are considered abnormal events so that solutions are
technologically oriented to bring the situation back to normal again. His assessment was that in
Philippine society, where disasters are considered a part of life, solutions are more culturally and
psychologically oriented. Dr. Bankoff cited cultural practices such as bayanihan, cooperativism,
mutual assistance organizational formations, housing structures and farming practices that are
aimed to minimize risks rather than maximize profit.
Initiatives in earthquake preparedness and in general disaster preparedness leapfrogged after

the enactment in 2010 of RA 10121, the Philippine Disaster risk reduction and management act.
Henceforth, earthquake preparedness was integrated with DRRM initiatives of the university.
Shortly after, the UP Baguio embarked on the project Establishment of a Knowledge Training and
Resource Center on climate change and disaster risk reduction, funded by the United Nations
World Food Programme. 34
Five training modules were developed on:

o Understanding climate change
o The Legal Framework of the Disaster Risk Reduction and Mitigation Policy
o Enhancing Disaster Preparedness
o Psychosocial Response to Disaster
o Post Disaster Rehabilitation and Recovery
All modules remain uploaded in the website of the Cordillera Studies Center, the research arm of
UP Baguio.
In 2013-2014, more science were launched. Examples include landslide bioengineering (use of
vetiver in slope stabilization) and rainwater harvesting and purification system, which were efforts
at ensuring water availability during times of disasters when water supply was disrupted.
34
[Google Slides}.
69 | P a g e
The year 2014 opened with holding a
DRRM orientation course for the
university: Sakunang darating,
saklolo’y tayo rin. Later that year, the
university crafted its DRRM plan in
the mid-year. It was targeted for
various building clusters. The plan
included the designation of members
of the Coordinating body, DRRM
Committee with teams responsible for
warning, first aid, evacuation and
search and rescue.35
In 2014 also, the CSC KTRC

published information materials in
English as well as Kankanaey and
Ibaloi local languages.
These included the comics which were generated and disseminated:

o Understanding Climate change with Pidlo the Pine tree and Billy Billit
o Pamphlet containing RA 10121
o Pamphlet containing RA 9729
o PAGASA report Climate Change
o DRRM informational calendars
Under the leadership of Dr. Alejandro Ciencia, Jr., the Director of the Cordillera Studies Center,
the project Change starts here: Making a Climate Smart Disaster Preparedness Sensitive UP
Baguio was launched. The project hoped to develop the campus’ disaster-preparedness and
awareness on climate change through its components on Curriculum Development and On-
Campus Activities, Capability Building and Research and Monitoring.
One event organized was the Summer Institute on climate change and DRRM in 2014. The
lectures commenced with a presentation of climate change and disasters by Associate Professor
Dymphna Javier. Then Commissioner Naderev “Yeb” Saño of the Climate Change Commission
a leading environment advocate, reminded the audience that “You cannot protect what you do
not love and you cannot love what you don’t know,” explaining that learning more about the local
environment is imperative in learning how to protect it. Renato Redentor Constantino, Director of
the Institute for Climate and Sustainable Cities (ICSC), related climate change advocacy to that
of dignity and development, affirming that development so long as it is not sustainable, or not
equitable, or does not place the dignity of the working Filipino family at the center, will keep on
creating problems as serious as what we have coming now. The forum was concluded by former
UPB Professor Reuben Andrew Muni, of Greenpeace Southeast Asia PH, who highlighted the
impact on climate change of excessive reliance on fossil fuels and presented technological
solutions to the problem.
35
[Google Slides}.
70 | P a g e
In 2014 also, the project Enhancing Stakeholders’ Capability in Utilizing the Rainfall Threshold in
the Landslide Early Warning System of Tublay partnered with the local government officials of the
municipality of Tublay. It deployed 5 automated weather stations, generated a landslide inventory
map using resolution satellite imagery and field mapping, and conducted trainings on operating
and managing the AWS units, and how to further develop a landslide inventory. Another project
was the Capacity and Needs Assessment Towards Enhancing Baguio City’s Emergency
Response Capabilities.
Year 2015 opened with the International Conference on building resilience and developing
sustainability. The participants represented a broad spectrum of expertise, interests and
persuasions – from scientists, engineers, anthropologists, psychologists, communicators,
sociologists, to social workers including government and nongovernment workers and emergency
volunteers. The highlight of the conference emphasized the value of integrating local knowledge
with scientific knowledge, and the need to address the psycho-social component to disaster
mitigation. 36
In 2015, the University of the Philippines Baguio Cordillera Studies Center’s Knowledge and
Training Resource Center (CSC-KTRC) conducted a three-day workshop on enhancing Baguio’s
emergency response capabilities. The workshop aimed to formulate city-wide accreditation
guidelines for emergency response groups and generate an earthquake response plan.
Also, in 2015, KTRC research on landslide provided the PhD research topic for Associate
Professor of Geology Dymphna Javier. One of the aspects of the dissertation work was on
generating a landslide susceptibility map obtained by frequency ratio using high resolution
satellite imagery and geographic information systems.
Another research topic on Water Security and Urban Resilience Study was taken on by the other
instructors in the College of Social Sciences. The same year, modules were developed on:
o Risk Communication in DRRM
o Media Management in DRRM
o Alliance Building in DRRM
o Business Continuity Planning in DRRM
The final report on communication mapping was produced.
36
[Google Slides}.
71 | P a g e
In the area of creative work, in the 15th anniversary year of the Luzon earthquake, the book
Histories in memories: Remembering the July 16, 1990 earthquake was published by the
Cordillera Studies Center. The anthology is a collection of personal experience of 20 Baguio
residents and highlights the efforts of Baguio residents of varied social class, age, gender,
ethnicity and religious affiliation to convey the value of creating disaster awareness, building
resilience and developing sustainability. The editor UP Baguio English Professor Candy Torres
recognized that the writers’ memories of the earthquake would “help them relive this past and
learn from it to be better informed and better prepared for the future.” It forms part of “healing and
rebuilding” of Baguio and its residents. 37
In 2016, the Facilitator’s guide on DRRM and Risk

Communication was completed.
In the area of creative work in 2016, a UP Baguio

alumnus authored the book “Our Common Fault:
Stories of Loss and Survival in the July 16, 1990
Earthquake.” The book is a collection of 79 stories by
77 survivors and responders, with Ms. Lia Pangilinan,
graduate of UP Baguio’s Language and Literature
program. The book aimed to understand what the
authors have gone through and their motivation to
“stand back on their feet and begin again.”
In 2018, researched on building resilience continued

and increased. These include:
o Constructing an Urban Future: Urban
Gardening for Sustainability and Resilience
of Baguio City, Philippines
o Resource Valuation Study and Payment for
Ecosystems Services for Water Use under
the Mount Pulag National Park.
o Ongoing researches are:
o Landslide Susceptibility and Vulnerability Assessment for Bokod, Benguet
o Wiser Use of Evidence, Wiser Policies: Developing an “Evidence-for-Policy
Guidelines” for KTRC.
Through more than two decades, seven topics have been the focus of DRRM research in UP
Baguio.
o Hazards, Vulnerability and Risk Assessments
o Early Warning Systems
o Risk Transfer Mechanisms
o Capacity Building for Disaster Preparedness
o Response and Relief
o Rehabilitation, Recovery and Reconstruction
o Policy Reviews and Recommendations
37
[Google Slides}.
72 | P a g e
The UPB DRRM Plan was crafted in 2014.This has then been the approach to DRRM initiatives:
Holistic and Interdisciplinary approach 38
Approaches in DRRM Research

o Identification of technologies and integration of local indigenous knowledge, systems and
practices related to DRRM with science and policy.
o Activities are designed to strengthen resilience through enhancing community processes,
networks and manage alternative support facilities and information systems.
o Identification of processes to improve response mechanisms and coordination.
o Interdisciplinary researches to ensure that all aspects are covered (social, science-
hard/physical, communication).
UP Baguio thus advocate the following:

o Sustainability. A regular program to take on DRRM researches (both at the academe
and LGUs - utilization of DRRM fund for research) is strongly needed.
o Vigorous Capacity Building. The need to sustain capacity building to ensure that
knowledge and skills are updated remains relevant.
o Indigenous knowledge and DRRM. DRRM and the inclusion of indigenous knowledge
systems and practices (IKSP) will be more relevant to upland/indigenous communities.
o Heightened awareness of DRRM. Enhanced DRRM knowledge among the education
sector and LGUs including barangay leaders is vital to build a disaster resilient region.
38
[Google Slides}.
73 | P a g e
E. SLU’s Research and Development Initiative/s on
Counter-Earthquake Impact: Revisiting the July 1990
Luzon Killer-Earthquake
Saint Louis University
“Heart Bags” Ergonomic Design Models for Emergencies and Disasters (Author: Maria
Corazon D. Ocampo, et.al)
Last September 2015, Zuellia Family Foundation in partnership with Civika requested a
backpack design that will help midwives in Samar perform their duties and responsibilities to
mothers and pregnant mothers to give birth, ensuring the safety and health of the mother and
child within the community. The School of Engineering and Architecture of Saint Louis
University imparts their knowledge and research capabilities to propose 17 groups in
Engineering Management.
A design of an ergonomic bag that is appropriate for midwives that efficiently contain all their
necessary equipment in performing their operations and other related social responsibilities
while not altering the comfort of the user while carrying the ergonomic bag by promoting bag
by promoting balanced body dynamics achieved by the design of the bag.39
The study aims to provide a backpack design concept that will allow a midwife to do her day-
to-day duties of providing medical care to pregnant patients, babies, and the likes wherever
the patient may be.
From the researchers’ initial design of the bag, came up with a final design that has aimed to
develop for risk reduction management situation as well as for emergency and disasters.
Thus, the final designed was created that the researchers have deemed to be appropriate for
such situations.
The proposed heart bag has two functions.

o to save people from disasters or calamities and emergencies by the use of the inflatable
bag that will turn into a boat and
o to provide healthcare services and bring medical apparatuses and equipment, medicines
and others that are needed in their field. 40
39
Ocampo, M.C. et.al. A Heart Bag’s Metamorphosis: Empowering Health Practitioners Manifest their Patients
from the Remote Areas though the Product Development of a Backpack
40
Ocampo, M.C. et.al. A Heart Bag’s Metamorphosis: Empowering Health Practitioners Manifest their Patients
from the Remote Areas though the Product Development of a Backpack
74 | P a g e
Disaster Vulnerability Assessment (Author: Engr. Marie G. Castillo, March 2009)
The project is an investigation of profiles and variabilities among people, status and structural
conditions, the mapping process relied heavily on the reliability of the data input.
Determination of building hotspots was based on the visual patterns generated from the resulting
maps that served as indicators of vulnerability in this project.41
GIS-Based Maps
The Geographic Information System (GIS) framework was employed in assessing vulnerability in
spatial terms using both structural and social indicators via generation of a set of maps of assets
and risks that served as the baseline for identifying vulnerabilities.
The database contained the official building name, building number, and the set of building
conditions as gathered from the parameters and attribute sets considered.
Rapid Visual Screening (RVS)
The most important feature of RVS is that it permits vulnerability assessment based on walk-
around of the building by a trained evaluator. 42
The RVS method is designed to be implemented without performing any structural calculations.
The procedure utilizes a scoring system that required the evaluator to carry out inspection, data
collection and decision-making process. This typically occurs at the building site, and is expected
to take around 30 minutes for each building.
41
Castillo, M.G. (2009) Disaster Vulnerability Assessment of SLU
42
Sinha and Goyal, 2008
75 | P a g e
The screening is based on numerical seismic hazard and vulnerability score. The scores are
based on the expected ground shaking levels as well as the seismic design and construction
practices. 43
43
76 | P a g e
Design of Evacuation Plan: Applying the Concept of Transportation Model (Author: Engr.
Liezel Lou Udacion-Cabutotan, May 2016)
Transportation model is an integrated solution in the design of evacuation plans. 44 The application
of the model is not limited to transporting commodities between geographical sources and
destinations.45
This study presents application of the model in the design of an evacuation plan. The situation
can be modeled as a transportation model by recognizing the parallels between the elements of
the evacuation plan.46
Table 14. Parallels between the Elements of the Transportation Model and Evacuation Plan
Transportation Model Evacuation Plan
Source Room
Destination Specified evacuation/convergence area
Supply amount at source Maximum number of evacuees per room
Demand at destination Capacity/limit of evacuation area
Unit transportation cost from source to Distance travelled from each room to
destination specified evacuation area
Example of an Evacuation Plan designed using the Model (The case of SLU)
44
Weerasekara, 2015
45
Taha, 2010
46
Udacion, LL. T. (2016) Design of Evacuation Plan: Case of SEA, SLU
77 | P a g e
Developing a GIS-Based Landslide Early Warning System (EWS) as Input for BLISST
Disaster Risk Reduction Management (Author: Engr. Florence Leslie L. Campolet, February
2020)
The purpose of the study is to identify hotspot areas for landslide using Kernel Density Estimation
(KDE) and to develop a Geographical Information System (GIS)-based EWS by measuring and
comparing historical levels of daily rainfall intensity over landslide locations.47
Comparison of the 2006-2013 Hotspot Map to Existing Maps
The study was able to generate a more refine version of existing hazard maps, however, it still
needs more improvements and additional data to have a better output.
The advantages of GIS in disaster management and as an early warning system in general would
be systematic approach to database management, knowledge and training skills of people ware
will be developed using advanced technology, facilities will be updated because computer –
based systems will speed up conventional ways of managing when databases are computerized.
47
Campolet , FL. L. (2020) DEVELOPING A GIS-BASED LANDSLIDE EARLY WARNING SYSTEM (EWS) AS INPUT FOR
BLISST DISASTER RISK REDUCTION MANAGEMENT :Extension program of SLU
78 | P a g e
Design of Temporary Bridge for Disaster Management: Modular Approach (Author Engr.
Joselito F. Buhangin, et.al)
The study is about the utilization of the modular approach to temporary bridges. The researchers
considered the statement of the objectives as follows: to provide a study that applies the concept
of Temporary Bridges utilizing Modular Approach, to present the analysis and loading conditions
with the method of connection per span, and to consider the flexibility of the study to be able to
meet the standard requirements, wherein provision of economic solutions to various demands
were considered.48
Example of a Bailey Bridge 49
Strength Evaluation of a Portable Self-Supporting Bridge (Da Vinci Bridge) (Author: Engr.
Jonel Ian B. Lucas, et.al)
The Da Vinci Bridge is an easily deployed, portable that it can be used in hard-to-reach areas and
easy to build. 50
Example of Da Vinci Bridge
48
Buhangin, J. F., et.al. Design of Temporary Bridge for Disaster Management: Modular Approach
49
https://www.artitecshop.com/en/bailey-bridge.html
50
Lucas, J.B., et.al. (2018) Strength Evaluation of A Portatble Self-Supporting Bridge (Da Vinci Bridge)
79 | P a g e
The researchers came up with a bridge that is man-portable and can be immediately placed
across a body of water.51
Prototyping Deployment
Installation of railings Success
Repair Sequence and Recovery Time in Water Distribution Network Resiliency (Author:
Engr. Janice Kaye L. Aquino, et.al)
The objective of the research is to optimize the restoration process of the water distribution system
in the event of an earthquake.
In sequencing the repair of nodes, priority is given to demand nodes with higher efficiency. This
is to restore service first to nodes that will supply water to more consumers in the shortest time
possible. 52
51
Lucas, et.al. (2018) Strength Evaluation of a Portable Self-Supporting Bridge (Da Vinci Bridge): Project study of
SLU
52
Aquino, et.al. (2021) Repair Sequence and Recovery Time In Water Distribution Network Resiliency
80 | P a g e
La Trinidad water distribution system Mathematical Model
Mapping of pipes, nodes and sources booster of La Trinidad Water District water distribution
system 53
The six identified seismic sources can potentially damage and disrupt water supply service
provided by La Trinidad Water District (LTWD). Based on PSHA, the north-western part of the
municipality will experience the highest PGA implying that pipes located in the area will be highly
vulnerable to damage due to earthquake.
In an event where earthquake causes an all-pipe-failure following the repair sequence as derived
from Horn’s algorithm, it can be guaranteed that water demand can be met sooner at areas where
demand is highest. This implies that more consumers get to have their water supply back faster.54
Seismic Performance Tool for Public Elementary Schools Buildings in Baguio City
(Author: Engr. Marie Kathlyn Bautista De Guzman, September 2013)
There were twenty-nine (29) public elementary schools in Baguio City. All low to medium rise
reinforced concrete buildings shall be identified from these schools. All of which were assessed
using the risk assessment tool derived from the first phase of the research.
The seismic performance score of each building was computed. So that, the performance
classification of the buildings were identified and ultimately, high-risk public elementary school
buildings in Baguio City were determined. 55
The observable parameters to the seismic performance of buildings are:
53
Publication: International Journal of GEOMATE, Jan., 2021, Vol.20, Issue 77, pp. 77-83
54
Aquino, et.al. (2021) Repair Sequence and Recovery Time In Water Distribution Network Resiliency
55
Deguzman, M.K. (2013) Seismic Performance Tool For Public Elementary Schools Buildings in Baguio City
81 | P a g e
o Number of storeys
Most of the severely damaged and

collapsed buildings during the 1990
earthquake are four storeys and
above. This correlation is still
relatively lower than the correlation
of damage of other observable
parameters of buildings.
o Presence of Soft Storey

Soft-story buildings, so called for having first storeys much less rigid that the storeys
above. All buildings which meet all the conditions for having a soft storey (or is sure to
have a soft storey) were either severely damaged or collapsed during the earthquake. And
that all buildings which did not have any damage during the earthquake did not exhibit the
strong conditions for the presence of soft storey.
o Presence of Overhang/s
All buildings having moderate to heavy overhangs were severely damaged or collapsed
during the earthquake. A small percentage of buildings, however, having no or light
overhangs were also severely damaged during the earthquake.
82 | P a g e
o Presence of Short Columns
All buildings that are more probable to have or are sure to have short columns were
severely damaged or collapsed during the earthquake. Also, the buildings having no short
columns, did not incur any damage during the earthquake.
o Apparent Building Quality
Apparent building quality came out to be the predominant parameter affecting the seismic
vulnerability of buildings.
o Topographic Effect
All the sample buildings built on

slopes more than 60 degrees either
collapsed or incurred severe
damage during the earthquake. This
means that the effect of topography
to the seismic vulnerability of
buildings may not be disregarded.
83 | P a g e
The Public Elementary Schools that may be highly vulnerable to earthquake damage and
require further seismic analysis are:
o Baguio SPED Center (Building A and C)
o Doña Aurora Elementary School (Building A, B and C)
o Lucban Elementary School (Building A and C)
o Rizal Elementary School
o Roxas Elementary School
o Elpidio Quirino Elementary School
o Fort del Pilar Elementary School
o Gibraltar Elementary School
o Quezon Hill Elementary School
o Pinget Elementary School (Building B)
o Quirino Hill Elementary School
The remedy to damaged buildings is using of angle bars and flat bars. The advantages of using
the said materials are the availability of materials, availability of welders and its simplicity. 56
F. Ambuklao and Binga Dams Emergency Action

Plan: Safety Protocols for Host Communities to
Address the Earthquake Impact
SN Aboitiz Power Group
The SN Aboitiz Power Group is a hydropower development company, operating exclusively in

emerging markets. It operates the Ambuklao and Binga Hydroelectric Power Plants.
As the Philippines currently have no specific dam safety legislation or guidelines, the use of
recognized and appropriate dam safety practice has been adopted as a basis for operation,
maintenance and surveillance of the Ambuklao and Binga Dams.
56
Deguzman, M.K. (2013) Seismic Performance Tool For Public Elementary Schools Buildings in Baguio City
84 | P a g e
Thus, the Operations & Maintenance of SN Aboitiz reflects the general requirements contained in
the United States Bureau of Reclamation Safely Evaluation of Existing Dams (USBR SEED)
Manual and with reference also to specific aspects of the New Zealand Society on Large Dams
(NZSOLD) Dam Safety Guidelines (2000), consistent with standard industry practice.
Both the Ambuklao and Binga Dams, with their appurtenant works, has been assessed as a HIGH
Potential Impact Category dams as defined in the NZSOLD Dam Safety Guidelines or HIGH
Hazard dam in terms of USBR SEED. The operation and maintenance of the dams therefore
reflects the guidelines recommended by NZSOLD and USBR SEED for such dams. 57
Key aspects relating to safety of the dams:

o The safe passage of floodwaters
o Proper maintenance and operation of all appurtenant structures
o Regular dam surveillance
o Performance in large earthquakes or other extreme events, essentially dealt with under
the Emergency Action Plan
o The regular monitoring of rainfall and reservoir levels
o The safe and proper operation of the spillway gate
o The ability to draw the reservoir level down below the spillway crest
o The management structure and level of training of those involved in operating, observing
and maintaining the facility, and the specialist advice available
o The management and analysis of dam monitoring data
The Emergency Action Plan act as a predetermined plan of action to be taken to reduce the
potential for property damage and loss of lives in an area affected by a dam break of excessive
spillway discharges. 58
Roles and Responsibilities
57
Limpayos, E.D. (2021). Ambuklao and Binga Dams Emergency Action Plan [Google Slides}.
58
85 | P a g e
Emergency situations that may endanger the integrity of the dam or downstream property
and/or life, and requires immediate action are:
o Failure by breaching or impending failure of dam
o Overtopping the dam
o Excessive seepage or highly turbid seepage from any part of the dam and its
appurtenant structures
o Failure or impending failure of the dam spillway
o Earthquake
o Power supply failure for spillway gates
o Flood or fire in power station
o Unusual occurrences
Emergency Notification
o During the operation of the Ambuklao and Binga Hydro Electric Plan Facility, the joint
inspection team of SN Aboitiz Power-Benguet, Inc. and NPC/PSALM staff are required to
maintain surveillance and monitoring of the dam as per the Operations and Maintenance
Manual and Surveillance Manual.
o Upon recognition of a potential problem with the dam, SN Aboitiz Power-Benguet, Inc. and
National Power Corporation staff shall, without delay, investigate the cause, and proceed
with the necessary actions and provide preliminary warning to SNAPB Chief Executive
Officer and Chief Technical Officer, NPC/PSALM. It is the responsibility of the Site
Technical Manager and Maintenance Manager and NPC/PSALM to an Emergency
Situation or not. 59
Emergency Preparedness- Threat Levels
A YELLOW Site Emergency will be declared after or during unusual events such as
Earthquakes, high winds, heavy rains or a rapid rise in reservoir level after one of these
events occurs, a dam inspection shall take place as per the Operation & Maintenance
Manual, Inspection after Unusual Events’ criteria.
An ORANGE Site Emergency will be declared when a situation develops where a failure
may eventually occur; but corrective actions taken during certain events (such as major
floods, earthquakes, evidence of seepage through dam core) may mitigate the problem.
This situation can also be used when there is no danger for dam failure, but extreme
flooding may occur downstream.
A RED Site Emergency will be declared in a situation where a failure has occurred. Once
this level of emergency is determined by the dam owner and operator that there is no
longer any time available to attempt corrective measures to prevent failure, the failure is
imminent or has occurred. ERT initiates immediate evacuation.
59
86 | P a g e
Notification Flowchart
Dam discharge warning information network in Ambuklao and Binga Dams.60
Ambuklao Dam Binga Dam
Process in dam discharge
60
87 | P a g e
Inundation Mapping
Inundation maps have been created as part of the Dam Break analysis completed by Tonkin
and Taylor. These maps identify areas downstream of Ambuklao and Binga that are subject to
flooding in the event of a rapid dam failure.
Inundation Simulation
Recent Binga spillway flood passage study (May 2008 T&T) confirms that there is sufficient
capacity in the Binga Dam spillway to pass the Probable Maximum Flood (PMF).
88 | P a g e
Emergency Preparedness
In accordance with the Operation and Maintenance Manual, the Operator shall ensure
operability of the following:
o Spillway gates
o Hoisting equipment and control equipment for gate operation
o Auxiliary diesel generator for spillway gates operation
o Lighting system for gate operation
o CCTV for water level monitoring and gauge reading
o Radio and portable telephone, other communication equipment
o Vehicles
o Weather station
o FFWS equipment (NPC)
In order to limit the impacts and damage resulting from an emergency situation, the key
documents used for Emergency planning and prevention are:
 Flood Operation Manuals
 Flood Operation Rule
 Dam Discharge Protocol
 Dam Discharge Warning Manual
 Ambuklao Operation and Maintenance Manual
 Crisis Plan and Disaster Recovery Plan
 Occupational Safety and Health Management System Manual61
Flood Warning Siren Test
61
89 | P a g e
Flood Warning Siren Simulation
EAP Training and Exercises
The EAP Site Coordinator (AVP-Plant Manager) is in charge of and responsible for the training of
Operator’s employees. During the EAP training sessions, focus should be placed on:
 Employee roles and responsibilities
 Plans and procedures
 Evacuation procedures on site and downstream
 Response to particular scenarios and levels
The EAP shall be simulated regularly in part or whole to test the efficiency of the process, from
Operator’s employees to the emergency agencies. Regular drills will improve knowledge,
awareness and response skills. Areas to be monitored during drill area:
 Proper working of alarms, phone, radios, etc.
 Adherence to the EAP procedures/protocols.
 Emergency agencies, their availability and response time.
 Timeliness of evacuation and accountability of personnel on-site at time of drill. 62
62
90 | P a g e
Roles and Responsibilities: RA 10121
The Local Government is responsible for notifying and evacuating those people who live in
areas that would be inundated by failure of dam or flood releases. Functions relating to emergency
preparedness and disaster operations are assigned specifically to the Regional Disaster Risk
Reduction Management Council (RDRRMC) and the Local Disaster Risk Reduction and
Management Council (LDRRMC) at their respective regional, provincial and municipal levels.
The Chairman of the RDRRMC is the Regional Director of the Philippine National Police (PNP).
The Regional Director coordinates the disaster operations in the region and implements the
guidelines set by the NDRRMC,
The Chairman and Vice-Chairman of the LDRRMC are the Governor and Mayor, respectively.
They are counter-parts of the RDRRMC Chairman in the province and municipality.
Community includes the local barangay leaders, non-government organization, groups and
associations, including religious, community service, health, academic and business.63
Community Emergency Action Plan Activities of SNAP includes addressing concerns related to
their constituency, to the local authorities including plans and programs to protect their health and
habitat. SN Aboitiz provides leadership to train their people on emergency procedures. They
assist local support and participate in EAP. And they also assist in evacuation efforts under the
direction of the authorities. 64
63
64
91 | P a g e
Community EAP Related Matters
Proposed Evacuation Site at Dalupirip, Itogon, Benguet
Proposed Evacuation Site at Sitio Balococ, Dalupirip, Itogon, Benguet
92 | P a g e
Proposed Evacuation Site at Sitio Tabo, Dalupirip, Itogon, Benguet
The EAP implementation requires coordinated efforts between the Dam Operator/Owners and
the local community. They are to enhance efforts on the following:
 Local communities to prepare their Disaster Management Plan (RA 10121)

 Finalize the identification of community evacuation area
 Test evacuation routes, procedures and muster points (assembly areas)
 Test and make available local resources of emergency response
 Test notification procedures
 Conduct joint communication evacuation and simulation drills
 Training, e.g. Moving Water Rescue Training 65
65
93 | P a g e
G. Earthquake Risk Assessment and Contingency
Plan for Earthquake, City of Baguio City
City Government of Baguio
The Earthquake Risk Assessment and Contingency Planning of Baguio City is not yet complete
as they are taking several steps in the Climate and Disaster Risk Assessment which will be the
base point of all other plans of the City such as the CLUP, City Development Plan, Disaster Risk
Reduction Management and Climate Change Action Plan and DRRM. These plans will be hinged
from the CDRA because it has a lot of information and the most important information with respect
to how they would put the development.66
Climate and Disaster Risk Assessment is composed of six (6) steps:
• Collect and Organize Climate Change and Hazard Information

Step 1
• Scope the Potential Impacts of Hazards and Climate Change

Step 2
• Develop Exposure Data Base

Step 3
• Conduct Climate Change Vulnerability Assessment

Step 4
• Conduct Disaster Risk Assessment

Step 5
• Summarize Findings
Step 6
Step 1 which is to collect and organize climate change and hazard information is the important
and hardest. In step 2, the Baguio City LGU undertook a lot of time and effort in scoping out the
potential impacts of hazards and climate change because essentially for an urban center the most
important thing to understand is what would be the impacts of the climate change and hazards
into the urban spectrum. When talk about the urban areas, there are a lot of investments and
people in one place and when it comes to Baguio, that is one very small land area. So, a lot of
investments and people in one small land area is actually a disaster in the making already.
In step 3, the City of Baguio developed exposure of data base because they want to understand
what are the exposures of the city or which phenomenon within the urban spectrum is exposed
with respect to several or different possible disasters and the impacts of climate change.
66
Tabangin, D.G. (2021). Earthquake Risk Assessment and Contingency Planning, Baguio City [Google Slides}.
94 | P a g e
Risk Assessment
1. Understand risks posed by natural hazards and climate change on exposed areas,
sectors and communities.
2. Identify priority decision areas and development challenges posed by climate change
and natural hazards. The city is undergoing a very big challenge when it comes to
development. One of the things to take into consideration, the city is about to breach the
carrying capacity. The city is the melting pot of all bad things that could happen. Baguio
City is operating on scarce resources on financial as well as physical therefore they have
to have prioritize in terms of decision areas.
3. Determine realistic projections on demand and supply of land. This is a case in urban
areas because there are a lot of people, a lot of competing resources and a lot of
investments put in a small piece of land. There is the high demand and low supply.
Development and establishment are currently happening so the projections into the future
would be as realistic as possible.
4. Incorporate spatial development goals, objectives and targets to reduce risks and
vulnerabilities.
5. Make informed decisions to effectively address risks and vulnerabilities.
6. Identify appropriate risk reduction and climate change adaptation and mitigation
measures as inputs to the comprehensive development planning and investment
programming. 67
Framework on Mainstreaming CDRA to Planning
CDRA
CLUP &
ZONING CDP & AIP
LDRRMP LCCAP
CONTINGENCY PLAN
67
95 | P a g e
1. Generating the Planning Database
a. Ecological Profile would be mainly the outputs of the CDRA already.
b. Matrix of Local Development Indicators
c. Problem-Solution Matrix
2. Formulation of New Goals/Revalidating the Vision Statement.
3. Formulation of CLUP
The formulation of CLUP is very important because this is where development is shown
where it can or cannot be located. Development is locational therefore they have to make
sure that the locations they pinpoint in terms of the Land Use Plan and Zoning Ordinance
are safe areas already. The city is also looking in the possibility of relocating the residence
or citizens who are living in the danger sites to safer areas that is why the city is already
getting into housing development plan. Once the residents or citizens are relocated the
city of Baguio will take the high hazard areas and just leave it as open spaces.68
4. Formulation of CDP
Action plan to implement priority PPAs in their proper location.
The CDP is equally important because as the Land Use Plan it needs to be implemented
in terms of programs, projects and activities. Again, this implementation needs a proper
location – best locations for urban development.
The CDRA will be the base information that will influence the Land Use Plan, Zoning Ordinance,
City Development Plan and Annual Investment Plan.
Based on the framework, at the higher level are the four (4) plans. These plans should talk to
each other so when it comes to Disaster Risk Reduction Management Plan and Local Climate
Change Action Plan it should be that all are coming from a standard foundation which is CDRA.
And they should be related to what is stated in the CLUP, ZO, CDP and AIP.
The end goal of this is to prepare the people, city and all investments that are present in the city
into contingency plan. The city of Baguio cannot get a contingency plan unless they understand
what are the impacts, who are at risk and what are their vulnerabilities.
Exposed Elements in an Urban Area
1. Population- spatial location and number of potentially-affected persons;
2. Urban Use- the built environment (residential, commercial, industrial tourism, sanitary
waste management facilities, cemeteries and other land uses in the locality;
3. Natural-Resource Based Production Areas- areas utilized for crop, fisheries, and forest-
related production. During COVID-19 pandemic, survival gardens are being implemented
which is beneficial and important. The city of Baguio will see to it that the going green will
be primary to the city’s development;
4. Lifeline Utilities- transportation, water distribution, drainage and power distribution
networks;
5. Critical Point Facilities- provide key socio-economic support services (schools, hospitals,
local government buildings, roads, bridges, communication towers, and power-related and
water-related facilities.)
68
96 | P a g e
Baguio Population Model
There’s no hazard if there’s no people. So,
hazard and climate change have been going
on for millennial already. But if you put in the
equation the people then that becomes a
disaster. When it comes to the carrying
capacity which is one of the things to
consider in terms of growth and development
the population of the city has to grow as well.
In the model, there are two (2) possibilities of
population growth. One is the Logistic
growth, which is population that just
develops or grows or expands within a
carrying capacity. Second is the Exponential
growth where population is unabated or
grows exponentially. 69 Malthusian Model
The population matches the growth model or exponential growth. Baguio City is living beyond the
natural capacities of our environment and put into that the impacts of the climate change and
disasters. The model is the projection of the population of the city until 2043, as of this moment
the city is hitting 400,000 and it is being expected that the population would be at almost 600,000
by 2043. This are just the regular residents of Baguio City because there is day time population,
night time population and population during festivities or holidays which shoot up to almost a
million and more. It’s a lot of people in a small land area.70
Population linear Path
398,552 pop as of 2018
25,000 pop in 1918
Figure 3: Estimated Population Growth in Baguio
Baguio Model
69
70
97 | P a g e
CDRA Hazard Inventory Matrix
Based on the CDRA Hazard Inventory Matrix, the worst-case scenario is earthquake with a high susceptibility. The earthquake on July
16, 1990 had a magnitude of 7.8 with a frequency of 45 seconds and the area covered was the entire city. Earthquake can also trigger
landslides.71
71
98 | P a g e
Local Fault Lines
99 | P a g e
Baguio Reality
Photo shows the city’s reality, layer upon layer of phenomenon, there is
the build-up area, the people, lifeline, utilities everything that could
possibly exist on a geographical space in Baguio City.
All built-up areas are in place so the city have to come up with creative
and innovative solutions to these challenges already. They have to think
of how they can put in mitigation solutions into phenomenon as what is
being shown in the picture.
The City as a System of Systems

Everything comes together and if one breaks down then all other parts of the system are affected.
One small hazard might trigger a disaster and if it affects one or two of these different systems in
the city then it might be that the city will be shut down. But that cannot happen because there is
life in the city when talk about the economy and the sense of living, therefore this has to continue
after a disaster until the city would be able to get back to its feet again. Understand that in the
assessment it should be on the system point of view. Everyone is living in a network where one
intersects the other and influences the other. One cannot think of risk assessment where one item
only is being talked about. For example, just the ecosystem services or the healthcare facilities in
the city it should be taken into consideration that everything is interrelated therefore everything
should be put into place and the assessments should involve all these sectors together.72
72
100 | P a g e
Baguio City has been updating the land use plan together with CDRA. With the assessment that
came out with CDRA, the Baguio City LGU can identify which house, properties, communities,
puroks and barangays are at risk and what would be the number of people, the amount of
investments present in that area already. The LGU mapped out the cadastral survey of the entire
city and put in the different land uses. Then on top of which information about building, occupants,
and socio-economic information will be placed because the LGU wants to make sure that they
have a good idea of what their vulnerabilities and the people who are at risk.73
Baguio City Land Use Updating

One that scares the LGU upon putting the fault lines, lineaments and sinkholes of the city is it
covers all. However, the city is not high-risk all throughout. There are safe pockets in the city that
needs to be identified. Baguio is Baguio already and people cannot just pack up and transfer to
another place or develop another city. The lives of the people are already anchored to the city
therefore everyone should work out their resiliency.74
73
74
101 | P a g e
Baguio Fault Lines, Lineaments, Sinkholes
Another thing that the LGU is trying to incorporate in the CDRA is the interaction of hazards.
Earthquake can trigger a landslide then a landslide might trigger other hazards. It cannot be that
the thought-processes when it comes to hazards should be linear and one hazard at a time.
Hazards are triggers and might increase the probability of other hazards though it might be
smaller. In terms of contingency planning it means that the need to widen the scope of analysis,
plot and predict what would be the interaction or how can it progress across the city when an
earthquake happens.75
75
102 | P a g e
Hazard Interaction Matrix 76
76
Source: Gill and Malamud, 2014
103 | P a g e
Baguio City Demography
Baguio City can be reached through four (4) major roads. When it gets cut off by a disaster then
the city is an island by itself already.
Based on the
map, one of the
most critical
facilities are the
Barangay Halls
because they
are used as
evacuation
areas and also
site of
administration
not only during
normal times but
during disasters
as well. The
Baguio City LGU
is trying to
understand
which Barangay
Halls are more
exposed than
the others so
that in terms of possible disasters the LGU would know how they would move resources about or
it is needed to retrofits and
rebuild the Barangay Halls
to stronger structures. It
goes back to the city’s
development plan and
how to prioritize the
investments of the city in
the development of
infrastructure.77
77
104 | P a g e
Growth Nodes and Circumferential Road Map
The map shows the preferred development plan of the city. The business district has overgrown
itself therefore the LGU is looking into a possibility of creating growth nodes in the city. As soon
as the hazard map are in place, the LGU will check if this growth nodes are within the hazard
areas because in case of a disaster there should be other areas in the city where people can go
to access services as well as essential goods.
Way Forward
The Baguio City LGU is still in process in completing the CDRA process. They will be conducting
community-based monitoring system (CBMS) which adds another layer of information, this is all
about the people now who live in this urban area and the maps of the city will have a better
information by the time the LGU will finish the CBMS. They will also update DRRM plan, develop
contingency plan and conduct of simulation exercises.78
78
105 | P a g e
Self-Assessment Tool
ORGANIZE FOR DISASTER

RESILIENCE
2 IDENTIFY, UNDERSTAND, AND
EXPEDITE RECOVERY AND
USE CURRENT AND FUTURE
BUILD BACK BETTER
RISK SCENARIOS
ENSURE EFFECTIVE DISASTER 1 STRENGTHEN FINANCIAL
RESPONSE CAPABILITY FOR RESILIENCE
0
INCREASE INFRASTRUCTURE PURSUE RESILIENT URBAN
RESILIENCE DEVELOPMENT AND DESIGN
UNDERSTAND AND SAFEGUARD NATURAL
STRENGTHEN SOCIETAL BUFFERS TO ENHANCE THE
CAPACITY FOR RESILIENCE PROTECTIVE FUNCTIONS…
STRENGTHEN INSTITUTIONAL
CAPACITY FOR RESILIENCE
Resiliency Scorecard of Baguio City

The Baguio City LGU used a self-assessment tool 79. The graph show where their strengths are
and where they are weak. They are very strong in organizing for disaster resilience because they
scored 2 which is the highest score. They are very weak in understanding and strengthening
societal capacity for resilience because they scored zero. Another one is the increase
infrastructure resilience, much of the infrastructures in the city would need retrofitting and a
thorough assessment of the infrastructures since this is where people live and work so it should
be made sure that the infrastructures are the safest place when a disaster happens.
Another item which is under the score of 1 is to strengthen financial capability for resilience. The
Baguio City LGU should look into their annual investment plan, prioritized programs, projects and
activities in such a way that it is programmed towards resilience.80
79
Source: UN Office for Disaster Risk Reduction
80
106 | P a g e
H. Contingency Plan for Earthquake
Local Government Unit - Sablan
The municipality of Sablan is

located at the western portion
of the province of Benguet. It
is twenty-one (21) kilometers
north of Baguio City and forty
(40) kilometers in the
westwards from the
Provincial Capitol at La
Trinidad. The remotest sitios
and barangays of the
municipality could be reached
through other municipalities:
Banengbeng through the La
Trinidat-Bineng-Banengbeng
Road; Bagong and Balluay
through the Alno-Asin-Tuel-
Tublay-Balluay-Bagong
Road; and Bayabas through
the Baguio-Asin-Naguilian
Road passing through Tuba,
Benguet.
In territorial size as per cadastral surveys and ancestral domain declarations, Sablan ranks eighth
(8th) in the province with an estimated total land area of 105.70 square kilometers (10,570.46
hectares) roughly 3.98% of the 265,538 hectares of the province of Benguet.
Latest geographical information system however shows that the area totals to 11,545.29 hectares,
Bayabas as the largest with a total land area of 2,356.63 hectares and Balluay being the smallest
barangay with 605.44 hectares as its area. 81
Table 15. Land Area per Barangay82
Barangay Land Area (Hectares) Percent to Total
1. Bagong 1,617.36 14.01
2. Balluay 605.44 5.24
3. Banangan 1,905.44 16.50
4. Banengbeng 1,432.92 12.41
5. Bayabas 2,356.63 20.41
6. Kamog 1,460.30 12.65
7. Pappa 1,410.94 12.22
8. Poblacion 756.26 6.55
TOTAL 11,545.29 100.00
81
Galo, S. B. (2021). Contingency Plan for Earthquake Municipality of Sablan [Google Slides}.
82
TWG-MPT GIS Survey
107 | P a g e
Sablan has a
characteristically rugged and
mountainous topography with
elevations ranging from 200
to 1,700 meters above sea
level. The basic feature of the
municipality is a terrain
considered more rolling than
the other municipalities of
Benguet. However, some
flatlands could be found at
barangays Kamog,
Poblacion, Bayabas, Balluay
and Bagong. Likewise, the
municipality also has
irregular, rugged terrain and
towering rocky mountain
especially at its eastern and
southern sections.83
Table 16. Slope Categories 84

Slope Category Description Area (Hectares) Percent to
Total
0-3% level to nearly level 421.13 3.65%
4-8% nearly level to undulating 589.58 5.11%
9-17% undulating to rolling 673.80 5.84%
18-30% rolling to moderately steep 289.78 2.51%
31-50% moderately steep to steep 7,264.89 62.93%
above 50% steep to very steep 2,306.11 19.97%
TOTAL 11,545.29 100.00%
Figure 1. Slope Categories in Sablan, Benguet
83
84
Sablan Municipal Engineer’s Office
108 | P a g e
Table 16 and figure 1 shows that only around 421.13 hectares of the municipality are
characterized by slopes of the 0-3% category. These broad areas of level to nearly level lands
are utilized as rice fields or paddies and are found mostly in Barangays Poblacion, Bagong,
Balluay, Banengbeng and Bayabas. Slopes categorized as 4-8% (nearly level to undulating) are
suited for intensive crop production and human settlement.
Risk Scenarios
As per the Department of
Science and Technology -
Philippine Institute of
Volcanology Seismology
(DOST-PHIVOLCS), there is
an active fault which is the
Tubao Fault extending from
the Northeastern part of
Barangay Banangan which
runs westwards through the
eastern part of Barangay
Kamog and western part of
Barangay Banengbeng all
the way to Barangay Bagong
and Barangay Kaliwaga of
the Municipality of
Kapangan.
Much of Sablan are also
classified with a high
landslide susceptibility by the
Geosciences Development
Division of the Mines and
Geosciences Bureau. Very high landslide susceptibility was also mark in three barangays
particularly at Sitios Duyot and Shalshal of Balluay, Sitio Balingew of Pappa and Sitio Monglo of
Bayabas.
The rest of the municipality has been determined as medium landslide susceptibility areas. It is
to be noted also that the Municipal Planning and Development Office has determined certain
portions of the Baguio-Bauang National Road passing through the municipality as erosion prone
areas. Ground shaking therefore aggravated by heavy rainfall will inevitably cause landslides in
most part of the Municipality.85
It is to be noted also that the Municipal Planning and Development Office has determined certain
portions of the national road running through the municipality as erosion prone areas with one (1)
sinking area identified at Monglo, Bayabas and Kalipkip, Banangan.
85
Contingency Plan for Earthquake 2020-2022 Municipality of Sablan [Google Docs]
109 | P a g e
Table 22. Landslide and Sinking Areas
LANDSLIDES
Sitio/Barangay Year Occurred
Shekis,Banangan 1990
Shal-shal, Balluay 2009 and 2016
Tufil, Balluay 2016
Calot, Banangan 2009
Saint George, Banangan 2009
Amocao, Bayabas 2009
SINKING AREAS
Monglo, Bayabas 2009
Kalipkip Banangan 2009 and 2018
Balingew, Pappa 2009
The municipality requires having a contingency plan for earthquake being ranked as number two
where hydro-meteorological hazard is number one based on the assessment of the hazards.86
Table 23. The anatomy of hazards

ROOT CAUSE EARLY WARNING TRIGGERING EXISTING
SIGNS FACTORS MITIGATING
MEASURES
Earthquake • PHIVOLCS • Rugged and • Earthquake
• Indigenous mountainous drills
The Philippines is knowledge such topography • Information
located within the so as unusual • Increase in Education
called “Ring of Fire” behavior of Housing projects Campaign (IEC)
which makes the some animals (Lexber homes, i.e. Faultfinder
country vulnerable to such as dogs, SLU Housing and Hazard
earthquake, tsunami snakes, cats, project) hunter
and volcanic carabaos and application
hazards. crows including • Designated
insects and Evacuation
others. Centers
• Signages
• Implementation
of building
code.
• Retrofitting of
damaged
infrastructure
86
110 | P a g e
Table 24. Worst Case Scenario during an Earthquake
SITUATION BAD WORSE WORST
Description of the event 6.5 magnitude earthquake 6.9 magnitude earthquake A 7.2 magnitude
is experienced caused by is experienced caused by earthquake is experienced
the movement of the the movement of the by the municipality caused
Tubao Fault Tubao Fault by the movement of the
Tubao Fault. Numerous
incidents and serious
disruptions were recorded.
Power lines and
communication facilities
and services were cut;
road networks systems,
some schools and health
facilities were damaged.
The municipality is
isolated for thirty (30)
days. There were
occurrences of landslides,
collapsed structures, fire
incidents, episodes of
heavy rainfall and
damaged agri-
fishery structures.
CASUALTY
Death 0 <5 <10
Injury <10 <20 <50
Missing <5 <10 <20
AFFECTED POPULATION
Local 3,000 8,768 11,768
Foreign 50 300 outside visitors
including foreign
nationals.
EFFECTS ON
Housing 20 houses are totally 50 houses are totally damaged
damaged and 100 are and 1,000 houses are partially
partially damaged damaged
Tourism Tourism activities partially Tourism activities are severely
affected affected
Agriculture 20 has moderately affected 100 has severely affected
Fisheries Fisheries are partially Fisheries are extensively
damaged affected
Livelihood/Business Livelihood is partially Livelihood are severely affected
affected and their crops are extensively
devastated
Roads Partially damaged on Lamtang-Palali Section of
identified roads Quirino Highway; Palali-Sawali
Rd; Poblacion-Sabdang Rd;
Poblacion-Salat Rd; Monglo-
Bayabas Rd; Calot-Kamog Rd;
Kamog-Pappa Rd; Banengbeng
Rd; Taba-an Balluay Rd;
Balluay-Bagong Rd closed for
30 days due to series of
landslides.
Bridges Some repairs are needed Sabdang Rd; Sacrid FB;
due to minor damages Ambacuang FB; Palva FB;
Pelingan FB; Ampeta FB;
Banengbeng-Balluay FB; Botot
111 | P a g e
FB; Mangi FB impassable for 1
month.
Communication Unstable networks No cellular phone signal for 1
month; no internet due to
damaged towers,
communication lines and
facilities/services.
Power No electricity for 1 week due No electricity for 1 month due to
to damaged electric posts damaged electric posts.
Water Limited water supply No water supply for 2 weeks due
to damaged water tanks,
pipelines and water sources.
Environment/ecology Few fallen trees due to Many water supply for 2 weeks
earthquake induced due to damaged water tanks,
landslides. pipelines and water sources.
Response Capabilities MDRRMC 60% SAR Teams available Municipal Incident Management
convened (MERT & BERT) Team is activated with some
response groups from other
local DRRMC’s and private
entities:
-EOC
-Logistics
1 MERT, 8 BERT
SAR tools and equipment
1 MD, 1 RN, 1 Med Tech, 8
Midwives (1 casual), 61 BHW’s
10 BNS, 6 HRH, 3 RHMPP, 72
Barangay Tanods
1 Ambulance
1 MDRRM Recue vehicle
8 Barangay DRRM Rescue
vehicles
1 PNP vehicles
1 pay loader
1 dump truck
1 fire truck
OTHERS
Transportation Limited transportation; Transportation interrupted;
stranded passengers roads impassable due to
landslides.
Food No readily available food supply
due to closure of local
markets/stores.
112 | P a g e
Table 25. Affected Population
NO. DISPLACED POPULATION ASSUMPTIONS

AFFECTED
NUMBER OF (why there were
AREA CHARACTERIS
AFFECTED OUTSIDE affected/
(region/ INSIDE EVACUATION TOTAL TICS
POPULATION EVACUATION displaced/
provincial/
evacuated)
municipality/
Family/ Family/ Family/ Family/
barangay/
House House House House
others)
holds Persons holds Persons Location holds Persons holds Persons
Bagong 169 845 5 25 4 20 178 890
Balluay 98 490 5 25 4 20 107 535 > outside visitors

>houses located including foreign
Banengbeng 217 1,085 10 50 10 50 237 1,185 along landslide nationals,
areas professionals,
Banangan 543 2,715 60 300 11 55 614 3,070 >sinking area farmers,
>occurrence of children, senior
Bayabas 575 2,875 60 300 10 50 645 3,225 heavy rainfall citizens, IPs,
>occurrence of PWDs, vendors,
Kamog 313 1,565 40 200 8 40 361 1,805 fire laborers, both
male and female
Pappa 134 670 5 25 3 15 142 710
Poblacion 600 3,000 70 350 50 250 720 3,600
113 | P a g e
Goal:
To provide an immediate, effective, efficient, systematic, well-coordinated response mechanism
to further protect and preserve lives, properties through adherence to local and national policies
and standards.
Objectives:
o To activate the municipal EOC in adherence to the requirements of Operation Listo.
o To efficiently utilize the cluster approach for the provision of basic social services.
o To effectively utilize the ICS for incident management.
o To conduct timely RDANA activities to assess the needs of the affected populace.
o To develop self-reliance by promoting and encouraging the spirit of self-help and mutual
assistance among the local officials and other constituents.87
The following are the required clusters, with the corresponding lead and member offices, that
must be activated in response to earthquake:
Table 26. Coordination

CLUSTER LEAD OFFICE OFFICES INVOLVED
Education Dep Ed PNP, MHO, MSWDO, BFP
Health MHO MSWDO, PNP, MEO, Dep
Ed, BHW Assoc., MTO, MBO
Protection Camp MSWDO MHO, DepEd, MLGOO,
Coordination Management BDRRMO, PNP, BAWASA,
(PCCM) MDRRMO, BENECO,
BPATS, MEO, RELIGIOUS
Groups, SODA, MTO, MBO,
MO
Food and Non-food Items MSWDO MHO, PNP, MAO, MTO,
(FNI) MBO, MO
Management of the Dead DILG-SABLAN PNP, BFP, MDRRMO,
and the Missing (MDM) HEDCOR, MLGOO,
BDRMMC, MHO, local
contractors
Search, Rescue, Retrieval BFP PNP, BFP, MDRRMO,
(SRR) HEDCOR, MLGOO,
BDRRMC, MHO, local
contractors
Roads and Bridges DPWH/MEO PNP, BPAT, BFP, BDRRMO,
Clearing Management PNP, MDRRMO
Logistics MDRRMO PNP, MEO, MCR, MASSO,
MTO, MBO
Emergency MDRRMO PNP
Telecommunication (ETC)
Law and Order (LO) PNP MDRRMO, MLGOO, BFP
87
114 | P a g e
The Sablan EOC is the repository of information and main hub for coordination of the different
clusters. It serves as the main communication link for all responding units, receives emergency
and non-emergency calls, monitors the security and surveillance cameras municipal wide,
dispatches call to concerned responding unit, receives data and reports from responding units.
Location: 3rd floor, DRRM building, Poblacion, Sablan, Benguet

Alternate EOC: Palali Elementary School
Contact Numbers: 09074984637
Email address: mdrrmosablan@gmail.com
Facebook: mdrrmosablan
The EOC shall be operated by the following personnel according to the organization structure:
Emergency Operations Center

Jonathan C. Acop
Public Info/Media Center

Report Developer Daisybel Acosta
Arthur Mariano
Liaison Group
Ares C. Compala
Alert & Monitoring Operational Response Information

Coordination Coordination & Management
Engr. Ronald K.
Resource
Sofla Chief-PNP Kaycee P.
Mobilization
Wajchaina
BFP Fire Marshall
115 | P a g e
The EOC shall be activated upon the issuance of alert level from the MDRRMC Chairman. The
Municipal Incident Management Team that will carry out the tactical operations of the clusters is
as follows:
Liaison Office
Office of the Mayor
Safety Officer
Municipal Fire Station
Incident Commander
MDRRMO
Public Information Officer
Mayor’s Office-Municipal
Information Office
Operations Section Planning Section Logistics Section Finance/

Chief Municipal Chief General Administration
Chief Municipal Section
Planning and Services Office
Police Station
Development Office Chief Municipal
Treasurer
Single command shall be used in managing the earthquake. All the operational teams identified
in the clusters shall work under the supervision of the Operations Section Chief.
The Chairperson of the MDRRMC shall supervise the coordination activities and strategic
decisions of the clusters. These decisions shall then be communicated to the IC through the EOC.
The IC, on the other hand, shall report the tactical activities to the EOC going to the clusters.88
88
116 | P a g e
Interoperability
MDRRMC Chairperson
FOOD AND PCCM EDUCATION HEALTH LAW AND MDM SRR RBM ETC LOGISTICS
EOC
NON-FOOD ORDER
ITEMS
Incident Commander
MDRRMO
Information Officer designate (Office of the Mayor)
Safety Officer (Municipal Fire Station)
Liaison Officer (Office of the Mayor)
OSC PSC LSC FSC
(Municipal Police Station) (Municipal Planning and (Municipal Treasury Office) (Municipal Treasurer)
Development Office)
117 | P a g e
The procedures for activating and deactivating the contingency plan shall adhere to the flowchart
below:
Activation and Deactivation
118 | P a g e
The contingency plan shall be activated based on the findings and assessment of the MDRRMC,
leading to the activation of the EOC. The MDRRMC Chairman shall then convene all the clusters
to assess the situation. Afterwards, MDRRMC Chairman shall officially activate the ICS and
delegate authority to the IC coming from the Municipal DRRMO. The IC shall then proceed to
organize the IMT and implement tactical activities based on the strategic decisions of the clusters.
The contingency plan shall be deactivated once the situation has improved and when heightened
alert is no longer required. The recommendation for deactivation shall emanate from the IC going
to the MDRRMC Chairman via the EOC. Once deactivated, operation will still remain until such
time that the EOC will be back to “white alert” status. At this point, the operation is already
terminated.
In case that the earthquake will not happen, the contingency plan will not be activated. The plan
will be maintained as a perpetual plan for future use in the event of upcoming earthquakes.89
I. Itogon Earthquake Preparedness Plan

Local Government Unit - Itogon
Below is the summary of the geological hazard per barangay of Itogon, Benguet.
Table 27. Geological and Environmental Hazard Areas

Barangay Name Fault Landslide/Erosion Sinking Area
Ampucao x x
Dalupirip x x
Gumatdang x
Loacan x
Poblacion x x
Tuding x x
Ucab x x
Tinongdan x
Virac x x
There are two (2) fault zones in the municipality of Itogon. One is the Digdig Fault located North
Northwest-South Southeast. The said fault is an active fault passes along Digdig river, less than
30 km to the east of barangay Poblacion, Itogon, Benguet. This fault is the site of the July 16,
1990 earthquake with a magnitude of 7.8 that caused extensive damage to the region.
Second is the Teb-bo Fault, it is presumed an active fault. It extends in the Northwest-Southeast
direction from Teb-bo in the South and proceeds towards southern part of Ampucao after passing
South Dalupirip. 90
89
90
Batcagan, C.L. (2021) Itogon Earthquake Preparedness Plan [Google Slide]
119 | P a g e
According to MGB, major earthquake faults
crisscross the Cordilleras. Although most of
them are “non-earthquake generator,” they
could trigger weak points, resulting in ground
instability. Itogon is one among the
municipalities exposed to geological hazards
such as earthquakes and earthquake-
induced landslide. The Municipality is Digdig
directly transected by a definite trace of Fault
active and presumed active fault lines
including the Digdig fault.91
Strong earthquakes with epicenters located
in the immediate surroundings of the Teb-bo
municipality also indicate possibility of Fault
impacts of seismic hazards to human lives
and properties. Also, ground shaking hazard
map concludes the strength or intensity of
shaking within Itogon.
From 1976 to 2015, there have been

several earthquakes that occurs
within the perimeter of the
Municipality of Itogon and nearby
barangays. These earthquakes had a
magnitude of 4.0 to 6.0 which is
strong enough to be felt and cause
human and economic damages.
However, there are other factors that
should be considered when analyzing
the potential impacts of seismic
hazards; the credibility of building
structure and the characteristic of soil.
And since Itogon is mountainous in
nature; earthquake-induced landslide
also threatens the residents living in
steep-slopes and low-lying areas. 92
91
92
120 | P a g e
Residents in
the red area
are at high
risk in terms
of
earthquake.
Earthquake-Induced Landslide
Sinkholes in the municipality was found at

Sitio Baguio Gold, Barangay Tuding and
Sitio Camanggaan, Barangay Virac due to
failure of the Old Diversion Tunnels (ODT)
of Benguet Corporation thereat, wherein
sinkholes destroyed residential houses and
damaged road network in the area.93
93
121 | P a g e
Satellite image of Itogon showing the location of the sinking area
Images showing the problems in some areas in Itogon 94
94
122 | P a g e
As part of the earthquake preparedness plan, the municipality of Itogon formulated list of
earthquake preparedness.
o Capacity Building
 Series of training on Incident Command System
 Workshop on formulating MLGU, BLGU and school Contingency plan on
earthquake
 Conduct of IEC and earthquake drills to community and schools
 Conduct trainings on Emergency Responders Course, Management of the Dead
and Missing person, Confined space search and rescue, Handling PWDs during
emergency and WASH.
o Provision of Material/Supplies and Stockpiles

 Provision of material for Evacuation centers.
 Purchase of Food and Non-Food Supplies (First aid kits, other paraphernalia)
 Purchase of emergency equipment (backhoe, loader, firetruck)
 Establishment of permanent evacuation centers with complete amenities and
defines systems and procedures.
 Formulation of municipal emergency rescue/response team.
 Capacity Building Training for Responders. 95
o Operationalization
 Improvement of emergency hotline
services.
 Purchased of Personal Protective
Equipment (PPE).
 Construction of warehouse/stock room for
food and non-food items.
 Assessment of identified evacuation
centers.
 Establish MOA with DepEd for the
schools, private organizations/entities
property to be used as evacuation center.
 Establish MOA with transport groups.
Itogon LGU also formulate their earthquake response:

o Communication
 MDRRMC regular meeting.
 Activation of Disaster operation centers, ICS and response team/s in terms of skills
and capabilities.
 Evacuation management system.
 Conduct search and rescue operations.
95
123 | P a g e
Incident Command System Structure96
96
124 | P a g e
Communication Protocols 97
97
125 | P a g e
o Relief (Food and Non-food) Stockpiling and Financial Aid to Disaster Victim
 Emergency Shelter Assistance
 Supplemental Feeding
 Provision of relief assistance
o Monitoring and evaluation

 Rapid Damage Assessment and Needs Analysis
Further, the municipality of Itogon came up also with their ways of rehabilitation and recovery for
an earthquake:
o Post Disaster Needs Assessment

 Conduct damage assessment
 Prepare rehabilitation plan
 Formulation of recovery action plan
 Repair and reconstruction of vital infrastructures, public utilities and services based
on disaster-resilient standards
o Conduct of livelihood activities, food for work, capital assistance and practical skills
development training
o Financial assistance to individuals in crisis situation (AICS)
o Burial Assistance
o Psychosocial services to Disaster victims and emergency responders98
98
126 | P a g e
CHAPTER 4
SOCIO-ECONOMIC ASSESSEMENT
A.CAR Development Trends on Population,

Demography, Economic and Livelihood
National Economic and Development Authority- Cordillera Administrative Region
(NEDA-CAR)
The graph shows the increasing population of the Cordillera Administration Region from 1990 to
2015.99 The Cordillera Administrative Region had a total population of 1,722,006 persons based
on the 2015 Census of Population (POPCEN 2015).
The total population based is higher by 105,139 persons compared with the 2010 Census of
Population and Housing (CPH) count of 1,616,867 persons. Population increases by 12 persons
per year for every 1,000 persons.
99
Philippine Statistics Authority
127 | P a g e
Table 28. Annual Growth Rates of CAR: 2000, 2010, 2015100
The increase in the Cordillera’s population translated into an average population growth rate
(PGR) of 1.2 percent annually during the period 2010 to 2015. This means that there were about
12 persons added per year for every 1,000 persons in the region.
The 2010-2015 annual PGR was lower compared to 1.7 percent during the period 2000 to 2010
and at 2.3 percent during the period 1990 to 2000.
The Province of Benguet comprised a quarter (25.97%) of the region’s total population. It was
followed by Baguio City (20.06%), and Abra (14%).
Among the 6 province and Highly Urbanized City (HUC) of the region, Apayao had the least
population with total count of 119,184. Apayao is considered as one of the least populated
municipalities in the Philippines.
Total Population by Province/HUC, CAR 101
100
101
128 | P a g e
Of the total population, 51.06% was male while 48.94% was female. This was translated to a sex
ratio of 104 males for every 100 females. The same sex ratio was reported in 2010 and 2000.
The province of Apayao posted the highest sex ratio of 109 males for every 100 females. Only
Baguio City recorded more females than males, that is, 94 males for every 100 females.
Generally, there were more males than females across census years.
Table 29. Sex Ratio by Province/HUC, CAR: 2000, 2010 and 2015102
With the use of past census data, the projected total population in CAR on July 1, 2021 is
1,822,719 with 50.9 percent (927,042) males and 49.1 percent (895,677) females. On 2021, the
sex ratio will also remain the same with 2015. In other words, there will still be more men than
women in CAR.
Moreover, the projected total population in CAR by 2021 represents 6.0 percent increase in
population compared to 2015. Between 2015 and 2021, the female population will grow at a faster
rate (6.4 percent) than the male population (5.5 percent).
Estimated Mid-Year Population in CAR on 2021 by Sex103
102
103
129 | P a g e
GDP and CAR GRDP Growth Rate (%), 2016-2019 104
14.0
12.2
12.0
10.0
8.0 7.3
6.9 6.7
6.2 6.4
5.9
6.0
4.0
2.3
2.0
0.0
2016 (Baseline) 2017 2018 2019
Phil GDP CAR GRDP
The 5.9 percent growth in the country’s Gross Domestic Product in 2019 is also expected to
translate to an increase in CAR’s Gross Regional Domestic Product (GRDP).
The regional economy, as with the national economy, has been expanding in the last three years.
Industrial and services output have steadily increased since 2016 while agricultural output has
not improved. The regional target for GRDP growth in 2022 is between 6-7 percent.
Growth in 2019 is expected to have come from the industry and services sectors, along with a
slight increase in agriculture. The industry sector is estimated to have grown 5.5 percent from a
year ago, services by 4.6 percent. The agriculture sector is estimated to have expanded by 0.7
percent with better weather conditions experienced in 2019.
Industrial and services output have steadily increased since 2016 while agricultural output has
not improved.
Gross Value-Added Growth by Major Sector (In percent), CAR: 2016-2019
20.0 18.6
15.0
9.2
10.0
7.1 7.5
5.1 5.5 5.8
4.6
5.0
0.7
0.0
AHFF -0.3 Industry Services
-5.0
-4.5
-5.3
-10.0
2016 2017 2018 2019
104
Madadsek, M.M. (2021) CAR Development Trends on Population, Demography, Economic and Livelihood
[Google Slide]
130 | P a g e
Inflation Rate, Philippines and CAR” 2016-2020
6 5.2
5
3.8
4
2.8 2.6 2.5
3 2.4 2.2
1.7 1.8
2 1.2
1
0
2016 2017 2018 2019 2020
Phil CAR
Although we note increasing food prices, we are better off in terms of taming food inflation
averaging 2.5 percent as against 3.2 percent at national from 2017 to 2020.
The regional target for overall inflation is 2-4 percent up to the end of the Plan period or by 2022.
Employment by Sector, CAR: 2016-2019 105

400
300
200
100
0
2016 2017 2018 2019
AFHH 334 304 316 308
Industry 108 87 116 118
Services 322 354 322 351
TOTAL 765 745 754 777
The regional employment situation improved in 2019 with the employment rate recorded at 777
thousand, higher than the 754 thousand in the past year. Majority are employed in the services
at 351 thousand, agriculture and fisheries with 308 thousand and those in the industry at 118
thousand.
105
[Google Slide]
131 | P a g e
Unemployment Rate, 2016-2019
6.0 5.4 5.7 5.3 5.1
5.0 4.4 4.3 4.1
4.0 3.5
3.0
2.0
1.0
0.0
2016 (Baseline) 2017 2018 2019
Phil CAR
The region’s unemployment rate continues to decline recorded at 4.4 percent in 2016 down to 4.1
percent in 2018, and 3.5 percent in 2019. We also have lower unemployment compared to
national which is above 5 percent.
Consequently, the region recorded the lowest unemployment rate of 3.5 percent. Regional
unemployment has also been below the national average since 2016. An estimated 18,000
additional jobs were also generated in 2019, specifically in the agriculture and industry sectors.
The regional target for unemployment is 4 percent by 2022.
Poverty and Subsidence Incidence in CAR from 1991-2018
45 30.0
42.7
40 25.5
25.0
35
34.4
30 26.6 26.3 20.0
25.2
25
23.5
26.0 25.1 17.6 13.6
20 22.8 16.7 15.0 12.8
22.7 10.4
15
10.0 12.0 9.1
10.9
10
12.0 10.0 5.2
5.0 8.0
5
0 3.3
1991 2006 2009 2012 2015 2018 0.0
1991 2006 2009 2012 2015 2018
Phil CAR Phil CAR
Poverty Incidence Subsistence Incidence
We see a declining trend in the poverty and subsistence incidence for CAR. In fact, we note that
we have lower annual poverty incidence rates in 2018 – 12.0 percent for CAR versus 16.7 percent
for the Philippines for poverty incidence; and 3.3 percent for CAR compared to 5.2 percent for
Philippines for subsistence incidence. The regional poverty incidence rate target is 15.9 percent
in 2022.
132 | P a g e
Poverty Incidence among Population by Province: 2015,2018106
For the 2018 poverty statistics, only Benguet is below the regional average for poverty incidence
among population. Poverty incidence in the rest of the provinces is above the regional average.
Although the lowest among the provinces, we note a slight increase in poverty incidence in
Benguet.
Below is the status of the employment rate in CAR from April 2019 and 2020.107
While about 3 in 10 people of working age 15 years old and over were unemployed based on the
unemployment rate in CAR in April 2020.
106
[Google Slide]
107
133 | P a g e
The PDP/RDP 2017-2022 Strategic Framework was updated to align it with the imperatives for recovery and the new and better normal
within the overall goal of a healthy and resilient Philippines. The strategies to achieve the abovementioned targets falls under the three
major pillars of Malasakit (building a high-trust society); Pagbabago (transforming towards equality and resiliency); and Patuloy na
Pag-unlad (increasing growth potential). 108
PDP/RDP 2017-2022 Strategic Framework

MATATAG, MAGINHAWA AT PANATAG NA BUHAY
TO LAY DOWN THE FOUNDATION FOR INCLUSIVE GROWTH, A HIGH-TRUST

AND RESILIENT SOCIETY, AND A GLOBALLY COMPETITIVE KNOWLEDGE
“MALASAKIT” “PAGBABAGO” “PATULOY NA PAG-UNLAD”

Enhancing the social fabric Inequality-Reducing Increasing growth potential
Ensure people- Expand Increase access Promote Stimulate

centered, clean, and economic to economic technology innovation
efficient governance opportunities opportunities adoption
Pursue swift and fair IMPLEMENT STRATEGIC TRADE AND FISCAL POLICY, MAINTAIN
administration of justice MACROECONOMIC STABILITY, PROMOTE COMPETITION
Reduce
Promote Philippine Accelerate vulnerability Maximize demographic
culture and values human of dividend
capital individuals
d l
Ensure peace and Accelerate strategic Ensure safety and Ensure ecological
security infrastructure build resilience integrity, clean and
development healthy
environment
108
https://pdp.neda.gov.ph/wp-content/uploads/2019/11/Updated-PDP-2017-2022-Chapter-04-20201207-v1.pdf
134 | P a g e
Challenges and Moving Forward for 2021 and Beyond 109
- Challenges
o Increasing agricultural output and agricultural labor productivity.
o Strengthening forward and backward linkages across major sectors and industries.
o Encouraging smaller firms/startups to upgrade
o Increasing productivity especially of the youth through human capital development.
o Improving the resilience of local communities to climate and disaster risks.
- Moving Forward
o Adopt value chain approach to modernize the agriculture sector.
o Strengthen the value and supply chain linkages of major sectors and industries/
o Improve infrastructure and logistics system to link major economic sectors.
o Provide technical and financial assistance and incentives to startups, MSMEs and coops.
o Provide technical and financial assistance to local and homegrown enterprises towards
improving product quality for the export market.
o Conduct regular price monitoring to safeguard consumer rights and welfare from artificial
shortages in the supply of goods and services.
o Implement the Balik Probinsya Bagong Pag-asa Program.
o Conduct of studies specifically on geologic hazards including the preparation of more
detailed hazard maps, the carrying capacity of identified growth centers and other strategic
municipalities, urban infrastructure development.
o Continuing technical assistance to the BLISTT and EKGG and other identified growth
centers in the region, and provision of capacity-building trainings on regional and urban
planning and development.
The AmBisyon Natin 2040 (Philippines Long-Term Vision) represents the collective long-term
vision and aspirations of the Filipino people for themselves and for the country in the next 25
years. “By 2040, the Philippines shall be a prosperous, predominantly middle-class society where
no one is poor; our peoples shall live long and healthy lives, be smart and innovative, and shall
live in a high-trust society.” 110
B.DTI Disaster Preparedness and Management

Department of Trade and Industry-Cordillera Administrative Region (DTI-CAR)
The primary legal basis of the Department of Trade and Industry is the Republic Act 7581 or the
Price Act. It is an act providing protection to consumers by stabilizing the prices of basic
necessities and prime commodities and prescribing measures against undue price increase
during emergency situation and like occasions. Specifically, section 9 which is the allocation of
buffer fund to the implementing agency and section 10 powers and responsibilities of
implementing agencies.111
109
[Google Slide]
110
https://2040.neda.gov.ph/wp-content/uploads/2016/04/A-Long-Term-Vision-for-the-Philippines.pdf
111
Republic Act 7581 The Price Act (1992)
135 | P a g e
It is mandated to the implementing agencies including DTI to implement remedial measure to
ensure the stable supply and prices of basic necessities and prime commodities. Table 30 shows
all the basic necessities and prime commodities. Table 31 are the list of products under the
jurisdiction of DTI.112
Table 30. Basic Necessities and Prime Commodities

Basic Necessities Prime Commodities
Rice, corn, bread, fresh, dried and canned fish Fresh fruits, flour, dried, processed and
and other marine products, fresh pork, beef, canned pork, beef, poultry meat, dairy
poultry meat, fresh eggs, fresh and processed products not falling under basic necessities,
milk, fresh vegetables, root crops, coffee, noodles, onions, garlic, vinegar, patis, soy
sugar, cooking oil, salt, laundry soap, sauce, toilet soap, fertilizer, pesticides,
detergents, firewood, charcoal, candles, and herbicides, poultry, swine, cattle feeds,
drugs classified as essential by the veterinary products for poultry, swine and
Department of Health. cattle, paper, nipa shingles, school supplies,
sawali cement clinker, G.I. sheets, hollow
blocks, plywood, plyboard, construction nails,
batteries, electrical supplies, light bulbs, steel
wires, and all drugs not classified as essential
drugs by the Department of Health.
Table 31. Products under the jurisdiction of DTI

Basic Necessities Prime Commodities
• Canned fish and other • Flour • School supplies
marine products • Processed and canned • Cement clinker
• Processed milk pork • G.I. sheets
• Coffee • Processed and canned • Hollow blocks
• Laundry soap beef • Construction
• Detergent • Noodles nails
• Candles • Vinegar, patis, soy sauce • Batteries
• Bread • Toilet soap • Electrical
• Salt • Paper supplies
• Light bulbs
• Steel wires
Disaster Scenario
The disaster response of DTI depends of the category of the disaster scenario.
o Category 1- Extreme. No stores open, no means of communication, no transportation, no
electricity, no potable water.
o Category 2- Moderate. Few stores open, limited supply, no electricity, no potable water,
no regular transportation.
o Category 3- Less Moderate. Many stores open but limited supply, intermittent power
supply, limited access of transportation and communication in some areas, potable water
is available.
112
Agpes, J.D. (2021) DTI Disaster Preparedness and Management [Google Slide]
136 | P a g e
Disaster Response
The appropriate measures by the DTI shall be undertaken within 48 hours after a disaster/calamity
hits the areas:113
Table 32. Category 1 – Extreme

Provincial Regional National
• Conducts its own • Mobilize resources • Coordinate with
assessment on the or nearest provinces manufacturers/
conditions of retail (manpower and suppliers of basic
outlets, supermarkets, logistics). necessities for a
and wet markets and • Identify sources of quick assessment of
their inventory level. supplies of goods the area and
• Coordinate with from nearest outlets possible logistical
PDRRMC the extent of and/or distributors requirements to
damage on infrastructure and tap them for bring in goods.
(roads, bridges) to delivery of supplies. • Coordinate with
identify critical areas • Contact private national government
within the province. haulers of goods agencies to facilitate
• Activate Diskwento using other modes of supplies delivery.
Caravan/Rolling Store transportation • Meet with NPCC (if
Identify resources of necessary) to get
goods: retailers in the overall update and
areas/wholesalers/depot provide directions to
s in the vicinity affected area(s).
Table 33. Category 2 – Moderate

• Assess market situation- • Coordinate with local • Keep track of reports
inventory, price and distributors and other and identify areas
supply, stores opened vs. major outlets in the that need more
stores closed, and region or nearby support.
assistance needed for provinces for • Get reports from
the delivery of goods. augmentation of manufacturers and
• Coordinate with the supplies. suppliers on the
PDRRMC on the extent • Identify and provide condition of their
of infrastructure damage. special mode of respective
• Coordinate with suppliers transportation thru distributors and
of basic necessities. alternate routes. depots that may be
• Determine the need for affected and
Diskwento Caravan compare reports
within 48 hours after the from DTI PDCC.
calamity strikes.
113
137 | P a g e
Table 34. Category 3 – Less Moderate
• Assess market • Work with major retail • Keep track of reports
situation- inventory, outlets and and identify area/s that
price and supply, distributors in the need/s more support.
stores. region for supply
• Monitor prices and augmentation through
supply. alternative routes.
• Coordinate with the
PDRRMC on the
extent of damage on
infrastructure.
• Prepare advisories
and warnings and
furnish media for
information.
Projects of DTI for Disaster Response and Preparedness

o Business Continuity Plan Advocacy – DTI’s support program for MSME
RESILIENCY
Business Continuity Planning (BCP) is the process a company undergoes to create a
prevention and recovery system from potential threats such as natural disasters or cyber-
attacks. BCP is designed to protect personnel and assets and make sure they can function
quickly when disaster strikes.
BCP addresses processes, people and property. It is directed at the recovery and
resumption of business activities across the entire enterprise.
The Department of Tourism continues to conduct trainings and seminars relative to the
provision of the Business Continuity Plan for MSME.
o Diskwento CARAVAN/Rolling Stores
A DTI project with the objective of bringing government services in coordination with the
business sector to the public through goods and services at discounted prices and/or
closer to the people.
From January 1-December 31, 2020, DTI-CAR has conducted/facilitated the conduct of
250 runs of Rolling Stores/Diskwento Caravans during the pandemic to make products
more accessible to consumers in 352 barangays, from which 132,309 households
benefitted.
o Price and Supply Monitoring and Product Standards Enforcement
This is to enable a better marketplace and protect consumers from unfair trade practices,
the Department of Trade and Industry (DTI) continues its monitoring and enforcement
activities in various business establishments. 114
114
138 | P a g e
Table 35. Monitoring and Enforcement activities in various business establishments.
Abra Apayao Baguio Benguet Ifugao Kalinga Mountain Total
City Province
Number of
firms
monitored 475 168 1,323 413 464 374 3,217
(Fair Trade
Laws)
Number of
firms
monitored 36 15 20 20 36 46 23 196
(Price
Trending)
No. of LOIs
11 37 9 6 13 84 24 184
Issued
No. of notice
of violation 1 4 5 2 12
issued
No. of
Formal 1 4 5 2 12
Charge files
o P3 COVID-19 Assistance to Restart Enterprises (CAREs)

This is one of the recovery programs of DTI. DTI through the SB Corporation has set up
an enterprise rehabilitation financing facility under P3 called the CAREs Program. As of
October 27, 2020, application received in CAR reached a total of 1,575. Of this, 1,399
applications were already approved amounting to Php 104.93 million, with 1,220 approved
loans released to borrowers amounting Php 76.85 million. 115
1,587
loan applications received amounting to P 134.821M
1,412
approved applications amounting to P 106.851
1,229
loans released amounting to P78.375M
P3 COVID-19 Assistance to Restart Enterprises (CAREs)
115
139 | P a g e
C.Criteria in the Assessment of Accommodation
Establishments
Department of Tourism- Cordillera Administrative Region (DOT-CAR)
Pursuant to the Authority vested to DOT by Republic Act 9593 otherwise known as the Tourism
Act of 2009, to maintain international standards and excellence in all Tourism Facilities and
services, and promote the country as safe and wholesome tourist destination through progressive
accreditation system.116
The following are the criteria in the assessment of accommodation establishments:
o Emergency and fire evacuation procedures are followed and in place.
o Safety systems and documentation in place to respond to possible natural disasters and
man-made threats.
o Hotel, resort and apartment hotel meets all current regulations and legislative
requirements to operate a resort such as air pollution, Sanitary Code, Revised Fire Code,
Accessibility Law, etc.)
o Environmental Management system in place to reduce waste with waste reduction target.
o Environmental Management system in place to reduce water with water reduction target.
o Environmental Management system in place to reduce energy with energy reduction
target.117
D.Contingency Plan for Earthquake in CAR

Department of Agriculture-Cordillera Administrative Region (DA-CAR)
The impact of the 1990 tremor is more destructive to infrastructure which is 43%
(6,845,000,000.00) as compared to damage in agriculture which is only 10% (1,425,000,000.00)
of the total damage loss of 15,925,000,000.00.
Impact on Food and the Agriculture Section

o Agricultural supply chains disrupted.
o Farmers/fisherfolk lose their market leading to income loss.
o Possible animal diseased can affect food safety and human health.
o Livestock and poultry facilities in provinces are affected.
o Irrigation systems affected. 118
116
Republic Act 9593 “The Tourism Act of 2009”
117
Fagutao, A.M. (2021) Criteria in the Assessment of Accommodation Establishments [Google Slide]
118
Mocati, L.D. (2021) Contigency Plan for Earthquake in CAR [Google Slide]
140 | P a g e
Table 36. Earthquake Impact to Agriculture in CAR
AGRICULTURE DAMAGE COST
Crops, livestock, fisheries, irrigation, others 1,425,000,000.00
Infrastructure (Roads, bridges, schools, 6,845,000,000.00
hospitals, government buildings)
Private properties 3,955,000,000.00
Industry and Commerce 2,600,000,000.00
Mining 527,500,000.00
Tourism 572,500,000.00
TOTAL 15,925,000,000.00
President Duterte in his 2017 SONA, ordered all government agencies to prepare for the imminent
threat of the West Valley Fault Earthquake. In compliance, the Department of Agriculture crafts a
contingency plan to ensure availability of food supply in the event of the Big One.
In compliance to the President’s order the RDRRMC required all regional government agencies
to prepare for their own contingency plans for earthquake in CAR.
Four (4) Key Result Areas to be Addressed 119

1. Stabilized supply of safe food in the affected trading centers and local markets (LVTP,
BAPTC, Baguio Hangar Market, etc.)
a. Engage private sector as primary food provider.
b. Strengthen food supply chain (FSC).
c. Use alternate supply routes when Halsema Highway is not passable.
d. Support with DA facilities.
e. Ensure food safety.
2. Prevented/controlled animal disease outbreaks which could affect food safety and
human health.
a. Meat inspection.
b. Monitor animal disease.
c. Monitor livestock facilities.
d. Vaccine/Biologics provision.
e. Regular vaccination.
f. Quarantine
g. Sagip Hayop
3. Established DA response organization and mechanism.
a. Four quadrants response group with base camps.
b. Mobilize DA Station/field personnel.
c. Emergency Operations Center (EOC) or hub.
4. Provided support for affected farmers and fisherfolk.
a. Provision of agricultural inputs.
b. Financial assistance (ACPC).
c. Crop insurance (PCIC).
d. Rehabilitation of agricultural facilities (e.g. irrigation) damaged by earthquake.
119
141 | P a g e
Twinning Organization for Food Resiliency 120
Affected:
Affected Quirino Hill, Camdas, Happy Homes,
Irisan, Quezon Hill, San Carlos, Sanitary, Aurora Hill. Trancovile,
Asin Road,San Luis, Mirador, Lucban, Holy Ghost,
Lourdes,City Camp, Campo Magsaysay,Bokawkan, Guisad,, P.
Filipino, Upper and Lower Burgos, Bonifacio, etc until Session
Rock Quary, etc. Road Rotonda to Camp Allen
TEAM A
TEAM D
TEAM C
TEAM B
Affected: Affected:
Dontogan, Balacbac, Suello, Tiptop, Pacdal, Liteng, Minesview,
Bakakeng Central, Bakakeng Gibraltar, Happy Hallow, Country
Norte and Sur, Crystal Cave, Club/John Hay, Loakan, Scout
Campo Sioco, Camp Bario, Green Water, PNR, Engineer’s
7,Balsigan, PhilAm, Legarda Hill, etc.
and Kisad, etc. Responder:
• TEAM A,B,C,D
• (DA, BPI, ATI, NMIS,
BAI, BFAR, NFA,
LGUs)
120
142 | P a g e
Table 37. 4 QUADRANTS (Baguio as example)
NORTH EAST WEST SOUTH
Quirino Hill, Happy Tiptop, Pacdal, Irisan, San Carlos, Dontogan, Balacbac,
Homes, Camdas, Minesview, Gibraltar, Quezon Hill, Fairview, Suello, Bakakeng
Sanitary, Aurora Hill, Liteng, Teachers Asin Road, San Luis, Central, Bakakeng
Trancoville, Brookside, Camp, DPS Mirador, Lourdes, City Norte and Sur, City
Holy Ghost, Bonifacio, Compound, South Camp, Campo Filipino,
Limit, Camp 7, San
General Luna, Lucban, Drive, Happy Hallow, Upper and Lower Rock
Slaughter Compound, Country Club/John Quarry, Camp Allen,
Vicente, Balsigan,
Magsaysay, P. Burgos, Hay, Kias, Loakan, Baguio Hangar & Old PhilAM, Crystal
Cresencia Village Scout Barrio, Green market, Kayang & Cave, Campo Sioco,
Bokawkan, Guisad, Water, PNR, Military Abanao (from Sunshine Q M, Legarda and
Pinget, Pinsao, Pinsao Cut-Off, Upper and Supermart to City Hall Kisad, Governor
Lower Session Road, to Legarda City Camp Pack and Harrison
Gen. Luna Road, etc. Road Intersection) Road, etc.
EVACUATION CAMPS FOR AFFECTED RESIDENTS

DA Operations Hub to be identified and should be near Evacuation Camps. To be coordinated
with CDRRMO.
Crisis Management Team (CMT)121
121
143 | P a g e
Table 38. Alternate Emergency Operations Center (EOC)
Location/Address Remarks
 BABRC or BAPTC - As main operations hub
 ROS – Rizal or ROS – Luna or - Hot Site
(BAPTC, NIA-Wangal, ATI, BFAR, - 8-11 hours travel from Baguio City
BPI) - Manned by Station Manager
Concern: Regional Office and staff are
affected
 Who will take over as Caretaker in - Hot Site?
case DA-RFO-CAR Employees are all - Which office will take over? (to be
affected? discussed during DAREMANCOM)
- Where?
Table 39. Transition Camp/Staging Post for Responders and Supplies122

Service area Location Remarks
For responders from the BAPTC, NIA-Wangal, ATI - Hot Site
North - BAPTC, BPI or BFAR
- To be manned by
non-affected regional
office staff
- Serve also as
Alternate EOC and
operations hub
For responders from the BABRD/CIARC - Warm Site
South - Manned by Research
Station Manager and
staff and other non-
affected regional staff
- Serve also as
EOC/Hub
For responders from the NFA-Loacan - Hot Site
East - To be led by NFA
Manager
- To be manned by
support staff of non-
affected DA-RFO-
CAR employees
- Serve also as
Operations Hub
For responders from the To be identified - Warm Site
West - To be led by City Hall
employees and to be
supported by non-
affected DA-RFO-
CAR
122
144 | P a g e
DEPARTMENT OF AGRICULTURE
SERVICE CONTINUITY PLAN
FOR AN EARTHQUAKE
OVERALL GOAL: Ensuring the continuous delivery of essential goods and/or services to
the public123
I. Identification of Essential Goods/Services and Resources Requirement
ESSENTIAL RESOURCE REQUIREMENT

GOODS/SERVICES What are the resources needed to deliver the essential services, in terms of people, equipment, facilities, and
What are the goods and information or data
services that DA could
provide to the public to
meet the basic PEOPLE EQUIPMENT FACILITIES INFORMATION /DATA
requirement for
survival?
1. Food Personnel Deployment: Transport Production and Information /data on food
- ORED & 2 RTD (5% of the vehicles: pre / post production, volume requirement
The DA provides existing staff) - Trucks, harvest facilities: and availability
services to - Divisions : FOD ( 25%), AMAD vans - DA Research
increase food (25%), PMED (10%), Regulatory with and Information on farmlands,
production and (15%), Research (5%), AFD complement Production production and post harvest
bring safe and (15%) ary Centers facilities other resources needed
nutritious food from - BFAR, BPI, ATI, NFA & NMIS to personnel: /Stations and available to support food
the production area mobilize its staff to Augment / drivers, - Warehouses production and bring food from
to the market. complement the DA Response mechanics - Abbatoirs production area to market.
Team during emergency - Laboratories
(note: Work is Emergency - should - Trading Information on the economics of the
include non-technical personnel) Centers livelihood of farmers, fisherfolk and
other stakeholders
123
Department of Agriculture: Service Continuity Plan for An Earthquake [Google Docs]
145 | P a g e
2. Health - DA Veterinarians in collaboration Vaccination - Laboratories Surveillance /reporting of rabies
with DOH, LGUs and the Equipment cases in animals and humans
Anti-Rabies, i.e. Philippine Animal Welfare
Rabies Society Supplies: Vaccines needed and available to
Prevention and Vaccines & use
Control, other Biologics
food
contaminants
II. Securing the DA-RFO-CAR Resource Requirements Towards Service Delivery 124
PRE-DISASTER DURING DISASTER POST-DISASTER

RESOURCES (How do you secure your resources?) (How do you activate your (How will you restore
What is your back-up plan?) continuity plan? How will normalcy and build better?)
you deploy these
resources?)
1.People • The RED, the RTDs, Division Chiefs, Center Chief • The occurrence of a • Provide psycho-social,
and other identified senior staff, including the strong magnitude financial, burial assistance
APCOs shall be constituted into the DA-RFO-CAR earthquake is the trigger to affected personnel.
the Public Service Continuity Leadership or for the activation of the
Management (Regional Crisis Management Team) DA Public Service • Provide ample recovery
with clear service continuity operational functions, Continuity Plan: time for affected personnel
protocols, including defined line of succession. - Public Service
Continuity • Hire/detail additional
• The DA-RFO-CAR Service Continuity Leadership Management (Crisis personnel to augment
shall be equipped with inter-operable back-up Mgt. Team) manpower requirements
means of communication (e.g. satellite/space - Incident Command
technologies, radio equipment such as UHF, VHF). System, • Acknowledge / give
- Earthquake Citations to those who
• Establish Incident Command System (ICS) for response and rendered services beyond
command and control of evacuation and response evacuation protocols official expectations
124
146 | P a g e
procedures within the DA-RFO-CAR buildings and - Devolution and • Assess post disaster
facilities Twinning systems capacity of each affected
- Identify, organize, train and equip officials and (from Region to personnel
personnel who will compose the Incident Back-ups)
Command Staff. • Review response
• Activate the Incident mechanisms, organization
• Regularly update the Incident Quick Responders - in Quick Responders per and protocols. Learn from
terms of new membership, training and capacitation, existing protocols. experience. Adopt good
in conjunction with the ICS: practices.
- Evacuation guides
- Medic emergency responders • Activate the Rapid
- Vital asset securers Emergency
- Fire responders Telecommunications
Team (RETT) per
• Retool/ capacitate the Rapid Emergency existing protocols.
Telecommunications Team (RETT) of the
Information Technology and Communication Service • Activate the pre-
on the use of more advanced ITC equipment and identified personnel to
systems. handle the “devolved”/
“twinned” essential /
• Establish and regularly review for enhancement the critical services.
evacuation and response plans, adopting best
practices and drawing lessons from past
experiences or experiences of others.
• Make the people aware of the ICS and the

earthquake incident evacuation plan.
• Develop a culture of preparedness and quick

response through different exercises: management
meetings, drills. workshops, and simulations
exercises
• Establish and regularly update the names and

contacts of the Call/Phone Tree for emergency
incidents
147 | P a g e
• Make available emergency hotline and short
message service (SMS) broadcast hotline and other
means of communication (eg. satellite/space
technologies
2.Equipment • For the Public Service Continuity Management • Activate the back-up • Conduct damage
and Systems - Procure inter-operable back up communication systems in the pre- assessments for all
equipment system identified DA equipment and systems
Regional Field
• Twinning Offices following • Review performance of
- Review and strengthen protocols for the protocols that will be back-up communication
immediate use strategic equipment of DA Bureaus developed. systems
and Stations not affected by the earthquake..
• Twinning • Review Twinning System of
• For ICT – - Activation of equipment. Learn from
- Provide reliable security devices (firewall/ proxy) twinning services experience. Adopt good
per protocol practices
- Preventive maintenance of ICT equipment and
ICT facilities to ensure device and network • For ICT –
reliability - Check/test if there are
damaged or affected
- Particularly Strengthen the ICT capability of ICT equipment,
Attached Agency/Bureaus to where the ORED facilities and devices
essential functions will be devolve
- Restore Data Center
• For Service Vehicles : through System`s
- Preventive maintenance of service vehicles backup continuity and
- Ensure supply agreements with fuel company disaster recovery
providers for continuous oil supply (BCDR) off site
148 | P a g e
• Deployment of
• Other general services: service vehicles per • Repair of damaged
- Preventive maintenance of general services protocol vehicles
equipment, e.g. fire hose, fire sprinklers,
extinguishers, alarm bells, PPEs for Emergency • Review protocols for
Responders. vehicle service
performance.
3.Facilities • Alternate Off-Site: • Alternate Off-Site • Review and learn lessons
- Based on Devolution strategy. Strengthen the - Activate the back- from the adoption of
pre-identified Attached Agency/ Bureau Field up systems, in the devolution strategy
Offices , 1st and 2nd alternative Offices, that will Alternate Off-Site
serve as transition or devolution hot-site following protocols • Review capacities,
- Establish the protocols for the use of the facilities that will be defined performance and protocols
of the RFO s\Station serving as alternative off-site and developed. in off-sites
operations center.
• Twinning • Twinning • Review performance,

- Review and strengthen protocols for the - Activate use of capacities and protocols for
immediate use of facilities of RFO Station or facilities per Twinning mechanism
Attach Agency / Bureau Offices not affected by protocol
the Earthquakes.
• Assessment of Old buildings for their structural

integrity.
• Conduct damages
• Maintenance of buildings and its essential facilities:, assessment and make
e.g. fire escapes necessary decisions
• Preventive maintenance of back-up generator and

availability of sufficient fuel.
• Preventive maintenance (PM) activities for PPEs, ICT

equipment and facilities to ensure device and network
reliability
149 | P a g e
• List down/document possible hazards and disasters • Activate Back-up • Restore Data Center
4.Information including possible actions Systems in the through Systems backup
/ Data existing off-site continuity and disaster
• Backup databases, applications and web servers, alternate DA recovery (BCDR) off site
including users accounts ITC/Data Center
following existing • Check/test if there are
• Perform systems early warning, vulnerability and risk protocols. damaged or affected ICT
assessment and database/ data warehouse equipment, facilities and
development and maintenance devices
• Enhance DRRM information systems (IS); geospatial

systems and related databases
DA-RFO-CAR MISSION & NON-MISSION DURING EMERGENCY SITUATION 125
ESSENTIAL NON-ESSENTIAL (during an emergency)

Emergency response, Time critical
MISSION 1. Regional Director responsible to: • Policy frameworks formulation

• Advise the Secretary on matters related to on • Public investments
going disaster / PSC operations in the • domestic and export oriented business enterprise
agriculture and fisheries sector of Cordillera • Capacity development of stakeholders
Region • Conduct of DA Regular program activities such as
• Implement disaster and PSCM related policies in training, planning workshops, project monitoring
the agriculture and fisheries.
• Issue memorandum/special orders for an
effective implementation of disaster and
PSCM operational activities in the region.
• Ensure continuous Activation of the DA Regional
DRRM Operations Centers
2. Ensure food availability, accessibility and safety
and price monitoring
125
150 | P a g e
3. Ensure animal health protection, particularly
against zoonotic diseases (e.g. avian flu &
anti rabies operations)
4. Ensure operability of essential food supply chains
(e.g HVCC from the highlands, Rice supply
from production areas to distribution points in
CAR).
5. Ensure food safety through the enforcement of
good handling, processing & manufacturing
and or observance of food safety standards
6. Alternative /back-up activation (ICTS)
NON- 1. Ensure an access financing program for • Regional Color coded guided mapping (e.g.
MISSION farmers, fishermen and agriculture and CRVA)
fisheries and stakeholders • Conduct Food Consumption Quantification
2. Implementation of Adaptation and Study
Mitigation Initiative in Agriculture for the • Institutional restructuring and paradigm
mainstreaming of policies and Climate resetting for the DA and its officials and
Resilient agriculture practices employees
3. Preparation of rehabilitation plans • Intensive technology and updating and
sharing, modernization and mechanization
program
• A strategic and effective post-harvest storage
and processing facility
• A gov’t-initiated and supported aggressive
marketing campaign especially for hvcc in
foreign markets
• A relentless campaign for the enforcement of
agricultural and fisheries laws, especially on
land conversion and illegal fishing
151 | P a g e
E.DOLE Integrated Livelihood and Emergency
Employment Program (DILEEP)
Department of Labor and Employment- Cordillera Administrative Region
(DOLE-CAR)
The DOLE Integrated Livelihood and Emergency Employment Program (DILEEP) is the
Department’s contribution to the government agenda of inclusive growth through massive job
generation and poverty reduction. It has two (2) component programs, namely: (1) DOLE
Integrated Livelihood Program (DILP) otherwise known as the KABUHAYAN Program; and (2)
Emergency Employment Program (EEP) otherwise known as the Tulong Panghanapbuhay sa
Ating Disadvantaged/Displaced Workers (TUPAD) Program.
The two programs are shall be implemented by the DOLE Regional Offices, either through the
Accredited Co-Partner (ACP) and direct administration.
The DILP or KABUHAYAN Program is a grant assistance for capacity-building on livelihood for
the working poor, vulnerable and marginalized workers, either for individual or group livelihood
projects/undertakings, with the following components: 126
Others:
Kabuhayan Kabuhayan Kabuhayan •Common Service
Formation Enhancement Restoration Facility
•Training-cum-
production
Categorization of livelihood group projects
Medium
Livelihood
b. Small • More than 50
members
Livelihood • Maximum of Php
• 26-50 members 1,000,000.00
• Maximum of Php
500,000.00
a. Micro-
Livelihood
• 15-25 members
• Maximum of Php
250,000.00
126
DOLE Department Order No. 173 s. 2017 “Revised Guidelines in the Implementation of the Department of Labor
and Employment Integrated Livelihood and Emergency Employment Programs (DILEEP)
152 | P a g e
Categorization of livelihood individual projects.
Maximum of
Starter
Php Individual
kit/NegoKart
20,000.00
The following list are the qualified beneficiaries of the DOLE Integrated Livelihood Program
(DILP). 127
o Self-employed with insufficient income
o Marginalized and landless farmers
o Marginalized fisherfolks
o Unpaid family workers
o Women and youth
o Low/minimum wage earners and seasonal workers
o Workers to be displaced as a result of natural disasters or closure of establishment,
retrenchment, termination
o Persons with disability
o Senior Citizens
o Indigenous People
o Parent/Guardian of child laborers
o Rebel returnees
o Victims of armed conflict
Eligible projects that qualify under the DILP or KABUHAYAN Program are those that support the
needs of workers and the development needs of the community and should be consistent with
the following:
o Priorities of the Regional Development Council, Regional Convergence Committee, RDP
of LGUs
o Key Employment Generators (KEGs)
• Agribusiness, manufacturing, small transport
• Health & wellness, whole-sale and retail
• Eco-tourism
o DTI Priority Projects
• Coffee
• Support to tourism (crafts, processed foods, services)
The following are not allowed under the DILP:
o Micro-lending projects
o Projects with construction works
o Projects that would require purchase of motor vehicle
127
153 | P a g e
Another program under DOLE is the Emergency Employment Program/Tulong Panghanapbuhay
para sa Ating Displaced/Disadvantaged Workers (EEP/TUPAD). A community-based
(municipality/barangay) package of assistance that provides emergency employment for
displaced workers, underemployed and seasonal workers, for a minimum period of 10 days, but
not to exceed a maximum of 30 days, depending on the nature of work to be performed. 128
The following are qualified as beneficiaries of the EEP or TUPAD Program:

o Underemployed
o Laid-off or terminated workers as a result of retrenchment or permanent closure of an
establishment.
o Self-employed workers but have lost their livelihoods because of natural
calamities/disasters, economic crisis, armed conflicts and/or seasonality of work.
Eligible projects that would qualify under the EEP/TUPAD are the following:
o Social Community Projects
• Repair/maintenance/improvement common public facilities
• Clearing of canals
o Economy Community Projects
• Repair/rehabilitation of FMR
o Agro-forestry Community Projects
• Tree planting
• Seeding preparation
F.TESDA’s Programs on Livelihood and Emergency

Services to Workers Vulnerable to Calamities and
Public Health Emergencies
Technical Education and Skills Development Authority- Cordillera Administrative
Region (TESDA-CAR)
 Unified TVET Program Registration and Accreditation System (UTPRAS)

Program registration in UTPRAS is the mandatory registration of Technical Vocational Education
and Training (TVET) programs with TESDA. It is the system that ensures compliance of Technical
Vocational Institutions (TVIs) with the minimum requirements as prescribed under the
promulgated training regulation.129
128
129
Angoling, B.G. (2021). TESDA’s Programs on Livelihood and Emergency Services to Workers Vulnerable to
Calamities and Public Health Emergencies [Google Slide]
154 | P a g e
Table 40. Registered Programs in CAR
SECTOR ABRA APAYAO BENGUET/ IFUGAO KALINGA MT. TOTAL
BAGUIO PROVINCE
Agriculture
Forestry & 8 7 11 20 25 2 73
Fishery
Automotive &
4 6 19 12 4 4 49
Land Transport
Construction 10 2 17 11 6 5 51
Electrical &
3 3 13 2 4 25
Electronics
Furniture &
1 1
Fixtures
Garments 1 1 2 1 2 7
Health Care 6 26 3 7 3 45
Information &
14 14
Communication
Metals &
4 20 5 3 3 35
Engineering
Process Food &
3 3
Beverages
Social,
Community
32 2 3 3 40
Development &
Other
Tourism 5 4 62 1 12 5 89
TVET 2 1 6 2 2 1 14
Wholesale and
4 4
Retail Trading
Others
2 81 1 1 1 86
(Language)
TOTAL-CAR 45 24 306 64 68 29 536
Regular Training Program Modalities 130

o Institution-based Training
Training programs conducted in Technical Vocational Institutions (TVIs), Higher
Educational Institutions, State University Colleges, and other public and private
institutions.
o Center-based Training
Trainings conducted in TESDA Technology Institutions (TESDA Training Centers).
o Community-based Training
Training program specifically designed to answer the needs for skills training of a
community for the purpose of creating self-employment or incomes.
o Enterprise-based Training
Training programs designed to provide new entrants to the labor force with the opportunity
to acquire basic skills and work experience. Included in this training are the Dual Training
System, Dualized Training Program, Apprenticeship and Learnership.
130
155 | P a g e
Table 41. TVET Providers in CAR
Province/ PUBLIC PRIVATE Farm Total
City TTI TAS LGU SUCs TVI HEIs School
Abra 1 3 1 5
Apayao 1 1 5 7
Benguet/ 2 1 1 65 5 74
Baguio City
Ifugao 1 1 11 13
Kalinga 1 1 7 3 6 18
Mt. Province 1 1 8 10
TOTAL 7 1 2 3 99 9 6 127
 Competency Assessment and Certification

The assessment process seeks to determine whether the graduate or worker can perform to the
standards expected in the workplace based on the defined competency standards. Certification
is provided to those who meets the competency standards.
TESDA also offer scholarships to interested individuals.

o Private Education Student Financial Assistance (PESFA)
Scholarship program that aims to extend financial assistance to marginalized but
deserving students in Technical-Vocational Education and Training courses.
Qualifications of beneficiaries:
 Filipino Citizen of atleast fifteen (15) years old at the start of the training;
 Must have completed atleast secondary education;
 With an annual family income of three hundred thousand (P300,000) and below.
Scholarship benefits:
 Free tuition
 Student allowance
 Book allowance
 Free assessment
o Training for Work Scholarship Program (TWSP)
Scholarship program directed towards filling up the skills gaps and job requirements of
priority industries and sectors with high employment demand.
 Filipino citizen;
 Atleast 18 years of age at the time he/she finishes the training program.
Scholarship benefits
 Free skills training
 Free assessment
o Special Training for Employment Program (STEP)
A community-based specialty training program that will address the specific skills needs
of the communities and promote entrepreneurial, self-employment and service-oriented
activities.131
131
156 | P a g e
 Filipino citizen;
 Atleast fifteen (15) years of age at the start of the training program;
 Must not be a current beneficiary of other government educational scholarship or
subsidy program.
Scholarship benefits:
 Free skills training
 Free assessment
 Free entrepreneurship training
 Free starter toolkit
 Training allowance
 Universal Access to Quality Tertiary Education Act (UAQTEA)

The “UAQTEA” was established through RA 10931 providing for free quality education
with aims to provide adequate funding and such other mechanisms to increase the
participation rate among all socioeconomic classes in tertiary education. Provide all
Filipinos with equal opportunity to quality tertiary education in both private and public
education institutions. Give priority to learners who are technically-able and who come
from poor families. Ensure the optimized utilization of government resources in education.
Provide adequate guidance and incentives in supporting young Filipinos with their career
choices towards the proper development and utilization of human resources and
recognized the complementary roles of public and private TVIs in the tertiary education
system.
 All Filipino learners who are currently enrolled at the time of the effectivity of the
Act, or shall enroll at any time thereafter provided, that they comply with the
admission and retention policies and existing residency rules of the STVIs.
 Priority shall be given to deserving learner who come from:
• The most recently updated Listahanan Poorest of the poor
• Orphans
• Dependents of informal settlers
• Rebel returnees/former rebels
• Rehabilitated drug dependents and their families
• Indigenous People (IPs)
• Persons with Disabilities (PWDs)
• People in the construction industry as a priority sector
• Internally displaced population
• Dependents of AFP/PNP personnel Killed-in-Action (KIA) or Wounded-in-
Action (WIA)
• Returning OFWs and their dependents
The following learners are NOT ELIGIBLE to avail of the Free TVET benefits:
• Learners who have obtained a bachelor’s degree;
• Learners who are already holders of a certificate or diploma for a technical-
vocational course equivalent to National Certificate Level III or higher,
unless the trainee is enrolled in bundled courses or programs in Level IV
or Diploma;
• Learners enrolled in TVET programs not registered under TESDA; and
• Learners who voluntarily opt out of the free TVET provision.
157 | P a g e
 Benefits of beneficiaries:
The Free TVET benefits shall cover the following:
1. Cost of tuition
2. Cost of miscellaneous fees/other related fees
2.1. Accident Insurance/Year
2.2. Library Learning Resource Center
2.3. ID Card
2.4. Medical/Dentist Services
2.5. Student Support Services
3. Trainee Support Provisions
3.1. National Competency Assessment
3.2. Instructional Materials
3.3. Living Allowance
3.4. Starter Toolkit
3.5. Workshop T-Shirts (3 pieces)
TESDA Online Program
The TESDA Online Program (TOP) is an open educational resource that aims to make technical
education more accessible to Filipino citizens through the use of information and communication
technologies. TOP provides an effective and efficient way to deliver technical education and skills
development services to a broader audience/wide range of users/ all learners at a lesser cost.132
Programs on Livelihood and Emergency Services

o Poverty Reduction, Livelihood and Employment Cluster (PRLEC)
Pursuant to the EO 10, TESDA Chairs the PRLEC with a goal to mobilize convergence
that ensures better services for communities, as part of the state’s efforts to further
promote sustainable livelihood and inclusive peace. It also includes the Community-Based
Training, Kalinga-Ifugao-Abra-related Training and Benguet-Apayao-Solar Installation.
o Program Registration:
• Agri-Related
 Organic Agriculture
 Agri Crops Production
 Raise Organic Chicken/Poultry
• Health-Related
 Contact Tracing Level II
 Barangay Health Services NC II
 Emergency Medical Service NC II
o Scholarship Programs
• Training for Work Scholarship Program
• Special Training for Employment Program
• Tsuper Iskolar
• Bayanihan 2
• A total of 22,546 slots of scholarship for the year 2021.
o Entrepreneurship Training
• TESDA’s current direction is to strengthen its skills development program
through the integration of entrepreneurship in its curriculum.
132
158 | P a g e
CHAPTER 5
ASSESSMENT OF LIFELINES AND
CONTINGENCIES
A.Baguio Water District Emergency Response and

Crisis Management Plan
Baguio Water District (BAWADI)
In all disasters and calamities, Baguio Water District is at the forefront to restore the water supply
services for the community. It is thus imperative that safe and potable drinking water is delivered
to the consuming public even in times of emergency, hence an emergency response planning is
essential to manage the water system and mitigate the risks and hazards at hand.
The Emergency Response Plan (ERP) assists the water system in responding quickly and
effectively to an emergency. A carefully planned ERP will reduce property damage, minimize
downtime, prevent illness, save lives and reduce system liability. Emergency response planning
is an essential part of managing a public water system, 133 this time where diseases are emerging
and re-emerging, stringent planning and preparation is also a must as this involves the health and
safety and even the lives of people. A Crisis Management Plan is therefore necessary to prevent
or reduce loss in a crisis situation and be able to respond to the different needs of all those
affected. It is designed to assist in effectively and efficiently managing the effects of a crisis and
recovering from it financially and socially.
The common problems which may be encountered during and after an earthquake are pipe bursts
and leakages, facility damages, pump and motor malfunctions, coliform contamination, and power
outages. These may be manageable and preventable if an emergency response plan is in place
and can be put to action quickly. The ERP accounts the following:
• The RISKS associated with emergencies
• Identification of available resources
• Necessary tools for decision makers to use in mitigating the impacts of an emergency.134
133
Public Water System Emergency Operations Plan Guidance Document, 2007
134
Calpito, N.C. (2021). Baguio Water District Emergency Response and Crisis Management Plan [Google Slide]
159 | P a g e
Baguio Water District Facilities Information
FACILITIES:
• 75 Pumping Stations
• 56 Deepwells having
an average well-depth
of 150 meters
• 4 Spring Sources
• 2 Rainwater Harvesting
Facilities ACTIVE CONNECTIONS
• 204 kms of distribution NUMBER OF
network (50mm to as of 2021, there are more BARANGAYS SERVED
200mm diameter) than 44,000 active service
• 124 fire hydrants connections equivalent to 122 barangays out of 129
strategically all over the approximately 95% of the barangays in Baguio City
city for effective fire City’s population served
suppression.
• 593 distribution valves
• 58 blow-off valves for
purposes of water
supply diversion and
flushing activities
respectively
The other spring source, Amliang, is located along Digdiwayan, Tuba, Benguet and has a
maximum capacity of 250 gpm. This is also fed to the Km 8 reservoir through gravity. Similar to
Stage 1, massive saturation and tie-out of illegal connections have been undertaken to reduce
NRW and to maximize the output thereof.
Camp 8 spring source, with a capacity of 400 gpm, is located within the Camp 8 watershed and
is being operated on a seasonal basis to save on power costs. This source generally is acidic,
having a pH level of 2-5 due to its geologic characteristic information.
The Buyog spring source, with a capacity of 250 gpm, is located in Quirino Hill and is operational
almost all year-round thus, the deepwell within the facility is used as back-up only. Due to human
activities within the perimeter of the head source, the spring boxes are fenced and protected
against unauthorized entry of individuals.
Water Sources
The Santo Tomas Rain Basin is a rain water harvesting facility located at Mt. Sto. Tomas, Tuba
Benguet with an elevation of 1,889 meters above sea level (ASL). It has an area of almost nine
(9) hectares and capable of storing up to 700,000 cubic/meter of water. This water source supplies
the southern portion of Baguio City. Prior to release, water from this source undergoes pre-
treatment such as sedimentation, aeration, flocculation and coagulation. Thereafter, it passes
through the filtration system at Km.8 treatment plant and disinfection through chlorination prior to
distribution to the intended beneficiaries.135
135
160 | P a g e
The stage 1 source located at Camp 6, Tuba, Benguet is one of the spring sources owned and
maintained by the District. Water from this source is pumped to the Km 8 reservoir using a 750-
hp booster pump through a transmission line of about 4.012 kms long with pipe diameter ranging
from 350 mm to 400 mm. This source has a combined output of 800 to 900 gpm and is supplied
by three (3) spring sources converging at a collecting dam near the pumping facility. Previously,
several illegal connections were discovered in this area causing an exorbitantly high non-revenue
water (NRW) however, with the implementation of extensive and exhaustive saturation activities
and programs, tie out and permanent removal of illegal connections and apprehension of these
pilferers, the non-revenue water thereat was drastically reduced.
The Amparo Pumping Station Complex located at Amparo Heights, Camp 7, Baguio City, is
capable of supplying about 19% of the district’s total production or a total combined output of
250,000 cubic meter per month. This facility houses four (4) deepwell sources operating on
seasonal bases. This pumping station operates 24 hours a day and feeds into the system using
a series of booster pumps. This facility makes use of soft-start controls which facilitates ease in
the distribution process.136
Partners/Stakeholders
City Disaster Risk Reduction Management Council-Disaster
Operations Center- for imminent emergencies that threatens the City,
the local government convenes the City Disaster Team of which Baguio
Water District is a member. Coordination on the various efforts happen
in these meetings as well as respective tasks are assigned. These
meetings are usually held at the Office of the City Mayor.
City Fire Department- this department is under the operational control

of the Department of Interior and Local Government (DILG). During
emergencies, the BWD coordinates with this office for whatever
assistance deemed necessary.
Health Services Office (Baguio Health Department)- the Health

Services Office is under the office of the Local Government of Baguio.
BWD coordinates with this office for any emergencies involving health
and sanitation problems especially on water quality problems affected
by sewage and sewerages where sanitation compliance is violated.
136
161 | P a g e
City Environment Parks and Management Office (CEPMO)-
BWD coordinates with this office for any concerns on overflowing
sewer manhole especially those that poses risk or hazard to water
supply.
Baguio City District Engineering Office (BCDEO)- BWD coordinates

with this office for any concerns on road clearing after massive erosion
that affects access to major and critical water sources or pumping
stations.
Benguet Electric Cooperative (BENECO)- BWD coordinates with this

office for any concerns that requires immediate energization of pumping
stations during calamities like typhoons in order to restore the delivery of
water services.
Objectives of the Emergency Response and Crisis Management Plan

o Rapidly restore water service after an emergency and minimize damage to vital facilities
during an emergency;
o Prepare in times of emergencies, disasters, and crisis and to act and implement
contingency plans as quickly as possible to eliminate the threat to water safety and health
and lives of personnel;
o Ensure adequate water supply for fire suppression;
o Identify potential hazardous situations and methods for responding to these situations
quickly and effectively;
o Provide efficient and reliable emergency public information dissemination to all
stakeholders and concessionaires; minimize negative impact to public health and
employee safety;
o Minimize water system damage;
o Minimize impact and loss of customers; and
o Establish safety guidelines to ensure the health and safety of all personnel at all times.
The ERCMT plan is likewise in accordance with the National Disaster Risk Reduction and
Management Plan’s (NDRRMP) four (4) distinct yet mutually reinforcing priority areas to be
achieved, namely: a. Disaster Prevention and Mitigation; b. Disaster (and Emergency)
Preparedness; c. Disaster (and Emergency) Response, and d. Disaster Recovery and
Rehabilitation. 137
137
162 | P a g e
Emergency Response Protocol and SOPs
EMERGENCY EMERGENCY WATER SAFETY

RESPONSE TEAM EVACUATION PLAN PLAN
On call during The Water Safety Plan was

disasters and Conspicuously posted accepted and certified by the
emergencies such as in every office where Department of Health in 2017.
emergence exits are Contains risk assessment and
typhoons to monitor hazard analyses with their
facilities (pump adequately marked. corresponding mitigating
stations and pipelines) measures/corrective action.
th t b d d
There shall be an Emergency Response and Crisis Management Team (ERCMT) who shall
immediately convene in the event of a crisis or disaster/emergency for the declaration of alert
levels and such other instructions to cope with the crisis or disaster. These sub-teams are called
Crisis Response Teams (CRTs) which is subordinate to the ERMCT.
Emergency Response and Crisis Management Structure 138
The salient functions of the Emergency Response and Crisis Management Team (ERMCT) are:
o Organize, direct and guide the use of human, material and financial resources;
o Implement any mitigation, prevention, preparedness, response, rehabilitation or
reconstruction activities regarding emergencies, disasters or crisis;
138
BWD Emergency Response and Crisis Management Plan
163 | P a g e
o Make decisions to ensure that water supply and services are restored at the shortest time
possible after a disaster;
o Declare a state of alert based on the relevant protocols established by this plan;
o Forge and maintain communications and coordination with concerned government units
responsible for emergency and disaster risk management; and
o Coordinate the planned actions with the individual Emergency Response Team.
The Emergency Response Teams (ERTs) are the first line of defense or the “frontliners” in
emergencies and crisis with the following salient responsibilities:
o Coordinate and guide emergency preparedness, response, and rehabilitation efforts in
their respective areas of responsibility as well as other functions designated by the Team
Leader.
o Participate in post-disaster reconstruction to ensure that the rehabilitated system’s
vulnerability is reduced; and
o Design or carry out vulnerability assessment and water supply mitigation programs.
There are three Emergency Response Teams which all are under the supervision of the
Emergency Response and Crisis Management Team (ERCMT). Each team is headed by a Team
Leader who (1) executes orders from the ERCMT; (2) coordinates and monitors actions of
members; (3) reports to ERCMT the actions taken by the team, as well as updates.
It shall be the venue for meetings of the Emergency Response and Crisis Management Team
(ERCMT) and all other key personnel as may be called upon by the Team Leader during an
emergency situation. The Command Post shall be at the control and disposal of the ERMCT Team
Leader or his assistant, in case of the Team Leader’s unavailability.
The duties of the employees are to know the crisis plan and follow them when initiated. Know the
location of the nearest fire extinguisher in all areas. Assist concessionaires and guests who are
within the premises during emergencies and evacuate immediately to the designated assembly
area, in case of evacuation.
The designated command center will be the BWD Multi-Purpose Hall located at the 4th floor of the
building. The site will be used for proper coordination during an emergency or disaster. The
parking space at the rear portion of the main building shall be the alternate command post in the
event that the Multi-Purpose Hall is not available.
In case of emergencies where there is a need to evacuate employees and customers within and
outside the premises of the Baguio Water District, the assembly or drop-off points will be the
following:
o Main Office Personnel: Motorpool area and Open Parking Areas fronting Commercial
and BWD Laboratory.
o Field Personnel: Pumping Station nearest to their location.
o Media Room: Briefing for media shall be held in a designated area in the mezzanine floor.
o Triage Area: the triage area for the injured or anyone affected by the emergency, whether
physically, emotionally, and mentally, shall be in an area within the parking lot fronting the
Commercial Division.
164 | P a g e
Crisis Management Framework and Response Flowchart
The Baguio Water District (BWD) recognize that crisis management starts before the onset of any
crisis and requires comprehensive preparation and planning during routine operations.
BWD recognize also the need to maintain adequate and sage, potable water supply during
emergency situations thus, the need to implement measures designed to immediately restore
water service and appropriate the necessary funds for this purpose.
BWD acknowledge that each functional unit of the operation has an important role to play during
a crisis or emergency and that these duties and responsibilities must be properly defined and
delineated to ensure that the primary duty of the District of delivering safe and potable water is
not disrupted.
The Baguio Water District understand the need to inform all stakeholders of any situation that will
affect public health and safety, damage the environment, or interrupt domestic activities. This will
ensure that correct information is cascaded to them at the soonest possible time during
emergency situations.
The Baguio Water District recognize the importance of media relations and its role in building
public trust and bolstering public confidence in the quality of products and integrity of service of
the Baguio Water District. It shall coordinate with the media to provide timely and correct
information and status of service restoration, if any.
The Baguio Water District recognize that employees share in the responsibility of disseminating
correct information and to take in information that is communicated, to share information as
appropriate.
The Baguio Water District recognize the need to continuously improve the Crisis Management
Plan.
Guidelines in the Crisis Management Plan 139

1) All crisis, potential or actual, should be reported to the supervisor and to the General
Manager immediately.
2) Unless otherwise designated by the ERCMT, only the Crisis Management Team Leader
and/or authorized representative are allowed to release information to the media and to
the public, with the concurrence of the General Manager.
3) The Crisis Management Team Leader is the lead person in directing and coordinating all
aspects of the organization’s response. All instructions shall come from him and all reports
shall be directed to him.
4) All statements shall be guided by professionalism and transparency. As much as possible,
responses shall be proactive, responsive, objective and action-oriented.
5) Personnel matters as well as personal information of management staff will remain
confidential.
6) Not every emergency is covered by these preset plans. In these cases, use ones’ best
judgment, and coordinate with the authorities and subordinates, as necessary.
139
165 | P a g e
The Crisis Management Plan shall operate within the following framework and will include three
(3) phases: Pre-Crisis, Crisis and Post-Crisis Phases. Crisis management starts before the onset
of a crisis and requires comprehensive preparation during routing operations.
General Framework of the Emergency Response and Crisis Management Plan 140
140
Adapted from ISO 11830-Crisis Management Plan for Water Utilities
166 | P a g e
Anticipated Disasters and Emergencies
There are two (2) classifications of crisis namely, Water Supply Service Crisis those that directly
affect the water system and consequently, the continuous provision of water supply and Non-
water Supply Service Crisis those that will not affect the provision of water supply but will
potentially harm the public image of Baguio Water District and the goodwill that it has established,
or put to risk the health and life of its employees or its concessionaires. The causes of these crisis
are natural and anthropogenic which is man-made.141
The following are the impact of earthquake on water supply systems:
o Total or partial destruction of facility, intake, transmission, treatment, storage and
distribution systems.
o Rupture or breakage of transmission and distribution pipes.
o Interruption of electric power, communication lines and access routes.
o Deterioration of water quality at the source due to landslides brought about by the
earthquake.
o Loss of reduction of yield from groundwater sources and surface water sources.
141
167 | P a g e
Emergency Action Plans and Measures
 IF INDOORS:
If you are not near a strong table or desk, drop to the floor against an interior wall and
cover head and neck with your arms. Avoid windows, hanging objects, mirrors, tall
furniture, large appliances and cabinets filled with heavy objects. Do not try to run out of
the structure during strong shaking. Stay away from buildings. Glass from tall buildings
does not always fall straight down; it can catch a wind current and travel far distances. Do
not use elevators.
 IF OUTDOORS:
Move to a clear area if you can walk safely. Avoid power lines, buildings and tress. If
driving, pull to the side of the road and stop. Avoid stopping under overhead hazards.
Once the shaking stops check the people around you for injuries then provide first aid. Do
not move seriously injured persons unless they are in immediate danger. Check around
you also for dangerous conditions such as fires, drowned power lines and structure
damage. And check for telephone line.
A safety officer has functions to exercise during an emergency. The person needs to assess the
situation at hand such as the sources, pump houses, reservoirs and distribution system for
damages. Identify the problem, the corresponding cause/s and actions to be undertaken. Notify
the Emergency Response and Crisis Management Team of the status and gravity of the situation.
The safety person also needs to monitor and evaluate results of the emergency responses and
provide updated status of systems to the proper authorities such as the General Manager, City
Health Officer, Office of Civil Defense and other relevant agencies/groups.
Water Supply Emergencies 142

o Water Supply Potential Issues
 Pressure Loss. The source/s of loss should be located. Adjustments and repairs
should be done per standard practice in the field of water management and
operations.
 Leak. Cause/s of the problem should be identified as soon as possible, use
systems maps and turn-off system, if required in affected areas. Repairs and
disinfection of repairs should be done according to standard acceptable practices.
Disinfection, flushing and conduct of sampling will be made according to
circumstance/s. The system will be return to normal operation upon completion of
all required procedures and testing. An advisory will be issued to customers as
applicable and if emergency conditions permits.
 Depletion of source. The reason should be identified. System operations should
be adjusted. Conversation plan should be applied. Advisory will be issued to the
consumer. Situation will be monitored and plans to supply the needed short and
long-term water should be provided.
 System water production. The reason for the low and lack of production and/or
poor/unsatisfactory quality should be identified. Sources of water, reservoir level,
incoming/outgoing system pressures, gauges, print outs and panels should be
properly checked.
142
168 | P a g e
o Water Quality Issues
 Bacteriological Contamination. Sampling plan will be followed as well as the
standard rules/guidelines. Source/s of contaminants will be located to address the
problem, remove the contaminants, ensure adequate disinfection, flush system
and re-sample will be conducted if needed.
 Backflow Contamination. Location of contamination and contaminant will be
identified and to isolate affected area if necessary. The customers must be notified
to discontinue using of the water in the meantime. Contaminants will be removed;
flush system and water sampling will be conducted. Ensure proper backflow
protection is provided before leaving.
 System breached from an unknown source. This includes terrorist activity, location,
source of contamination and damages/vandalism followed with proper notifications
of authorities. Flushing and testing will be conducted. Alternate source will be
provided if needed.
 Chemical contamination/releases. Location of the contamination and
contaminants will be identified. The area will be isolated if necessary. If chlorine or
other gaseous chemicals are involved, the containment procedures and/or
emergency release procedures will be followed. The Emergency Medical Services
or Hospitals as listed will be contacted. If it concerns surface water contamination,
the appropriate agencies will be notified for assistance.143
Emergency Protocols for Providing and Distributing Emergency Water Supply

o During emergencies, the first seventy-two (72) hours the water should be immediately
disinfected through boiling or chlorination; if the water is already chlorinated, check for
chlorine residual. E. coli should be tested at the onset of emergency.
o After seventy-two (72) hours the existing sources used for domestic purpose must have a
minimum chlorine residual level of 0.5mg/l 144. From the onset of emergency, the water
must be monitored daily for at least seven (7) days.
Other response action plans

o Bottling Waters. Emergency needs for water can be acted upon immediately by shipping
or transporting water in bottles.
o Water Delivery. Emergency water supply may also be made accessible to the consuming
public though water delivery trucks or tankers, however, making sure these storage tanks
have been initially disinfected with chlorine.
o Temporary Distribution Re-piping. A natural or man-made disaster could damage the
water systems and normal operation may resume after a while, leaving the consuming
people clamoring for water supply. To prevent the piling-up of complaints on no water, a
temporary distribution re-piping may be made available to supply the affected portion of
the population with a safe and potable water supply.
o Alternative water source depending on the gravity of the situation at hand, alternative
water source may be considered if the existing water supply was found to be “Not Suitable
to Drink” or “Not Fit for Human Consumption.” This subject water source will be abandoned
and will no longer be operated for use.
143
144
DOH Wash Participants Manual, (2011)
169 | P a g e
o Neighboring Water Districts/Water Suppliers. The neighboring water district or water
supplier may be asked/requested to provide the affected supply area with water.
This will depend on mutually agreed upon terms and conditions by both parties. The
nearest water district to Baguio is the La Trinidad Water District.
Alert Levels
A water service crisis that would necessitate the activation and execution of this Emergency
Response and Crisis Management Plan will be based on the severity of damage to its capability
to provide and distribute water supply in its service areas, where such damage to be measured
will be based on the duration of non-delivery of service and the extent of affected area/s.
Table 40. Alert Levels – Water Supply Service Crisis

LEVEL DURATION AREA AFFECTED
Level 1 Short duration Small service area
Level 2 Short duration Large service area
Level 3 Long duration Small service area
Level 4 Long duration Large service area
o Level 1 Crisis- classified as short duration of crisis situation (less than one day) and with
less than 25% of the service area affected, or that which can be managed and controlled
easily. Information dissemination is confined within the affected area, including the
barangay which covers the area.
o Level 2 Crisis- classified as short duration of crisis situation (less than one day) and with
a 25% to 50% of the service affected, or that which may result to significant but
manageable damage of effect. Information dissemination is confined within the affected
area but the ERT2 shall immediately monitor news, websites, and even social media for
inaccuracies. The ERT1 will provide the updated information to ERT2 on the progress of
service restoration and delivery.
o Level 3 Crisis- classified as long duration of crisis situation (more than one day) and with
51% to 75% service area affected, or that which may result to significant and more
complicated management of the damage or effect.
o Level 4 Crisis- classified as long duration of crisis situation (more than one day) and with
76% to 100% of the service area affected, or that which may result to substantial and
catastrophic damage or effect to the facilities.
Alert Levels – Non-water Supply Service Crisis 145
CODE BLUE CODE RED

-where the crisis situation disrupts all or a large part
-where the crisis situation is confined to a of the functions of Baguio Water District or endangers
limited area only. It indicates the need to the health and safety of its employees or its
stay put and “lockdown” behind closed or concessionaires. Code Red indicates the need to
locked doors. evacuate.
145
170 | P a g e
Emergency Response and Recovery Plans146
RECOVERY TEAM LEADER
AGM Technical Operations
DAMAGE ASSESSMENT
TEAM LOGISTICS TEAM
DOCUMENTATION AND
Unit Team Leader: Engineering Division
Manager
COMMUNICATION TEAM
Administrative Division:
Members:
Division Manager (Team
Production/Distribution Division: Division Leader); Property/Warehouse ICT Division Manager; ICT
Manager; PPM/PRI Supervisor; Water Supervisor (Member); Motorpool
Quality Supervisor
Supervisor; and PRO
Supervisor (Member)
Non-Revenue Water Management
Division: Division Manager; Water
Resources Supervisor
C and M Division: Division Manager:

Leak Repair Supervisor
 Pre-crisis Phase
RESPONSE LEAD PERSON/GROUP
• Ensure integrity of structure during Normal operating procedures
construction • Engineering
• Regularly check for signs that will • Production
compromise the integrity of structure • Admin
• Conduct regular earthquake drills • Finance
among employees
Reinforced Confinement Wall at Busol

Watershed
Concreting of the Santo Tomas Rain

Basin
146
171 | P a g e
 Crisis Phase147
• If INSIDE, stay inside. Remain until the Concerned Employee
shaking is over.
• Move away from windows, shelves, and
heavy objects including furniture.
• Take cover under a desk, table, or
counter.
• If shelter is not available, move to an
inside wall of corner, turn away from
windows. Kneel beside a wall, bend
head down and put hands behind neck.
(Duck, Cover, Hold)
• If notebooks or jackets are handy, hold
these over your head for protection from
flying glass and ceiling debris.
• Stay clear of hazardous chemicals.
• Once the shaking has stopped, wait a
minute before getting up and look
around for debris or other dangers.
• IF OUTSIDE, stay outside. Remain in ERMCT, ERT 1, ERT 2
safe area until the shaking is over.
• Move to an open space, away from
buildings and overhead powerlines.
• Lie down or crouch low to the ground to
prevent from failing.
• In case of damage to facilities,
INTERRUPT service delivery but
WITHOUT INJURY to any person,
Crisis Management Team to convene
and declare alert levels and activate
Crisis Response Teams 1 and 2.
• Injured employees or concessionaires
within the premises of the Baguio Water
District.
• If the building sustains MINOR damage
without service interruption, the CRISIS
Management Team decides regarding
its immediate use.
• If the building or facilities sustain
significant damage resulting to service
interruption and serious injuries,
ERMCT to activate all Emergency
Response Teams.
147
172 | P a g e
Recovery Plans
A. Water Sources/ Facilities
• Assess all production wells for any damage or contamination sustained. Conduct
emergency repairs to restore normal operation. Implement protocol to ensure
water quality prior to recommissioning of water sources. Submit damage report
and recommend a plan to rehabilitate wells to become flood resilient, as needed.
• Assess all booster stations for any damage incurred and conduct emergency
repairs, as necessary, to restore normal operations. Implement protocol to ensure
water quality prior to recommissioning of water sources. Submit damage report
and recommend a plan to rehabilitate affected pumping stations, as necessary.
• Assess all electrical facilities for any damage and conduct emergency repair and
install temporary power supply. Submit damage assessment report and
recommend a plan for replacement or rehabilitation.
• Assess any structural damages on pumping facilities such as, but not limited to,
perimeter fence, pump house and submit a damage assessment report. Request
for full security protection, if necessary, for major and critical pumping stations.148
Slope Protection for Water Facilities/Structures
Installation of Retaining Wall Installation of Erosion Control

at Amparo Pumping Station Netting & Soil Nailing at Busol
Installation of Retaining Wall at Amparo Pumping Station
148
173 | P a g e
B. Water Quality
• Assess damage to water treatment facilities laboratory equipment due to power

surge, and submit a damage assessment report.
• Assess water quality in the distribution system though random sampling
representative of the entire distribution network.
• Implement protocols for ensuring water safety in all water sources prior to
recommissioning.
• Monitor water quality from water delivery trucks and from water storage facilities,
including those installed at evacuation centers, if any.
• Conduct massive flushing at dead-ends and blow-off valves, chlorine residual
testing at endpoints, bacteriological test after resumption of water supply.
C. Water Distribution
• Assess and survey all transmission and distribution facilities, including reservoirs
for any damages sustained and recommend plans for repair/replacement or
rehabilitation.
• Conduct cleaning of tanks, as necessary, to remove any debris that may have
entered during the typhoon/strong rains.
• Assess damage to storage tanks and pipelines where the landslide occurred.
• Assess all valves and appurtenances for any damages and recommend a plan for
repair or rehabilitation.
• Secure damaged service connections and facilitate meter retrieval in affected
areas.
• Facilitate installation of emergency water supply access points at designated fire
hydrants.149
BWD Earthquake Risk Assessment Projects Pipeline Protection
Replacement of GI Pipe to HDPE Replacement of 12” Ø CCP to 8” HDPE at

Pipes (flexibility to ground Camp 8, Watershed
movement)
149
174 | P a g e
Installation of Suspended Cable Wire Supports for hanging pipelines Sto. Tomas STRB transmission line
D. Logistics
• Ensure the availability of materials, supplies and equipment needed for recovery
efforts.
• Conduct assessment and post-trauma debriefing to all employees affected by the
calamity.
• Ensure that documentation of all procurement is complete.
E. Documentation
• Consolidate all damage assessments, repair and recovery reports from all field
team leaders.
• Ensure that proper documentation of recovery efforts, including all financial
transactions are complete.
• Ensure that historical documentations is complete to enable the updating and
appropriate revision of this ERCM Plan.
F. Communication
• Implement the communication plan in the dissemination of recovery information
and updates to the public.
• Conduct media briefing in order to ensure that correct information will reach the
public.150
150
175 | P a g e
Construction of Riprap at Agpaoa Pumping Station
Slope Protection for Lovena Tank of Gibraltar (Shotcrete with Soil Nailing)
 Post-Crisis Phase
• Declare cessation of crisis and Crisis Management Team
resume normal operation.
• Assess damage to facilities and Normal Operating Procedures-
equipment, repair facilities and Engineering, Production, Admin and
equipment, purchase replacement of Finance
irreparable equipment.
• In case service interruption
occurred, inform concessionaires of Normal Operating Procedures-ICT/PRO,
normalcy of situation. Commercial
176 | P a g e
Crisis Communication Plan 151
The objectives of the Crisis Communication Plan are:
o To prepare Baguio Water District to effectively and quickly manage crisis communications;
o To help assign personnel to respond in a unified, professional manner that reinforces
sector leadership;
o To strategically enhance the role and public understanding of the information provided by
the district; and manage the distribution of critical, often sensitive, information to the
media, members, and public.
o To balance the desire to give the public (media, concessionaires, local government
officials, employees and other stakeholders) a timely, accurate information and with the
need to protect the privacy and safety of employees and individuals involved in the crisis.
Unless the ERMCT Leader appoint another officer or employee as Media Spokesperson, he is
the primary spokesperson for the Baguio Water District. The Press Relations Officer (PRO)
however, shall coordinate and handle interactions with the media in any crisis situation under the
guidance and clearance of the primary spokesperson.
All employees MUST POLITELY DECLINE to answer questions and refer the media to the
designated spokesperson of his authorized representative to handle queries involving any, but
not limited, to the following: Names, addresses, descriptions or photographs of witness,
perpetrators and/or victims; Information about police operations or investigations; and Security
procedures including those which were breached by perpetrators.
Climate Change Adaptation and Mitigation

A. Watershed Management
1) Complete profiling of watersheds, i.e., Busol, Camp 8, Buyog, Camp 8, Ambiong and
Km 8;
2) Implementation of the Integrated Watershed Management Plan (IWMP);
3) Construction of recharge ditches in watersheds to maximize groundwater infiltration to
augment aquifer recharge;
4) Promotion of the use of organic farming and prohibition on the use of pesticides and
fertilizers to protect the quality of surface waters;
5) Reforestation programs thru annual tree planting activity; and
6) Promotion on the use of rainwater harvesting system.
B. Water Supply and Demand Management
1) Conduct of water and supply demand analysis under various hydrologic conditions
and estimate scenarios;
2) Review and modification, as necessary, appropriate management processes of
existing water supply systems and users to consider potential impacts of climate
change; and
3) Implementation of water harvesting technologies.
C. Water Quality
1) Implementation of the Clean Water Act and the National Sewerage Septage Program;
and
151
177 | P a g e
2) Implementation of the BWD Water Safety Plan and revision/modification of action
plans in accordance to existing situations, as necessary.
D. Water Infrastructures
1) Conduct of vulnerability and risk assessment of water resources, infrastructures, and
communities;
2) Formulation of a roadmap for climate-proofing critical water infrastructure based on
the results of the vulnerability and risk assessments; and
3) Rehabilitation of water distribution infrastructures to avoid leakages and
contamination.
Updating and Training

The Emergency Response and Crisis Management plan shall be updated annually to ensure that
response plans are still viable and enforceable. All personnel assigned to respond to
emergencies, especially the members of this Team, shall undergo ERP training and Refresher
Courses at least annually.
This plan shall be updated annually at least a month before the typhoon season in Baguio City to
ensure that response plans are still viable and enforceable. 152 It shall also be updated upon the
occurrence of any of the following:
1) Changes in the assignments of personnel assigned in the Emergency Response and
Crisis Management Team;
2) Appointment of new personnel in the team;
3) Changes in the vulnerability and risk assessment of Baguio Water District;
4) Changes in contact information of internal and external resources;
5) After the conduct of ERP exercises/stimulation; and
6) After significant water system modifications or improvements
B.BENECO Disaster Mitigation and Emergency

Restoration Plan (BDMERP)
Benguet Electric Cooperative (BENECO)
Benguet Electric Cooperative coverage area has a total geographical tract of approximately 2,664
square kilometers comprising a city and 13 municipalities, namely; Baguio City, Atok, Bakun,
Bokod, Buguias, Itogon, Kabayan, Kapangan, Kibungan, La Trinidad, Mankayan, Sablan, Tuba
and Tublay.153
152
153
Atam, L.L. (2021). BENECO Disaster Mitigation and Emergency Restoration Plan [Google Slide]
178 | P a g e
BENECO Distribution System 154
Substation %
Feeder Capacity Remarks
Name Loading
Feeder 1
LAMUT 1 10MVA Newly energized
Feeder 2
Feeder 3
IRISAN 20MVA 46% Ideal Loading
Feeder 4
Feeder 5
NSC A 50MVA 42% Ideal Loading
Feeder 6
Feeder 7
Ideal Loading
Feeder 8
NSC B 50MVA 40%
Feeder 9
Ideal Loading
Feeder 10
Feeder 11
LAMUT2 20MVA 75% Heavily Loaded
Feeder 13
Circuit 1
ATOK Circuit 2 5MVA 50% Ideal Loading
Circuit 3
Circuit 4
MANKAYAN 3.75MVA 92% Heavily Loaded
Circuit 5
Circuit 6
SINIPSIP 10MVA Newly energized
Circuit 7
Total = 168.75 MVA
154
179 | P a g e
Customer Profile
BENECO is dominated by residential customer of about 92% of the total customer types.155
NUMBER OF CUSTOMERS 2020

Sale for Resale 1
Public Building 4 Total = 209,242
Commercial 70
Coop - Cons 35
Streetlights 368
Public Buildings 2640
Industrial 39
Commercial 11747
Residential 194338
0 50000 100000 150000 200000 250000
Utility Performance
2020 BENECO SALES

4.3% Residential
2.2% 0.2%
0.4% 0.4%
Commercial
Industrial
34.6% Public Buildings

57.8%
Streetlights
Coop - Cons
Sale for Resale
155
180 | P a g e
Since 1990, BENECO was able to reduce its system loss from 29,21% down to 7.45% by the end
of 2020.156
Historical System Loss

32
30
28
26
24
22
20
18
16
14
12
10
8
6
4
2
0
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
Reliability Indices Assessment
The ERC set the criteria for primary distribution reliability standard of the SAIFI and SAIDI at
maximum of 20 average customer-interruptions per customer-year and 45 average hours per
customer-year, respectively. 157
FEEDERS SAIFI SAIDI ASSESSMENT
Feeder 1 0.03 0.09 Compliant
Circuit 1 0.58 2.43 Compliant
156
157
181 | P a g e
Dalicno 0.68 3.42 Compliant
Bakun 0.0001 0.02 Compliant
Luelco 0.01 0.13 Compliant
System 12.77 32.40 Compliant
Legal Basis
Pursuant to Presidential Memorandum Circular No. 11 dated October 1992, NEA filed with the
UP-Law Center copies of the Policy on Electric Cooperative’s Vulnerability and Risk Assessment
(VRA) and Emergency Restoration Planning (ERP).
The legal bases are:
o NEA issued Memorandum No. 2016-007 the Policy on EC’s Vulnerability and Risk
Assessment (VRA) and Emergency Restoration Planning (ERP) addressed to all electric
cooperatives.
o NEA issued Memorandum No. 2017-016 entitled “Implementing Rules and Regulations
(IRR) in EC’s Vulnerability and Risk Assessment (VRA) and Emergency Restoration
Planning (ERP)” to all Electric Cooperatives.
o NEA issued Memorandum No. 2018-013 issued in February 14, 2018 entitled “The Electric
Cooperatives’ Disaster Mitigation and Emergency Restoration Plans” in pursuant to
Department of Energy (DOE) Department Circular No. 2018-01-0001 known as “The
Adoption of Energy Resiliency in the Planning and Programming of the Energy Sector to
Mitigate Potential Impacts of Disaster.”
BENECO’S DISASTER MITIGATION AND EMERGENCY RESTORATION PLAN (BDMERP)

Crucial to this plan is BENECO’s adherence to the Electric Cooperative-Distribution Utility
Planning Manual (ECDUPM) in the evaluation and preparation of plans and projects needed for
the BDMERP to ensure secured/clean power supply, safe, reliable and efficient and resilient
distribution network as provided for by the Philippine Distribution Code (PDC) and Philippine
Electrical Code (PEC).
Thus, BENECO burned candle to see to it that its Capital Expenditure Plan (CAPEX) and the
Operational Expenses Plan (OPEX) are consistent with BDMERP inclusive of the need to comply
with the assessment of the performance, standards and vulnerability risk level of the existing
electrical distribution facilities. 158
While BENECO sees the urgency of implementing the disaster mitigation projects identified, the
same cannot be pursued in one time due to the huge capital expenditure projects would requires.
The mitigation projects and programs will be implemented gradually and in phases, since
BENECO has a limited funds for the implementation.
158
182 | P a g e
Power Distribution Network Hierarchy159
Transmission Line
Distribution Utilities
-National Grid
Corporation of the -Private DU’s/Electric
Power Generation Philippines (NGCP) Cooperatives (EC’s)
The three major

categories of energy for
electricity generation are
1.Fossil fuels (coal, Power Substations
natural gas and
petroleum)
2.Nuclear energy Medium Voltage Lines
3.Renewable energy
sources.
Distribution
Most electricity is Transformers
generated with steam
turbines using fossil
Low Voltage Lines
fuels, nuclear, biomass,
geothermal and solar
thermal energy. Service Drop Wires
Consumers
Highlights of BDMERP
Conduct of Inclusion of
Emergency four (4)
vulnerability
The Disaster Restoration Thematic
risk
Mitigation Plan is based Areas
assessment
plan is on the
level of
consistent in BENECO
Standard 1.Mitigation BDMERP
Operating 2.Pre-
our CAPEX & assets and disaster
Procedure
OPEX Plan provide 3.During
(SOP) of
recommen- disaster
BENECO
dations 4.Post-
disaster
159
183 | P a g e
The BENECO Disaster Mitigation and Emergency Restoration Plan refers to the plans for
infrastructure projects to mitigate the impact of disaster and system and procedure for the
Emergency Restoration processes consistent with Management goals.
BENECO CARES
• Capacity Projects – (Competency/capability/communication)
• Affordability Projects – (Availability of Power Supply)
• Reliability Projects – (Resilient Distribution Network)
• Efficiency Projects – (Empowerment of MCOs)
• Sustainability Projects – (Security/Safe Power Supply)
Table 41. 2021 Workplan of BENECO160

I.SUBTRANSMISSION DEVELOPMENT PROJECTS
1.23kV 3MW Man-asok, Buguias Subtransmission Projects
2.23kV 1MW Solar Subtransmission Project at Tabaan Sur
II. CAPEX PROJECTS
A. SUBSTATION DEVELOPMENT PROJECT
1.Installation of SCADA System for Sinipsip s/s 1 lot
(continuation)
2.Construction of 69kV metering for Atok substation 1 lot
3.Construction of 69kV metering for Bulalacao substation 1 lot
4.Construction of firewall protection for 2-50MVA power 1 lot
transformer at NSC substation
5.Maintenance of SCADA, Substation Equipment and 1 lot
Line Reclosers
6.Commissioning of Feeder 1 from Lamut to Bokod 1 lot
7.Commissioning of Feeder 03A from Irisan to Sablan 1 lot
B. PRIMARY DISTRIBUTION DEVELOPMENT PROJECT
PEP 1.Primary line extension 45 Projects
2.Primary Reconductoring (Tree Wire/insulated wires) 12 Projects
C. SECONDARY DISTRIBUTION DEVELOPMENT PROJECTS
PRQ 1.Secondary line upgrading 25 Projects
PES 2.Secondary line extension 45 Projects
III. OTHER CAPEX PROJECTS
PBB 1.Sole-use (Single Phase DT’s)
a.Single Phase Distribution Transformers 60 Projects
MSC 2.Miscellaneous Projects (labor cost paid by consumers) 100 Projects
3.Metering Related Projects
3a. Installation of kWh meters based on ASC 4,500 ASC
3b. Installation of Primary meters 12 ASC
3c. Service Drop for New Connections 4,500 ASC
3d. AMR (kWhr Meters) 150 Accounts
3e. AMI Pilot Project 150 Accounts
3f. Block Metering Project 20 Projects
160
184 | P a g e
3g. Conversion of 1-phase,3-wire, secondary line-line 30 Projects
secondary system to 2-wire, line-ground system
4.Installation of Streetlights
5.Replacement of insulators (13.2kV to 23kV) 60 Projects
6.Replacement of transformers at Bakun (from 7.62kV to
13.2kV)
7.Protection Related Projects
8.Tools and Equipment
9.Installation of Load Break Switch and Reclosers 13 Projects
IV. OPEX PROJECTS
1.Maintenance of Distribution Lines through Jobbers 12 Municipalities
2.Right-of-Way Clearing
2a. ROW Clearing of jobbers 17 Locations/areas
2b. ROW Clearing of regular crew 1200 Sitios/Job
orders
2c. ROW by anti-obstruction team (cutting/trimming) 200 Dead trees
3.Substation Maintenance Projects
3a. Preventive maintenance of power substation 8 Yearly
3b. Inspection of power substation and accessories 8 Monthly
3c. Inspection/repair of reclosers 73 Quarterly
3d. Inspection/preventive maintenance of load break 10 Quarterly
switches
3e. Functional test of IEDs/Relays 20 Yearly
3f. Replacement of Defective Main Secondary Circuit
Breaker
4.Replacement of 1-phase, 3-wire kwh meters with 2-wire 40,000 KWH meters
kwh meter
5.Repairs and Maintenance/Distribution System
Upgrading
5a. Line Protection 1,500
5b. Transformer 1,000
5c. Secondary line 250
5d. Pole 160
5e. Service drop 1,800
5f. Service Entrance 1,400
5g. Others 5,000
6.Based on Consumer requests (pole relocation, rerouting
of lines, etc)
Accomplished and On-Going Projects 161

 Capacity Projects
 10MVA Lamut Substation and
 10MVA Sinipsip Substation
161
185 | P a g e
 Affordability Projects
 On-going 3MV Man-asok, Buguias, Benguet
 On-going 1MW Solar Power Plant (Tabaan Sur, Tuba)
 Reliability Projects
Feeder 5
Purple:
Old Source – Feeder 7
Beans and Mugs

Yellow
Old: Feeder 7
New: Feeder 5A
Diversion of Loads from Feeder 7 to Feeder 5A
After Beans and

Mugs
Blue:
Old Source – Feeder 5
Yellow
Old: Feeder 5
New: Feeder 5A
F5A Deadend: Green: Existing

Before Rexhall Feeder 6
Diversion of Loads from Feeder 5 to Feeder 5A
186 | P a g e
BENECO aim to the highest level of its Key Performance Indicator (KPI’s) to further improve its
service by doing the Built Back Better philosophy.
Phase 1
On going implementation
(Phase 2)
-Needs power interruption
but poles are already
erected on site.
Installation of Tree-Wire
Zoomed-In Coated Primary Lines
Installation of Smart Lightning Arresters (around 105 arresters were installed)
187 | P a g e
Existing NGCP Totalizers
-Source of Baguio Gold
Diversion of source of Baguio Gold from NGCP Totalizer to Feeder 11

 Efficiency Projects
Replacement of 13.2kV insulators to 23kV insulators at Bakun (Accomplished)

Included in the efficiency projects are the Distribution optimation, line sizing economics and
rehabilitation of dilapidated poles/wires.
188 | P a g e
 Sustainability Projects
Other requirements of the network to meet the forecasted demand of additional customers such
as distribution transformers, secondary distribution lines, service drops and metering equipment.
As for the Rural Electrification Program,162 the required subsidy to implement the project must be
calculated.
The other non-network projects are:

o Tools and equipment
o Fiber optic and communication projects
o Replacement of old Boom Trucks
o Construction of Multi-Level Parking at South Drive
o Construction of Training Center at Alapang
o Renovation of Alapang Warehouse
o Replacements of old service vehicles.
Also, BENECO has future development Projects:

o Underground Distribution Network
o 230kV/ 69kV/ 23kV – 100MVA Substation at Longlong
o Mobile Substation
o Smart meters-real-time monitoring of the electricity usage of the customer
o Internet over power lines (Transco/DICT/BENECO)
o Automated Feeder Switching
o Energy Storage system (ex. Battery substation)
Organizational Chart 163
162
Republic Act No. 9136 “Electric Power Industry Reform Act of 2001”
163
189 | P a g e
BENECO is also following a step by step procedure in different disasters.164
164
190 | P a g e
D.DICT’s Risk Assessment and Contingency Plan for
Earthquake
Department of Information and Communications Technology (DICT)
The mandate of the Department of Information and Communications Technology shall be the
primary policy, planning, coordinating, implementing, and administrative entity of the Executive
Branch of the government that will plan, develop, and promote the national ICT development
agenda.165
One legal basis is under Republic Act No. 10844 Section 2 (m), “To ensure the security of critical
ICT infrastructures including information assets of the government, individuals and businesses;
and Section 6 III Resource-Sharing and Capacity Building (I), “Assist in the dissemination of vital
information essential to disaster risk reduction through the use of ICT.”
Organizational Structure
Assistant Assistant
Undersecretary Secretary for
Secretary for
for Resilient Assistant Maritime and
National
Government Secretary for Aquatics
Broadbrand
Emergency Digital Philippines Information
Backbone and
Communications Management
Free Wifi
System
Disaster Risk
Reduction and
Management
ROCS Free WiFi NBP
Division
NTC
NDRRMC/MM (R) (P) (L) DRRMC
Private Stakeholders
165
Republic Act 10844 “Department of Information and Communications Technology Act of 2015”
191 | P a g e
Operational Workflow 166
Thematic Areas Whole of Nation Approach
PREVENTION
AND MITIGATION
PREPAREDNESS
RESPONSE
REHABILITATION
AND
RECOVERY
166
Buenafe, R.F. (2021). DICT Risk Assessment and Contigency Plan for Earthquake [Google Slide]
192 | P a g e
EMERGENCY TELECOMMUNICATIONS CLUSTER167 168
LEAD AGENCIES
MEMBER AGENCIES BROADCAST MEDIA PRIVATE/VOLUNTEER/

INTERNATIONAL
167
NDRRMC Memorandum Circular No.01 s.2019, “Designation as Emergency Telecommunications Cluster (ETC)
Lead Agency”
168
National Disaster Response Plan (NDRP) known as “Disaster Risk Reduction and Management Act of 2010”
193 | P a g e
NDRP Structure169
Emergency Telecommunications Cluster Framework

ETC provides essential telecommunications requirements and the necessary information
management, coordination support and services to the community to respond to crisis, calamities
in a stricken area. 170
• Security Telecommunications
• Data connectivity
• Charging Stations
• Coordination and Information Management Platform
• Equipment Prepositioning and Deployment
• Provision of radio communication services in disaster-stricken areas
Priority Activities
• Operationalization of the ETC should be in line with the activation of MM/RDRRMC
Emergency Operations Center.
• Establish communication links with all Cluster Sectors, DRRMs and NGAs within 6 hours.
169
National Disaster Response Plan (NDRP) known as “Disaster Risk Reduction and Management Act of 2010”
170
194 | P a g e
Protection LnO Humanitarian
ETC Cluster
ETC will operate under the supervision of the Emergency Operations Manager.171
NDRRMC Requests and release of resources must be

coordinated and documented
Regional NGAs Assets to be utilized as part of the resource
inventory
LGUs Resources may be tapped on cases where
the city is not affected
MM/RDRRMC Resources should prioritize MM/RDRRM
Emergency Operations Center requirements
ETC supplement the needs for equipment and manning during the response operations. Utilize
T-Cards in monitoring the resource. Deploy its Government Emergency Communications System
Mobile Operations Vehicle for Emergency response (GECS-MOVE). Render 24hr duty on
MM/RDRRM-EOC and ACT/Sectors on shifting schedules (utilizing all stakeholders).
The Emergency Telecommunications Cluster with their international relations support National
ETC coordination and Information Management by deploying one ETC coordinator and one IM
Officer. Coordinate drone aerial assessment and augment capacity in term of equipment and
technical staff. Enable affected communities to communicate and access critical information to
make better-informed decisions by providing voice and SMS capability using quick deployment
mobile network kits. Establishment of telecommunications network in key operating locations for
use by the response community, including UN, NGO and other humanitarian organizations.
171
195 | P a g e
Prevention and Mitigation
The DICT Course of Actions are:
1. Interactively capacitate people from all walks of life by promoting programs, trainings,
seminars down to the community;
2. Provide via TV/Radio infomercials showing resounding precautionary measures of
information viable to calamity effects;
3. Promote and actively participate in the quarterly National Simultaneous Earthquake Drills or
any other locally sponsored drills (government/non-government, local government, civil
society, private) as best practices;
4. Peruse advance technology as means of reaching out information vital to a community;
5. Encourage local government units (down to the barangay level) in assimilating its
constituents for active participation in life-saving drills and the like;
6. Ensure sturdiness of nationwide facilities with rotund inspection;
7. Continuous monitoring of events as per daily activity for quick action and relayed information.
172
Preparedness
1. Capacitate Personnel by immersion through several trainings, workshops, seminars so as to
strengthen their handling of all-hazard calamity situations;
2. Conduct Inventory Resource of Radio Communications Facilities/Equipment and Data
Network Facilities;
3. 24/7 monitoring made vigorously for information dissemination;
4. Constant Radio Communications checking with Regional Cluster Offices for efficient relay of
information;
5. Distribution of Standby Emergency Kit for immediate needs for each DICT personnel
complete with Personal Protective Equipment (PPE), Medical Kit, etc.;
6. List of Contact Details of Personnel for Emergency Deployment such as mobile numbers,
satellite phone numbers, email addresses, etc.;
7. List of Contact Details of N/R/PDRRMC Focal Representatives such as mobile numbers,
satellite phone numbers, email addresses, etc.;
8. Standby of manpower for augmentation if deployment is requested;
9. Constant checking of network infrastructures as to provide immediate interoperability as
required by imminent extreme event;
10. Relay track changes of extreme events as it occurs;
11. Identify needs and gaps to be measured;
12. Coordinate with National Telecommunications Commission (NTC) and Private
Telecommunications provider in manners of Early Alert Warning Messages (EAWM) via text
messages and Cell Broadcast Technology;
13. Coordinate with KBP, PIA and PCOO in relaying resounding Early Warning Broadcast
messages;
14. Utilize Social Media Platforms such as Facebook, twitter to relay information of imminent
calamity event and actions undertaken;
15. Coordinate with NDRRMC, MMDRRMC, RDRRMO, and PDRRMO in manners of actions
needed to be attended (PDRA-as per expected aftershocks);
16. Enable Government Emergency Communications System (GECS) unit on standby alert
status for quick response and deployment; and
172
196 | P a g e
17. Pre-program a list of frequency allocation and disseminate to other ETC member
agencies/private stakeholders as means for all types of radio communications
(HF/VHF/UHF).
Response
1. Perform “DUCK, COVER, HOLD” as first reaction and stay focused /alert awaiting for
earthquake to subside or stopped;
2. Checked for surrounding safeties before proceeding outside buildings, homes, malls, etc.;
3. Stay alert of falling debris and move to open grounds;
4. Check for communication lines, assuring one’s own family safety;
5. Report to designated DICT EOC established;
6. Communication lines check-up within affected areas to resolute necessary actions to be
undertaken;
7. Activation of DICT Emergency Telecommunications Team for quick response to establish
necessary communication links;
8. Coordination with NDRRMC (if communication lines are available) for incident information on
procedural activity action; (activation of Emergency Telecommunications Cluster if need
arises);
9. Coordination with MM/R/P/LDRRMC (if communication lines are available) for incident
information on procedural activity action; (activation of Emergency Telecommunications
Cluster is need arises);
10. Assemble/Gather a composite Emergency Response Team for necessary assessment of
damaged lines and for immediate deployment to affected areas so as to established
necessary communication lines needed for damage reports;
11. Activate Government Emergency Communication System team with coordination thru
channels if the need arises;
12. Installation of Emergency Information links and Communication lines so as to expedite
quick response; and
13. Generate information thru channels for decisive course of action.173
E. DOH’s Earthquake Risk Assessment and

Contingency Plan for Earthquake
Department of Health- Cordillera Administrative Region (DOH-CAR)
The goals of Department of Health are to guarantee uninterrupted health service delivery during
emergencies and disasters. Avert preventable morbidities, mortalities and other health effects
secondary to emergencies and disasters. Ensure no outbreaks secondary to emergencies and
disasters.
The general objective of DOH is to provide immediate, appropriate, adequate medical supplies,
materials, equipment and other logistics required for health and health related response
operations activities in the management of earthquake related consequences.174
173
Buenafe, R.F. (2021). DICT Risk Assessment and Contingency Plan for Earthquake [Google Slide]
174
Balag-ey, B.M. (2021). DOH’s Earthquake Risk Assessment and Contingency Plan for Earthquake [Google Slide]
197 | P a g e
Preparedness Measures
Pre-disaster Phase
Activities Legal Basis
1. Activation of the code alert system *DOH AO# 2008-0024: “Adoption &
A. Raise code alert at the Regional Institutionalization of an Integrated Code Alert
& Provincial DOH Offices System within the Health Sector”
including DOH Retained *Manual of Operations on Health Emergency
Hospitals as appropriate. & Disaster Response Management
2. Inventory of all available Logistics *DM 2017-0168- “Activity Checklist in
(Regional Warehouse and Emergencies and Disasters”
Provincial Offices) *DOH AO# 0013 s.2012: Policy & Guidelines
on Logistics Management in Emergencies &
Disasters
*Manual of Operations on Health Emergency
and Disaster Response Management
3. Prepositioning of Logistics *DOH AO# 0013 s.2012: Policy & Guidelines
A. Health Commodities on Logistics Management in Emergencies and
(CAMPOLAS, Hygiene Kits, Disasters
Family kits, trauma kits) *Manual of Operations on Health Emergency
B. WASH Commodities and & Disaster Response Management
supplies (Chlorine granules,
aquatabs, plastic toilet bowls,
jeri cans)
C. Nutrition Commodities
(Micronutrient powder, Vitamin
A, Iron with Folic acid,
complementary food for 6-23
months)
D. Supplementary food for
pregnant and lactating women,
MUAC tapes, Lactation tents
E. Mental Health Commodities
(carbamazepine, clozapine,
haloperidol)
4. Composite teams (HERT) on stand *DOH AO# 2018-0018: The National Policy on
by for possible deployment as the Mobilization of Health Emergency
augmentation to LGU’s workforce Response Teams
(WASH, Nutrition, MPHSS, Public *DOH CHD CAR Personnel Order # 2021-
Health) ____
5. Ensure Human Resource (EOD’s) at *AO No. 2010-0029 “Policies and Guidelines
the Emergency Operation Center on on Establishment of EOC for Emergencies
24/7 duty for continuous monitoring and Disasters”
of events & dissemination of
information/health advisories.
6. Conduct of IEC/advocacy on
disasters and emergencies
198 | P a g e
A. Posting of media cards in social
media
B. Distribution of IEC materials
7. Capability Building and conduct of
simulation exercises and drills
A. NSED, BLS, PHEMAP, HERO
B. ICS trainings
C. WASH in Emergencies
D. Nutrition in Emergencies
E. Mental Health and Psychosocial
Support
8. Safely Monitoring & Evaluation of *DOH AO# 2004-0168: “National Policy on
Hospitals/Health facilities c/o Health Emergencies & Disasters”
Regulations Licensing & *DOH AO# 2012-0012: Rules & Regulations
Enhancement Division governing the new classifications of Hospitals
A. Earthquake drills, fire drills & other Health Facilities in the Philippines
included in their SOP’s/Hospital
Emergency Management Plan
B. Self-assessment for disaster
readiness using the “Sage
Hospital Checklist” (Physical
plant/infrastructure)
C. Staff trained on Health
Emergency
During Incident
1. Immediate deployment of medical *Manual of Operations on Health Emergency
assets for Rapid Health & Disaster Response Management
Assessment to affected areas
(Representatives from the Quad
Cluster: WASH, Nutrition, MPHSS,
Public Health)
2. Conduct of the Rapid Health
Assessment (HEARS form)
Form 3-B: Rapid Health
Assessment
Form 4B: Health Situation Update
Form 5: List of casualties
3. Activation of appropriate plan *Manual of Operations on Health Emergency
(Earthquake plan) and Disaster Response
4. Deployment of Health Emergency *DOH AO No.6-B of 1999 “Institutionalization
Teams (HERT) to evacuation of a Health Emergency Preparedness and
centers and communities in Response Program within the DOH”
affected areas. *DOH AO No. 168 s. 2004 “National Policy
Public Health and Medical on Health Emergencies and Disasters”
A. First Aid treatment & Pre-
hospital care
B. Provide Health Services
(general consultation &
199 | P a g e
treatment, immunization,
reproductive health services,
chemophrophylaxis, health
education, promotion &
advocacy, basic sanitation,
nutrition & psychosocial
support)
C. Activate referral system (Patient
referral to health
facilities/hospital)
D. Activate surveillance &
reporting system
E. Conduct of health facility
assessment (Cleaning, clearing
& repair of health facility to
restore functionality)
WASH
A. Augmentation of WASH
commodities and supplies as
necessary
B. Ensure the provision of safe
drinking water (water treatment
units, water distribution tanks,
water storage tanks)
C. Repair/restoration/installation
of water facilities
D. Coordinate/provide toilet
facilities
E. Provide technical assistance in
the construction/installation of
toilet facilities including waste
management & vector control.
F. Assist in continuous water
quality monitoring
G. Continuous monitoring and
reporting of WASH activities and
services.
NUTRITION
A. Augmentation of Nutrition
Commodities
B. Coordinate the provision of
ready to eat/ready to use
supplementary therapeutic food
(RUTF/RUSF)
C. Coordinate the mobilization of
nutrition assessment teams,
infant feeding, and breast-
feeding support groups
200 | P a g e
D. Assist in the referral of severely
malnourished patients to
appropriate facilities
E. Assist in the referral of cases to
higher level of care
F. Continuous monitoring and
reporting of malnutrition cases
and interventions
MHPSS
A. Augment psychotropic
medications
B. Coordinate the mobilization of
MHPSS team
C. Assist in the provision of
psychological first aid,
activation of community and
family support systems and
provision of other specialized
MHPSS services
D. Assist in the referral of cases to
higher level of care
E. Continuous monitoring and
reporting of MHPSS cases and
interventions
5. Continuous coordination with
partner agencies
A. Attendance to meetings
B. Deployment of staff to the
Regional Emergency Operation
Center if required
Post Incident/Early Recovery Phase

1. Continue deployment of HERT team *Manual of Operations on Health Emergency
as necessary and Disaster Reponse
2. Continue provision of health
services, logistics/commodities as
necessary (Public Health, WASH
Nutrition and Psychosocial
Services)
3. Continue monitoring of health
conditions of the affected
population
4. Inventory of all resources for
replacement, repair or construction
5. Conduct of debriefing & Post *Manual of Operations on Health Emergency
Incident Evaluation to serve as and Disaster Response
inputs to the enhancement of
201 | P a g e
policies & guidelines to guide future
prevention & preparation actions.
6. Document lessons learned and *Manual of Operations on Health Emergency
good practices and Disaster Response
7. Generate reports
8. Deactivation of response teams
once the Local Health Office is fully
functional
List of Hospitals in CAR with License to Operate as of January 13, 2021 175
Level 1
Province Name of Hospital Location Ownership/
Classification
Abra (2) Bangued Christian Torrijos St. Zone 5, Private/General
Hospital Bangued
Dr. Petronillo Searez Sr. Penarubia St. Bangued Private/General
Memorial Hospital
Apayao (2) Conner District Hospital Ripang, Conner DOH/General
Far North Luzon General Quirino, Luna DOH/General
Hospital & Training Center
Baguio (5) Baguio Medical Center Military Cut Off Private/General/L1
Baguio General Hospital & BGHMC Compound DOH/General/L3
Medical Center
Notre Dame de Chartres Gen. Luna St. Private/General/L2
Pines City Doctors Magsaysay Avenue Private/General/L2
Hospital
SLU Hospital of the Assumption Road Private/General/L2
Sacred Heart
Benguet Lepanto Consolidated Paco, Mankayan Private/General
(6) Mining Co. Hospital
Lutheran Hospital Inc Abatan, Buguias Private/General
Denis Molintas District Daclan, Bokod PLGU/General
Hospital
Atok District Hospital Sayangan, Atok PLGU/General
Benguet General Hospital KM 5, La Trinidad PLGU/General/L2
Cordillera Hospital of the Puguis, La Trinidad Private/General/L2
Divine Grace
Ifugao (2) Alfonso Lista District Sta. Maria, Alfonso Lista PLGU/General
Hospital
Panopdopan District Mabatubatu, Lamut PLGU/General
Hospital
Kalinga (5) San Juan General San Juan, Tabuk City Private/General
Hospital
Almora General Hospital Bulanao, Tabuk City Private/General
Holy Trinity Medical Clinic Bulanao, Tabuk City Private/General
Kalinga Provincial Kalinga Bulanao, Tabuk City PLGU/General
175
Balag-ey, B.M. (2021). DOH’s Earthquake Risk Assessment and Contingency Plan for Earthquake [Google Slide]
202 | P a g e
St. Peter Claver Hospital Poblacion, Tabuk City Private/General
Mountain Bontoc General Hospital Upper Caluttit, Bontoc PLGU/General
Province Besao District Hospital Kin iway, Besao PLGU/General
(5) St. Theodore’s Hospital Poblacion, Sagada Private/General
Luis Hora Memorial Abatan, Bauko DOH/General
Regional Hospital
Paracelis District Hospital Poblacion, Paracelis PLGU/General
F.University of the Cordilleras Contingency Plan for

Business Continuity
University of the Cordilleras (UC)
The University of the Cordilleras firmly believes that “Safety and Security is Everyone’s Concern.”
The policy statement on UC Disaster Risk Reduction Management is to meet health, safely, and
welfare commitments that conform to relevant legislation and safety standards. This policy
statement is the university’s aim to meet out health, safety and welfare commitments that will
conform to relevant legislation and safety standards.
This contingency plan aims to set guidelines on dealing with potential hazards or disasters which
threaten the university’s business continuity.
The strategic planning further strengthens and improve the current DRRM plan, UC-SSC
members are regularly convening to monitor and evaluate its strategic plan.
Actions were anchored in the 4 DRRM thematic areas, which will further optimize disaster
preparedness and mitigation in the university with the end to promote welfare of the students,
employees and its stakeholders.176
The school hazard map contains the site
hazard, vulnerability, capacity and resource
maps are available to all concerned units in the
university. The Facilities Management and
Building Maintenance Office serves as the
repository of all these maps for easier before,
during, or after an emergency/disaster.
School Hazard Map of University of the Cordillera
176
Hombrebueno, R.A. (2021). University of the Cordilleras Contingency Plan for Business Continuity [Google Slide]
203 | P a g e
Creation of Emergency Response Plan
The purpose of UC’s Emergency Response Plan is to establish standard operating procedures to
mobilize resources and communicate with the community in the most efficient and orderly
manner.
Within the plan, the operational levels of emergency situations are defined as well as the condition
that dictate the declaration of these levels. The roles and responsibilities or responding
department are also detailed.177
Emergency Response Team and Structure Roles
177
204 | P a g e
The University Incident Command System (During School Full Operation)
The university adopt to the new policies and trends on developing its own safety committee. 178
UC Pandemic Emergency Team 179
178
179
205 | P a g e
The University creates a culture wherein all UC constituents are aware and actively involved in
Safety and Security Programs.
Information, Trainings and Empowering Campaigns

o Placement of informative posters.
o Inviting speakers and groups with related skills set to talk, teach and share new ideas and
information regarding DRRMC.
o Empowered personnel responsible for information and education of his/her peer about
DRRMC, what to do prior, during and after an occurrence of a disaster.
The University actively and continuously inform and equip its constituent to know what to do during
disasters, thru conduct of trainings, drills and simulation.
Summary Report on DRRM Trained Personnel

DRRM managers are well distributed starting from the University’s upper echelon don to the ranks
and files. 180
180
206 | P a g e
University of the Cordilleras posted posters around the school premises on the “Dos and Don’ts”
for every anticipated disaster.
207 | P a g e
UC Early Warning System
• Alarm for Earthquake
1. 4 CONSECUTIVES • Duck, Cover and Hold
Ringing of school bell • Get ready for evacuation
2. 5th Ring • Start of Mass Evacuation
• Exit from school buildings
3. 6th Ring • Building is totally vacated
The emergency exit plan and the emergency evacuation plan are posted on every floor in the
university.
The university also participated in the DRRM trainings.
DRRM Related Trainings for Faculties
Representative from the Student Body undergo the same training as UC employees.
208 | P a g e
ICS Training for UC Employees
Earthquake Drills
Community Outreach Programs through Project H.E.L.E.N
209 | P a g e
DRRM Related Trainings for Non-Teaching Staffs
UC investing on DRRM Equipment

Lastly, UC participates and joins the different validating bodies, such as, GAWAD KALASAG, to
improve and update current DRRM practices181
181
210 | P a g e
CHAPTER 6
RESPONSE CLUSTER READINESS
A.Conplan “Gingined-Cordillera”
503rd Brigade Philippine Army
Contingency Plan “Gingined-Cordillera”

The Cordillera Administrative Region (CAR) is one of the geographic regions of the Philippines
located at the northern part of the island of Luzon. The region is politically subdivided into six (6)
provinces and an independent city: Abra, Apayao, Benguet, Ifugao, Kalinga, Mt. Province and the
City of Baguio. The region is known to be the “Watershed Cradle of the Philippines.” The
topography of the region is mountainous characterized by towering peaks, plateaus and alternate
covers of valleys. In fact, almost seventy-one (71) percent of the region’s land area has slopes of
thirty (30) percent and above.
Republic Act 10121 also known as the Philippine Disaster Risk Reduction and Management Act
of 2010 provides for National Disaster Risk Reduction and Management (DRRM) Framework
intended to strengthen the Philippine DRRM System by institutionalizing the National DRRM Plan.
The NDRRMC has established local counter-parts in the Regional, Provincial, Municipal, City and
Barangay levels on which AFP units in the different echelons are the lead-agency for Search,
Rescue, and Retrieval (SRR) Cluster and member-agency to the other response clusters.
The mission of the 503rd Brigade (RDRTG-CAR) is to conduct Humanitarian Assistance and
Disaster Response (HADR) operations on D-Day is support to the Cordillera Regional and Local
DRRMCs and other agencies in order to mitigate the effects of natural and man-made disasters.
The purpose is to synchronize AFP’s HADR efforts during disasters in coordination with the
Cordillera Regional and Local DRRMCs and other Government Agencies.
Their tasks are to respond effectively and expediently to different types of disasters and
emergencies; enhance capabilities in HADR operations; and integrate AFP’s effort with that of
the DRRMCs and other Government Agencies.
The end state is that the effects of natural and man-made disasters in the Cordillera Region are
mitigated.
211 | P a g e
The concept of operation is the 503lBde (RDRTG-CAR) in support to the Disaster Risk Reduction and Management efforts of the
Cordillera Regional government conducts HADR operations through its Organic, OPCON, TACON and SUPPORT units.
This will be accomplished by employing the Disaster Response Task Units (DRTUs) of the different Provinces within their respective
AORs in coordination with the local DRRMCs. In the Brigade’s AOR, five (5) Provincial DRTUs shall be organized and be responsible
for all HADR operations in their designated provinces. Significant to this operation is the immediate and organized HADR operations
in the AOR. 184
Organizational Structure of the Brigade’s DRTG and Task Organization185
184
Turaray, S. (2021) CONPLAN “Gingined-Cordillera” [Google Slide]
185
212 | P a g e
The following are the areas of concern of each DRTUs:186
186
213 | P a g e
Concept of Operations187
Phase I – Pre-Disaster Phase
Thematic Area I – Disaster Prevention and Thematic Area 2 – Disaster Preparedness
Mitigation and Readiness
 Assist in reducing the vulnerability  Assist in increasing the level of
and exposure of communities to all awareness of the community to the
hazards; threats and impacts of all hazards;
 Assist in enhancing the capacities if  Support/assist in equipping the
communities to reduce their own community with the necessary skills
risks and cope with the impacts of all to cope with the negative impacts of
hazards; disasters;
 Assist in improving the resiliency of  Contribute to the development and
the vulnerable communities; implementation of comprehensive
 Assist in strengthening the regional and local disaster
infrastructures in hazard-prone preparedness policies, plans and
areas; and systems;
 Contribute to the promotion and  Assist in strengthening partnership
advocacy of DRRM project. and cooperation among all key
players and stakeholders;
 Enhance readiness of units with
specialized HADR capability;
 Capacitate units deployed in
disaster-prone areas with basic (first
responder) HADR capability;
 Enhance interoperability of military
forces with disaster response units of
other agencies and foreign allies;
and
 Enhance engagements and
coordination with DRRM key players
and stakeholders.
Phase II – During Disaster Phase
Thematic Area 3 – Disaster Response
 Decrease the number of preventable deaths and injuries;
 Assist in providing basic subsistence needs for the affected communities;
 Assist in the immediate restoration of basic social services;
 Respond to disasters and emergencies with expediency and effectiveness;
 Involve in the management of crisis; and
 Assist in the delivery of relief goods/basic services.
Phase III – Post Disaster Phase
Thematic Area 4 – Disaster Rehabilitation and Recovery
 Assist in the restoration of the means of livelihood of the affected communities and
for the continuity of economic activities and businesses;
 Assist in the restoration/reconstruction of shelters and other buildings/installations;
 Assist in the reconstruction of infrastructure and other public utilities; and
 Assist in the delivery of basic social services.
187
214 | P a g e
Coordinating Instructions
o All DRTUs shall coordinate or send Liaison Officer to the local DRRMCs.
o All DRTUs shall prepare to be utilized to support other units (areas) hit by the disaster
upon orders or clearance from Higher HQs.
o Priority of efforts is the conduct of SAR operations to save lives and properties and,
subsequently, the conduct of search and retrieval operations to recover casualties. Relief
operations shall be conducted in coordination with other agencies all throughout this
operation when necessary.
o DRTG TCP shall be deployed initially in the most affected areas.
Service Support
o Units will provide their own logistical requirements based on the standard support system
of the Philippine Army. Special support will be provided when necessary to enhance the
operational capabilities of HADR units in the conduct of SRR operation and other
humanitarian activities.
o All units to use their organic POL support and other resources to be replenished
depending on the availability of support from higher Headquarters;
o Additional requirements to be coordinated with this HQS.
Command and Signal

o Command:
 Succession of Command: BC, DBC, PDRTG Commanders in that order.
 MCP at H503lBde, Barangay Calanan, Tabuk City, Kalinga.
 Main ICP at OCD-CAR, Baguio City
 Alternate ICP at H503lBde, Barangay Calanan, Tabuk City, Kalinga.
o Signal:
 Current CEOI still in effect.
 Priority means of Communication: Tactical Radios, Satellite phones (if available),
cellphone then messenger.
HADR Equipment 188
AFP AVAILABLE
HADR/DRRM/SRR NR of SRR TEAMS FACILITY/EQUIPMENT FOR
UNITS HADR
1-KM451, 1-KM250, 2-KM450
2-Harris Handheld Radios
1-HH Manpack Radios
10-Rakes
1-Utility Rope (143m)
503LBde & 51DRC 5 1-Axe
20-Shovels
2-Flashlights
1-Portable Generator
1-Chainsaw
10-Life Jackets
188
215 | P a g e
3-Teri Pro (75 mtrs)
2-Stoke Basket
2-Long Board (Marine Board)
2-Half Spine (Marine Board)
8-Utility Ropes (4.5 feet)
3-Single Pulley (Petzl)
2-Prussic Ropes (2 feet)
6-Gloves
20-Rain Boots
12-Claw Bar
10-Digging Bar
AFP NR OF SRR TEAMS AVAILABLE

HADR/DRRM/SRR FACILITY/EQUIPMENT FOR
UNITS HADR
7-KM450 Troop Carrier, 3-KM250
Cargo Truck, 1-KM451 Ambulance
1-Chainsaw
1-Teri Pro (200 Mtrs)
9-Carabineer (Steel
2-Long Board (Marine Board)
1-Half Spine (Marine Board)
44-Utility Rope (2.5 Mtrs)
21-Long Sleeves Shirt
1-Single Pulley
188-Shovel
50IB 8
6-Axle
6-Flashlight
6-Cloves
1-Stretcher
12-Life Vest
8-Helmet
24-CLS Kit
1-Mobile Medical Treatment and
Transport Kit
7-Man Pack Radio
69-Handheld Radio
51-Baofeng Radio
AFP NR OF SRR TEAMS AVAILABLE

HADR/DRRM/SRR FACILITY/EQUIPMENT FOR
UNITS HADR
5-KM450, 1-KM250
54IB 5
5-Chainsaw
216 | P a g e
2-Generator (Gasoline, Max AC
Output 3.5 Kva, 65x45x46 45 kg
(max)
2-Spine board
1-Half Spine Board (4.5 FT)
19-Hard hat
17-Carabineers (Steel)
16-Axe
2-Utility Rope (220 mtrs)
3-Utility Rope (100 mtrs)
1-Frusic rope (2 Feet)
10-Shovel
19-Rain Boots
12-Raincoat
1-Hack saw
17-Crow bar
13-Shovel
2-Flashlight
50-Jungle Bolo
3-Megaphone
B.PRO-CORDILLERA on Cordillera Earthquake and

Readiness Plan
Police Regional Office Cordillera (PROCOR)
PRO-COR, as a member agency under the Office of Civil Defense- CAR, with the Regional
Disaster Risk Reduction and Management Council (RDRRMC) as the principal policy- making
and coordinating body, shall conduct disaster risk reduction and management activities thru a
three-stage approach, covering Pro-active Assessment, Disaster Incident Management and
Support to Recovery and Rehabilitation efforts, to be supervised by the PRO-COR Disaster
Incident Management Committee headed by the Deputy Regional Director for Operation (DRDO)
and to be carried out by the C,RPCRD as Chairman/ Task Coordinator, PRO-COR Sub-
Committee on Disaster Management (PRO-COR SCDM). 189
PRO-COR, shall observe the concept of disaster risk reduction and management program of the
RDRRMC, being the principal policy-making and coordinating body in the operationalization of its
three-stage disaster preparedness and response operations to be executed by the
C,RPCRD/Task Coordinator, PRO-COR Sub-Committee on Disaster Management (PRO-COR
SCDM), as stipulated under Memorandum Circular 2013-021 re Critical Incident Management
Operational Procedures (CIMOP). 190
189
PNP Disaster Response Handbook
190
Implan SAKLOLO 2014 (Policing During Disaster)
217 | P a g e
Concept of Operation
This IMPLAN shall adopt the three-stage disaster preparedness and response operations,
namely: Pre-Disaster Stage (Pro-active Assessment Stage), Disaster Response Stage (Disaster
Incident Management) and Post-Disaster Stage (Support to Recovery and Rehabilitation efforts).
I. Pre-Disaster Stage (Pro-Active Assessment Stage)

The Pre-Disaster Stage is categorized into two: Before Alarm and After Alarm.
a. Before Alarm- A year-round activities in preparation for a disaster.

 Participate in disaster drills simulation exercises (earthquake, fire, etc.) and
trainings;
 Capability enhancement through procurement of Search and Rescue
Equipment upon the availability of funds;
 Periodic auditing and inspection of Search, Rescue Retrieval Personnel
and Equipment to ensure operational readiness;
 Assist in the conduct of risk-mapping and identification of disaster prone
areas;
 Identification of evacuation routes and evacuation centers for the public
and family of PNP first responders;
 Identification of vital installations and business establishments prone to
looting;
 Production and distribution of Information Education Campaign materials;
 Assistance to community organizational work for other community
mobilization activities.
b. After Alarm- Where there is an official forecast of an incoming natural disaster in
the country from the Philippine Atmospheric, Geophysical and Astronomical
Services Administration (PAGASA), Philippine Institute of Volcanology and
Seismology (PHIVOLCS) and other government disaster advisory councils, the
following are the things to be done after the pronouncement of an impending
disaster.
 Forced evacuation for PNP first responder families and direct them to
proceed to the PNP evacuation centers;
 Assist in the forced evacuation of civilians as requested;
 Reinforcement of PNP buildings/establishments;
 Alert all PNP Personnel and prepare and inspect SRR equipment for
deployment; and
 Coordination and linkages with LDRRMC.
II. Disaster Response Stage – Disaster Incident Management (Level 2-Red). 191
a. Activation of the following:

 Disaster Incident Management Task Groups at the appropriate level prior
to the expected landfall;
 PNP Sub-Committee on Disaster Management;
 PNP National Disaster Operations Center at the PNP National Operations
Center – Situation Monitoring Room;
 Incident Command Post by Task Group whose area is hit by the disaster.
191
218 | P a g e
b. Support NDRRMC in policing during disaster;
c. Assistance to forced relocation/evacuation of residents in disaster-prone areas;
d. Conduct of appropriate disaster response and police intervention in support to
LDRRMC.
III. Post-Disaster Stage – Support to Recovery and Rehabilitation Efforts (Level 3

– White)
a. Law and Order;

b. Security during relief operations; and
c. Security and traffic management operations.
C. Conflagration Plan as Secondary/Consequence of

Earthquake Occurrence
Bureau of Fire Protection-Cordillera Administrative Region (BFP-CAR)
The objective of Bureau of Fire Protection is to suppress all destructive fires to minimize the loss
of lives and properties.
The lead agency is the BFP Cordillera Administrative Region (BFP-CAR), deputies are the BFP-
CAR Provincial Offices. While the cooperating agencies are:
 Philippine National Police (PNP)
 BENECO, ABRECO, IFELCO, KAELCO and MOPRECO
 BWD, LWD and other possible sources of water
 Barangay Officials, Tanods, and Civilian Volunteers
 Special Rescue Unit (SRU)
 Emergency Medical Service (EMS)
 Fire Brigades
Flow of Operation 192
192
Dangatan, M.P. (2021) Conflagration Plan as Secondary/Consequence of Earthquake Occurrence [Google Slide]
219 | P a g e
Initial Coordination 193
1. Right after the earthquake, each fire station will deploy spotters to look for fire
incidents/situations within their AOR.
2. Active Conflagration Plan.
3. All fire stations should report to their respective BFP provincial offices. If in case the
provincial office is non-operational, the Provincial Fire Director shall establish its office to
nearby fire stations/sub-stations that was not damaged by earthquake.
4. If in case that the BFP-CAR Regional Office is non-functional, the BFP Provincial Offices
will oversee the fire situations in their AOR and coordinate for augmentation to other
nearby BFP Regional Offices until such time that BFP-CAR Regional Office can already
take over.
5. Report number of operational fire stations to BFP-NHQ and CDRRMC EOC.
6. Coordinate with PNP, Electric Cooperatives, Water Districts and water deliveries,
City/Municipal Officials, and Barangay Officials for assistance needed.
7. Coordinate with BFP-NHQ for augmentation from identified augmenting units (BFP R1,
R2, R3, and other BFP Regional Offices). The augmenting Regional Offices shall
coordinate to BFP-CAR Regional Office for their deployment.
Flow of Operation
Standard Operating Procedures

1. If there is a fire incident, fire station shall deploy responding units based on the Running
Card System.
2. Responding units to be deployed to fire incidents shall have the following composition:
Seven (7) firefighters to One (1) Fire Truck for fire suppression.
Seven (7) BFP Special Rescue Force personnel to One (1) Rescue Truck.
Three (3) BFP Emergency Medical Services (EMS) personnel to One (1) Ambulance.
3. Fire Stations with deployed teams will coordinate with PNP, Electric Cooperatives, Water
Districts and water deliveries, City/Municipal Officials, and Barangay Officials for assistance
needed.
4. A representative/coordinator from BFP-CAR should immediately report/check-in to
CDRRMC EOC. The representative will report any fire incidents and updates.
193
220 | P a g e
5. Identified BFP Regional Offices shall provide augmentation to BFP-CAR in fire suppression
activities.
6. The augmenting BFP Regional Offices shall call/report to BFP-CAR EOC for instruction and
deployment.
7. In the event that BFP-CAR Fire Stations is non-operational due to heavy damage of
equipment and apparatus, augmenting units from adjacent regions shall take the
responsibilities in suppressing fires in their designated area of deployment until such time
that the Fire Station is operational.
8. Augmenting Regions shall carry out fire suppression activities according to assigned area
as follows:
• BFP Region 1 and CFAG: Province of Abra
• BFP Region 1, 2 and Fire Brigades: Province of Apayao
• BFP Region 1, 3, NCR and Fire Brigades: Province of Benguet
• BFP Region 2, 3, and Fire Brigades: Province of Ifugao
• BFP Region 2 and Fire Brigades: Province of Kalinga
• BFP Region 1, 2, and Fire Brigades: Province of Mt. Province
9. Any volunteer firefighting group should first check-in in the established Command Post in
the fire scene before doing any fire suppression activity.
10. The City Directors/Municipal Fire Marshals shall report status of response to its BFP
Provincial Offices and the Provincial Director will then give updates/status report to BFP-
CAR Regional Office.
Policies
1. Ensure the operational readiness of all fire station such as:
a. Apparatus and equipment for firefighting and communication.
b. Structural soundness of building.
c. Adequacy of firefighting personnel.
d. Maintain the sufficiency of Aqueous Film Forming Foam (AFFF) in all Fire Stations.
2. Management Training of CFAG and Barangay Tanods on fire suppression activities.
3. Conduct fire and earthquake drills to all barangay and business establishments’ owners
or occupants at least semi-annually.
4. Ensure adequate supplies, equipment and apparatus.
5. Regular quarterly inventory of apparatus and equipment.194
Capabilities
Province Total Firefighting SRU EMS NUP
Strength Personnel Personnel Personnel
ORD 142 112 24 3 3
Abra 136 104 2 30
Apayao 90 62 2 25 1
Benguet 289 90 15 181 3
Ifugao 128 98 1 29
Kalinga 133 67 1 49 6
Mt. 125 89 1 35
Province
Total 1,033 622 46 352 13
194
221 | P a g e
FIRE TRUCK
BFP OWNED LGU OWNED
PROVINCE
S US UR BER S US UR BER
ORD
Abra 13 1 1 2
Apayao 7 1
Benguet 14 3 14 5 3
Ifugao 11 1 2
Kalinga 8 1
Mt. Province 14 1 1
TOTAL 67 6 1 2 19 5 3 0
RESCUE VEHICLES
BFP OWNED LGU OWNED
PROVINCE
ORD 1
Abra
Apayao
Benguet 1
Ifugao
Kalinga
Mt. Province
TOTAL 1 0 0 0 1 0 0 0
AMBULANCE
BFP OWNED LGU OWNED
PROVINCE
ORD 1
Abra 2
Apayao 1
Benguet 1 6
Ifugao 2
Kalinga 4 1 1
Mt. Province
TOTAL 10 2 0 0 7 0 0 0
222 | P a g e
D. Preparedness Capabilities for Earthquake
Department of Social Welfare and Development- FOCAR
The objective of the DSWD-FOCAR is to ensure the continuous delivery of DSWD-FO CAR
mission essential functions under disruptive incidents, may it be simple or complex. 195
Assumption of Regional Office/EOC

PRIMARY DSWD
ALTERNATE TEMPORARY DSWD FOCAR OFFICE
FOCAR OFFICE
#40 North Drive, DSWD Reception Regional Melvin Jones
Baguio City FOCAR Study Center Rehabilitation Grand Stand,
Training for Children Center for Harrison road,
Center & (RSCC) at Youth (RRCY) Baguio City
DSWD Wangal La at Sablan
Secretary’s Trinidad Benguet
Cottage,
Engineers
Hill, Baguio
City
Assumption of Roles and Functions of Each Offices

In the exigency of service, and to provide timely, efficient and appropriate resource augmentation
and assistance to the affected families and individuals, Quick Response Team is hereby
reconstituted for disaster response operation.
There are four (4) Delta teams with 14 task at the Field Office and six (6) Social and Welfare
Development (SWAD) Quick Response Teams. 196
195
DSWD FOCAR Public Service Continuity Plan
196
223 | P a g e
Mission and Non-Mission Essential Functions197
ESSENTIAL NON-ESSENTIAL
Mission Essential Function Deferrable Mission
1. Provide leadership on disaster 1. Processing of Adoption and Foster
operation as the Vice Chairman for Care.
disaster response. 2. Formulation of Social Welfare
2. Activate Quick Response Team Policies and Programs.
(QRT). 3. Conduct of Capacity/Capability
3. Lead the CCCM Cluster. Building Activities.
4. Lead the IDP Protection Cluster. 4. Implementation of Social
5. Lead the F/FNI Cluster. technology/programs and services
6. Continuous provision of assistance (Media Relations).
handled by the CIU. 5. Continuous implementation of
programs: flagship programs
(KALAHI CIDDS, Pantawid Pamilya
Pilipino Program, Sustainable
Livelihood Program, SOCPEN;
Disaster related program-ESA,
CFW, CSAP, CCAM-Risk Resiliency
Program.
Essential Supporting Activity Deferrable Supporting Activity
1. Continuous Administrative and 1. Conduct of GAD workshop
Technical Support for the realization 2. Human Resource Management:
of response operations: emergency Hiring, promotion and assessment.
197
Buclao, M.G. (2021) DSWD FOCAR Preparedness Capabilities for Earthquake [Google Slide]
224 | P a g e
procurement and provision of 3. Other procurement not included as
vehicles and supplies. essential.
2. Shifting from the Department’s
normal operation to its Disaster
Mode Capacity thru mobilization of
other staffs/personnel from other
Activation of DSWD Disaster Response Arrangements for Seismic Hazards198
198
Draft DSWD FOCAR All Hazard Response Manual
225 | P a g e
Concept of Activation and Deactivation Flow Chart 199
199
CO Contingency Plan for Earthquake
226 | P a g e
Concentration of Services (Cluster Operations Protocol)200
Camp Coordination Camp Management (CCCM) - Provide timely and well-coordinated
humanitarian assistance and augmentation support in the management of the evacuation centers.
Internally Displaced Persons Protection (IDPP) - Support and enhance the government’s capacity
to ensure that the protection issues do not arise in emergency situations and to respond and
mitigate the effects of any protections issues that arise within and outside evacuation centers.
Food and Non-Food Items (F/NFIs) - Aims to provide food that are nutritious, age-appropriate that
are socially and culturally acceptable to affected population. NFIs to affected population during
emergency response phase in short-term basis.
Services
CCCM/IDPP
o List of Evacuation Centers were submitted by the LGUs and plotted thru GPS and
converted through my maps and QGIS.
o Monitoring of Evacuation Centers and ensuring the following:
 Updated Data board with age and sex disaggregation consonant to the DROMIC
report.
o Accomplished Disaster Assistance Family Access Card (DAFAC) Forms
o Updated logbook of the evacuation center containing the names and profiles of all
evacuees.
o Availability of basic needs (food, clothes and sleeping) for all evacuees within the
evacuation center.
o Ensure availability of water, sanitary latrines, bath areas separate for males and females.
o Garbage disposal is maintained to ensure cleanliness.
o Ensure that all IDPs are protected and are involved in the management of the evacuations
center to include:
 All IDPs are accounted and emphasis are given to – Children, Senior Citizens,
Pregnant and Lactating Mothers, Persons with special needs.
 IDPs are consulted and included in managing the evacuation centers – they are
organized and are provided with roles and tasks to ensure that the Evacuation
Center is clean and safe for all the evacuees:
 Security Committee
 Food Committee
 Clean and Order Committee
o Conduct Child Friendly Spaces (CFS) and Women Friendly Spaces (WFS) for evacuation
centers that are opened for two weeks or more. These strategies are venues to provide
information the protection laws, continuing informal education for children, debriefing
sessions, information education for COVID-19 and the like.
o Ensuring that all IDPs wear masks/face shield and maintain social distancing, and ensure
availability sanitizers or wash areas to minimize spread of COVID 19, flu or any other
communicable diseases.
200
227 | P a g e
Available Resources
Requirement on the Prepositioning of FNIs at the Regional Warehouses and Satellite

Warehouses 201
RELIEF RESOURCE MINIMUM NO. OF RESOURCE AT ANY
GIVEN TIME
Family Food Packs 20,000
Ready to eat food 20,000
Additional Stock or Buffer Stock Fifty percent (50%) of the required minimum
# of FNIs
At least 1,000 FFPs are being prepositioned at the Satellite Warehouses at any given time.
Requirement on Replenishment of Standby Funds
 All FOs shall maintain standby funds of Php 3,000,000.00 to replenish the required volume
of relief resources. Twenty-five percent (25%) utilization warrants immediate
replenishment.
 Replenishment of standby funds shall be facilitated by the Disaster Response
Management Bureau with the requisite supporting documents.
201
DSWD Memorandum dated March 4, 2020 on the Clarification and Guidance on the Prepositioning of Relief
Resources and Stand By Funds for Disaster Response
228 | P a g e
Resource Strategic Locations 202
PROVINCE LOCATION
Kalinga • Satellite Warehouse-503rd IB, PA
Calanan, Tabuk City
Apayao • Satellite Warehouse-DOH Building, San Isidro,
Luna, Apayao
Mt. Province • Satellite Warehouse-Provincial Capitol New
Building, Bontoc, Mt. Province
Ifugao • Satellite Warehouse-PSWAD, Lagawe, Ifugao
Benguet • DSWD Regional Warehouse-SN Oriental

Building, Puguis, La Trinidad, Benguet
• Production Hub-King’s College of the
Philippines, La Trinidad, Benguet
Abra • Calaba Elementary School, Bangued, Abra
202
229 | P a g e
Directory 203
NO. CONTACT PERSON POSITION EMAIL ADDRESS OFFICE ADDRESS
DSWD FIELD OFFICE
1 Leo L. Quintilla OIC-Regional Director focar@dswd.gov.ph
llquintilla@dswd.gov.ph
2 Enrique H. Gascon OIC-Assistant Regional ehgascon@dswd.gov.ph
Director for Administration
3 Amelyn P. Cabrera OIC Assistant Regional apcabrera@dswd.gov.ph
Director for Operations
4 Mary Ann G. Buclao OIC Division Chief, Disaster magbuclao.focar@dswd.gov.ph
#40 North Drive, Baguio
Response Management
City
Division
5 Arnold D. Lartec OIC Division Chief, Promotive promotive.focar@dswd.gov.ph
Services
6 Rose Moldero OIC Division Chief, Financial finance.focar@dswd.gov.ph
Management Division
7 Concepcion E, Navales OIC Division Chief, Protective psd.focar@dswd.gov.ph
Services
SWAD Provinces
1 Abra Carmencite Chaluyen swadabra@dswd.gov.ph Bangued, Abra
2 Apayao Helen Manongyao swadapayao@dswd.gov.ph Luna, Apayao
3 Benguet Manuela Ortiz swadbenguet@dswd.gov.ph Baguio City
4 Kalinga Imelda Tuguinay swadkalinga@dswd.gov.ph Tabuk, Kalinga
5 Ifugao Erlinda Taquiqui swadifugao@dswd.gov.ph Lagawe, Ifugao
6 Mt. Province Jacqueline Guilangen swadmt.province@dswd.gov.ph Bontoc, Mt. Province
Storage Requirement
No Description Primary Location Unit Responsible Person
1 Steel Cabinets Division Concerned 1-7 Division Chief concerned
2 Cabinets Records Section 5 Mr. Rainier Peña
DSWD Field Office Cordillera procured seven (7) compactor of which two (2) are in the Field Office.
203
230 | P a g e
Equipment Requirement 204
No Description Primary Location Unit Responsible Person
1 Telephone (external) various 5
2 Telephone (intercom) per section 39 Division Chief
3 Personal Computer various sharing DPO
4 Laptop various 139 DPO
5 Photocopier various 6 Division Chief
6 Printer various 244 Division Chief
7 Fire Extinguisher various 36 GASSD
8 Generator 2nd Basement Floor 1 GASSD
9 Vehicles 1st Basement Floor 15 GASSD
Parking Space
10 Electric Fan various 117 DPO
Deployment of Quick Response Team Members

The QRT is a composite team (regular, contractual, casual, cost of service and job order) of authorized DSWD personnel from the CO
and FO ready to be deployed to affected areas to assist/augment the affected FOs and/or LGUs in delivering disaster
relief/humanitarian services to the affected families immediately after the onset of a natural or human induced disaster.
As QRT members, deployment and mobilization in times of disasters/calamities are on a “Jury Duty” considering the Department’s
mandate on disaster response management as provided by RA 10121. This function shall be included in their respective Individual
Performance Contracts (IPCs) as proof of their commitment as QRT members. 205
204
205
DSWD Administrative Order No. 02, s. 2020
231 | P a g e
Deployment of QRT Members
The Quick Response Teams may be positioned/assigned in the following areas where expertise
is needed:
 Camp Coordination and Camp Management
 Warehouse and Logistics Management
 Rapid Damage Assessment and Needs Analysis (RDANA)
 Post Disaster Needs Assessment (PDANA)
 Livelihood Immediate Needs Assessment (LINA)
 Livelihood Recovery and Rehabilitation Needs Assessment (LRRNA)
 Relief Operations
 Psychosocial Support Services
 Escorting of Relief Resources
 Provision of Technical Assistance on Information Management
 Rapid Emergency Telecommunications
 Meeting/Workshops during response phase and post disaster phase
 Post disaster activities during recovery and rehabilitation
 Duty in Emergency Operations Center (Regional/National and other Satellite Offices)
 Livelihood Recovery and Rehabilitation Needs Assessment (LRRNA)
 Other areas of disaster operations that may be identified by the DSWD Management.
QRT Level of Deployment 206

 1st Level of DSWD responders-MATS and SWAD Teams assigned in the different
municipalities and provinces
 2nd Level of DSWD responders-workers of DSWD FO
 3rd Level of DSWD responders-Twin Region of DRRROO
 4th Level of DSWD responders-other OBS and volunteers dependent on skills required in
the area
Capacity Building Activity of QRT Members 207

FOCAR ROSTERS
43 Camp Coordination and Camp Management (CCCM) and IDP Protection
8 Rapid Emergency Telecommunication Team
30 Logistics and Warehousing
53 Information Management and DROMIC Reporting
31 Psychosocial Support Services
38 RDANA/PDANA
40 Basic Life Support Training
19 Volunteer and Donations Management
67 Basic Incident Command System
Volunteer Management
o Multi Stakeholder Volunteer Mobilization Program
206
DSWD Administrative Order No. 02 s. 2015
207
232 | P a g e
To institutionalize a multi stakeholder participation to mitigate, prepare for, respond to, and
recover from the effects of disaster, more specifically it aims to:
 Improve the surge capacity of the Department during disaster situations through
mobilization of existing partner beneficiaries.
 Strengthen and improve volunteer engagement activities through specified roles
and responsibilities.
 Synchronize advocacy activities and materials to communities and volunteers in
line with all the phases of disaster operations.
The Multi Stakeholder Volunteer Mobilization Program Guidelines to strengthen its

capacities specifically by increasing its human resource through the Department’s
stakeholders, in order to ensure that appropriate assistance will be provided to the affected
population in a timely and efficient manner.
The target partners cover the beneficiaries of the following DSWD major programs:
 Pantawid Pamilyang Pilipino Program (4Ps)
 Sustainable Livelihood Program (SLP)
 Kapit Bisig Laban sa Kahirapan-Comprehensive and Integrated Delivery of Social
Services (KALAHI-CIDSS)
 Risk Resiliency Program
 Other Programs as may be identified by the Department
In the implementing guidelines it covers the following:
 Selection and Screening
 Deployment
 Areas of Deployment
 Pre Deployment
 Actual Deployment
 Post Deployment
o Volunteer/Logistics Management through the Logistics (OCD) Subcluster

 Hauling and delivery of relief goods to affected/high risk areas
 Delivery of relief goods to affected/high risk areas
 Escorting of relief goods
o Volunteer/Logistics Management through the Peace and Order Subcluster

 Maintains peace and order during the distribution of relief goods
 Provides security in the DSWD Regional Warehouse/SWAD satellite warehouses
233 | P a g e
E. CHED Report on Earthquake Risk Assessment
and Contingency Plan for Earthquake
Commission on Higher Education-Cordillera Administrative Region (CHED-CAR)
Pursuant to the pertinent provisions of the 1987 Constitution, Act No. 2706 as amended by Act
No. 3075, Commonwealth Act No. 180, Batas Pambansa Bilang 232, Republic Act No. 7722 and
other applicable legislations and by virtue of the 318th Commission en banc Resolution No. 398-
2008 dated 28 July 2008, the Commission hereby adopts and promulgates this Manual of
Regulations for Private Higher Education of 2008 for information, guidance and compliance of all
concerned.
The Manual shall apply to all private higher education institutions operating under authority of the
Commission.
Article VI CMO 20 series of 2008, section 26 states that the school buildings shall be designed
and constructed in conformity with the provisions of the Building Code. As much as possible, the
school buildings: (1) shall be so situated that they are sufficiently far from all fire hazards..;(2)
shall be adequately planned and constructed that in case of fire, typhoon, earthquake, etc., all
students can evacuate the building promptly and safely; (3) shall be equipped with fire escapes,
fire extinguishers, and other safety devices.
In addition, one of the requirements for school sites and buildings is safety.
To ensure the safety of students while in the premises, all higher education institutions are
enjoined strictly to observe and follow the applicable provisions of Presidential Decree (PD) No.
1185, otherwise known as the “Fire Code” and PD No. 1059, otherwise known as the “National
Building Code.”
The Regional Offices are authorized to evaluate and monitor compliance by institutions to the
said Presidential Decrees, and to report in writing any violations thereof to the Commission.
Any higher education institution found guilty, after due process, for violations of any provisions of
the aforementioned laws, shall be dealt with accordingly, which may include the revocation of
permits and/or authority to operate and/or offer courses.208
Under CHED Memorandum Order No. 09 series of 2013, section 28 states the safety and security
services which refer to the provision of a safe and secure environment and that of the members
of the academic community.209
28.1 There is safe, accessible (for persons with disabilities) and secure environment,
buildings and facilities shall comply with government standards. Licensed and
competent security personnel shall ensure the safety and security of students and
their belongings.
208
CHED Memorandum Order No. 40 series of 2008, “Manual of Regulations for Private Higher Education of 2008”
209
CHED Memorandum Order No. 09 series of 2013, “Enhanced Policies and Guidelines on Student Affairs and
Services
234 | P a g e
28.2 There shall be mechanisms to address disaster risk reduction and management
concerns to include persons with disabilities’ needs in compliance with R.A. 10121,
otherwise known as the “Philippine Disaster Risk Reduction and Management Act
of 2010.”
28.3 There shall be a regular conduct of earthquake and fire drills involving majority of
students and teaching and non-teaching personnel.
28.4 There should be a contingency plan for each campus of each HEI in compliance
with R.A. 10121.
Also, under CHED Memorandum Order No. 04 series of 2020, section 2, CMO 4, series of 2020
states that as a sustainability and monitoring mechanism, HEIs should submit, for information,
their Learning Continuity Plan (LCP) to the CHED Regional Offices at the beginning of the
Academic Year 2020-2021. It shall reflect the framework and system for the transition and
integration of flexible learning approaches and overall absorptive capacity of the HEI to articulate
its preparedness and response interventions that reduces disruption of classes and impact of
natural calamities making continuity of learning more resilient. 210
F. DepED-CAR Earthquake Preparedness

Department of Education-Cordillera Administrative Region (DepEd-CAR)
Department of Education-Cordillera Administration Region takes the safety of the learners and
personnel seriously, aside from ensuring the continuity of education DepEd-CAR also ensure to
provide a safe and conducive learning environment. Earthquake Preparedness is a component
of its facility program, the curriculum and the capacity building of its personnel and its community
engagement.
As far as physical facility is concerned, all school buildings that have been constructed should be
safe and have a structurally sound facilities. The following are the design considerations:
o Function and needs of its User
o Economy in Construction, Utilization and Maintenance
o Human Dimensions
o Applicable Building Adaptation
o Green Building Adaptation
o Effect of Climate Change
o Calamity-Resilient School Buildings
o Designed to Withstand 250 KPH Wind Velocity
o Co-designed to Withstand Major Earthquake
o Complies with the National Structural Code of the Philippines (NSCP) 2010
Engineers from DepEd regularly inspect the school projects, new construction projects as well as
the repairs being conducted. This is to ensure the integrity of the agency’s physical facilities. Every
two (2) years, the Educational Physical Facilities Division update their national building inventory
wherein school buildings are assessed whether they are already condemnable or due for repair.
This also serves as a reference or a guide for a school for the coming years. For the replacement
of school buildings, is it a joint monitoring by DepEd and DPWH Engineers.
Earthquake preparedness is also integrated in the school curriculum. 211
210
CHED Memorandum Order No. 04 series of 2020, “Guidelines on the Implementation of Flexible Learning”
211
http://lrmds.deped.gov.ph/
235 | P a g e
The example is the curriculum of Grade 6 during the 4th quarter period. The topic is about
earthquakes and volcanic eruption and it shows in the curriculum the performance standards of
what the learner should do.212 These topics are also included in the other grades. In grade 12,
they have a separate subject on DRRM. Discussions on earthquakes and other disasters are
being discussed holistically.
There are DepEd policies that institutionalize activities to strengthen the earthquake
preparedness such as:
Policy Title and Content

DepEd Memorandum No. Conduct of Simultaneous Earthquake Drills in Schools and
205, s. 2016 DepEd Regional and Division Offices
DepEd Memorandum No. Supplemental Guidelines in the Conduct of Simultaneous
221, s. 2006 Earthquake Drills in Public and Private Schools Nationwide
DepEd Memorandum No. Conduct of Quarterly Earthquake Drills in Schools and
300, s. 2006 DepEd Regional and Division Offices
DepEd Order No. 48 s. Quarterly Conduct of the School-Based Earthquake and Fire
2012 Drills
DepEd Order No. 23, s. Student-led School Watching and Hazard Mapping
2015
DepEd Order No.27 s. 2015 Promoting Family Earthquake Preparedness
RM 322, s. 2019 Validation of School Locations on the Hazard Hunter Map
and Accomplishment of the Assessment Checklist for School
Landslide Safety
The schools also conduct quarterly drills. One problem is both the teachers and learners do not
take the drill seriously but DepEd is already doing their best to correct it that if there is a drill they
should take it seriously. One good practice is to get personnel from the outside to act as ushers
because it helps the learners to listen and cooperate during drills.
212
236 | P a g e
In the conduct of earthquake drills, an orientation is being done to the learners and teachers; it
helps them to know the evacuation plan, emergency exits and evacuation area; and what to do
during and after an earthquake.
Learners participating in the Earthquake Drill virtually
DepEd also have the Student led School Watching and Hazard Mapping.213 The objective of this
activity is to identify and address risks. The students conduct risk mapping and check the
presence of risk factors within the schools and in the area. After the activity, they will write and
identify where the hazards are, then it will be placed in a map and posted for everyone to see and
for them to be aware of where the hazards are. 214
The output of this activity is submitted to the principal which will be used as an input to the yearly
school improvement plan. Usually, the risks that were observed are being addressed during the
Brigada Eskwela wherein the repairs are being done.
Another activity of DepEd-CAR is the Family Earthquake Preparedness Program. 215 It is not only
the students that are being strengthened in this program but also the parents. The parents,
guardians or the family as a packed are required to accomplish the Earthquake Preparedness
Homework.
There are set of questions on what to do before, during and after an earthquake so that learner
together with the parents or the family answer the questions. The answers are collated and
discussed during the homeroom activities in school. This will also serve as an input to school’s
213
Department of Education, Department Order No. 23 series of 2015, “Student-Led School Watching and Hazard
Mapping”
214
Regional Memorandum No 322-2019 dated September 20, 2019, “Validation of School Locations on the Hazard
Hunter PH Map and Accomplishment of the Assessment Checklist for Schools’ Landslide Safety
215
Department of Education, Department Order No. 27 series of 2015, “Family Earthquake Preparedness”
237 | P a g e
annual DRRM plan which the school head may also present the result to the Parents-Teachers
Association (PTA) and Barangay Officials for consideration in their preparedness plan.
The things that the students do not know about what to do before, during and after an earthquake
are being given an emphasis during the earthquake drill and inputted to the teachers so that they
could explain more once they are already in the topic on earthquakes.
Form of the Family Earthquake Preparedness Homework
DepEd-CAR also conducts training of personnel related to Earthquake. One training was the
Training on Communicating Volcano, Earthquake and Tsunami Hazard for DepEd specifically the
High School Teachers that will be conducted by PHIVOLCS.216 Another also is the school heads
participating in the Contingency Planning.
The agency has other activities such as:
o Regular inspection of schools and offices by the Education Facilities Division especially
those schools that incurred damage to typhoons and other hazards.
o Yearly conduct of school maintenance (Brigada Eskwela).
o Continuous training of teachers and learners on Disaster preparedness.
o Collaboration and coordination with the LGU and other partners for the conduct of
Earthquake-related activities.
216
Division Memorandum No. 397, series of 2020, “Training on Communicating Volcano, Earthquake and Tsunami
Hazard for DepEd (High School Teachers)
238 | P a g e
G.DOTr’s Provision of Public Utility Vehicle and
Assistance on Traffic Management for Easy
Passage of Emergency Vehicle/Response Teams
Department of Transportation-Cordillera Administrative Region (DOTr-CAR)
The Department of Transportation (DOTr) is the primary policy, planning, programming,

coordinating, implementing and administrative entity of the executive branch of the government
on the promotion, development and regulation of a dependable and coordinated network of
transportation systems, as well as in the fast, safe, efficient and reliable transportation service.
Mandate and Main Functions

Land Transportation Office (LTO) Land Transportation Franchising and
Regulatory Board (LTFRB)
• Inspection and registration of motor • Promulgating, administering,
vehicles. enforcing, and monitoring
• Issuance of licenses and permits. compliance of policies, laws, and
• Enforcement of Land Transportation regulations of public land
Rules and Regulations. transportation services.
• Adjudication of Traffic Cases. • Granting franchises or accreditations
• Collection of Revenues for the and regulating public utility vehicles.
Government.
The goal is to ensure prompt and reliable response to stakeholders in times of disasters and
calamities. With the objectives to established partnership with public transport groups in providing
utility vehicles for affected families, communities with in CAR in times of calamities and disasters.
And to establish a functional work force in providing assistance on traffic management for easy
passage of emergency/response teams in times of calamities and disasters.
The following are the activities of LTFRB:

 LTFRB to spearhead coordination with transport groups re: plans and programs of the
CRDRRMC in relation to transport.
 Setting up of work force for the assistance needed on traffic management purposely for
calamities and disasters.
 Continual monitoring on the preparedness of the office and transport groups in the
provision of support needed.
The logistics of LTFRB are communication gadgets, computers, funding, transportations and
networking. The budget allocation for fuel is Php 100,000.00 a year and Php 100,000.00 for the
protective gears for the traffic enforcers. 217
Available Resources and Manpower

o Public Utility Vehicles (PUVs)
217
Quevedo, C.S. (2021) Provision of Public Utility Vehicle and Assistance on Traffic Management for Easy Passage
of Emergency Vehicles/Response Teams [Google Slide]
239 | P a g e
• Public Utility Buses (PUBs)
• Mini-buses
• Public Utility Jeepneys (PUJs)
• Utility Vehicle (UV) Express Services
• School Services
• Taxies
• Transportation Network Vehicle Services (TNVS)
• Tourist Transport Services
o Traffic Enforcers/Work Force
• Law enforcement Officers – Strike anywhere in CAR
• Employees at the District Offices for the provinces
• Employees at the Regional Office – if needed
• Employees at LTFRB – if needed
H.Engaging the Public, Empowering Communities

Disaster Information Management and
Communication
Philippine Information Agency-Cordillera Administrative Region (PIA-CAR)
The Philippine Information Agency-Cordillera Administrative Region (PIA-CAR) is committed to

encourage people to take precautionary measures. One example is the awareness and
preparedness campaign through trainings, workshops, press briefing, IEC via all communication
platforms available and drills. 218
Another mandate is to get the right information to the right people at the right time. Under which
are:
o Dissemination of updates, reports, memo, directives and other relevant information
through quad media.
o Media Management
o Setting-up of Media hub a centralized media center for information and updates from
concerned agencies.
o Facilitation of media press conferences
o Activation of Emergency Telecoms Cluster in case communication channels are down.
There are three (3) kinds of communication platforms namely, Digital Media Platforms, Traditional
Media Platforms, Interpersonal Communication.
o Digital Media Platforms
 Social Media Posts
 Photos Posted
 Social Media Cards
 Press Releases
 E-Magazine
218
Malingan, J.J. (2021) Disaster Information Management and Communication [Google Slide]
240 | P a g e
 Chat/viber groups
 Video posts/Kapihan/Presscon/Coverage/Interview
 Text Blast Reach
o Traditional Media Platforms
 TV News Reports
 Radio Programs
 Press Releases
o Interpersonal Communication
 Kapihan/Presscon
 Coverages/Interview
 Orientations
Under Digital Platforms is the social media which has become one of the top ways to get
information to the population fast and support for people who needs help or information. Another
is a text blast (SMS) which alerts on advisories, directives, and information sent via sms or texts
to different sectors including LCEs, government agencies, NGOs and other sectors. While the
traditional media platforms include print, radio, and TV broadcasts. These platforms are mostly
effective for the older generation who are not on social media. The interpersonal communication
is being used for weak signals or with challenges on access to info platforms. This is a face to
face communication by which people exchange information.219
Communication Tips to Make the Communication More Effective220

o Branding- which improves recognition of the IECs and it gives a common appearance,
common feel and common message. It creates consistency and trust, provide on look,
voice, core message, and tags across all communication channels. It also creates stronger
recall for intended audience.
o Multi-Channel Approach- communicating to intended audience via different platforms,

social media, traditional, and interpersonal. It reaches multiple audience; wider information
dissemination and bigger chances to reach other sectors of the audience.
o Tailor the Campaign- make the content different as suited to the audience and channel
used but the message is consistent. Consider the audience dialect, culture and
preferences. Make campaign more relatable to have more local for the audience.
o Communication Plan (Strategic Design)- an effective communication strategy can help get
everyone on the same page and help stakeholders become engaged and endorse the
programs and activities and the steps being taken it about.
OBJECTIVES MESSAGE CHANNEL ACTIVITY

Increase level of • Development policies and Traditional Ugnayan,City
awareness of intended programs of the different (TV, Radio, Hall Hour,
audience on the departments of the LGU Print, LEDs) Public
development Consultations,
219
220
241 | P a g e
policies/PPAs of the • Purpose of the Interpersonal Barangay
City LGU development (consultations, assemblies,
policies/PPAs of the press Interviews, AV
different department of the conferences, production,
LGU dialogues) press
New media releases,etc.
(social media)
Encourage • Importance of the Traditional Ugnayan, City
participation/support development (TV, Radio, Hall Hour,
of intended audience policies/PPAs of the Print, LEDs) Public
in the implementation different departments of Interpersonal Consultation,
of the development the LGU to the (consultations, barangay
policies/PPAs of the beneficiaries/public press assemblies,
City LGU • Guidelines/requirements conferences, interviews, AV
in the implementation of dialogues) production,
the development New media press releases,
policies/PPAs (social media) etc.
Promote advocacy of • Concrete Traditional Ugnayan, City
the policies/PPAs of benefits/advantages of the (TV, Radio, Hall Hour,
the LGU among development policies to Print, LEDs) Public
intended audience beneficiaries Interpersonal Consultations,
• Testimonials/success (consultants, barangay
stories of development press assemblies,
policies/PPAs (i.e.Team conferences, Interviews, AV
Lakay as dialogues) production,
champions/advocates of New media press releases,
youth development) (social media) etc.
How to combat rumors/misinformation to strengthen the communication efforts because

nowadays false information is spreading easily.
o Identify rumors.
o Neutralize with official statements coming from key officials/concerned people.
o Disseminate clear and precise messages.
o Get statements from specialists.
o Show concrete evidence and facts.
o Identify an opinion leader who can back-up your statements.
o Investigate on how the rumor is spreading.
o Determine whether your messages have impact to counter the rumors.
Knowing and Understanding the Media

Another way to strengthen the IEC is to partner with the local media as a whole because the
clout of the media is different from the public.221
221
242 | P a g e
PROVINCE COMNET TV STATION RADIO PRINT
STATIONS
Abra Abra ComNet 1 AM; 3FM 2
Baguio Association of 3 (1 gov’t; 2 15 (1 gov’t; 4 11
City/Benguet Government private) private)
Information
Officers in the
Cordillera
Ifugao Ifugao 3 FM
Communication
Network
Kalinga Kalinga 1 AM; 2FM 1
Network of
Information
Officers and
Workers
Mountain Mountain 1 AM; 2 FM 1
Province Province
Communication
Network
Working with the Media

o Know the environment. Know the present media within the area whom the government
can be partnered with.
o Flexibility is the key especially in dealing with media inquiries on a case-to-case basis
and not being locked in an overly restrictive policy.
o Provide media with one voice. The government should have one message.
o Answer questions if not sure of and are prepared to answer.
o Call their attention if wronged because if not, the inaccuracy will go uncorrected for so
long that eventually it will become a “media fact.” Call their attention politely.
243 | P a g e
CHAPTER 7
OPLAN Metro Yakal Plus and the Metro Manila
Impact Earthquake Reduction Study
Metro Manila Development Authority (MMDA)
In response to a request from the Government of the Republic of the Philippines, the Government
of Japan decided to conduct Earthquake Impact Reduction for Metropolitan Manila, Republic of
the Philippines and entrusted the study to the Japan International Cooperation Agency (JICA).
JICA selected and dispatched a study team, headed by Mr. Noboru IKENISHI of Pacific
Consultants International, consisted of Pacific Consultants International, OYO International
Corporation, PASCO Corporation, between August 2002 and March 2004. In addition, JICA set
up an advisory committee headed by Mr. Masayuki WATANABE, Senior Advisor, Institute for
International Cooperation JICA, between August 2002 and March 2004, which examined the
study from specialist and technical point of view. 222
The team held discussions with the officials concerned of the Government of the Republic of the
Philippines and conducted field surveys at the study area. Upon returning to Japan, the team
conducted further studies and prepared this final report.
The objectives of the study were to formulate a master plan for earthquake impact reduction for
Metropolitan Manila in the Republic of the Philippines. And to carry out technology transfer to
Philippine counterpart personnel, of MMDA and PHIVOLCS, in the course of the study.
The master plan for Earthquake Impact Reduction sets forth basic policy and direction in pursuit
of the vision of a safer Metropolitan Manila. The plan is a road map to achieve the vision. It
contains thirty-four (34) frameworks, each addressing specific goals and objectives. Each
framework is not only a stand-alone avenue to pursue improved levels of risk reduction but also
a cross street interconnected with the other frameworks. The goals, objectives and frameworks
address Metropolitan Manila’s most imminent earthquake disaster management issues. Existing
earthquake disaster management systems in the Philippines is not enough to cope with expected
earthquakes damages.
Based on the damage estimation by MMEIRS Study of the potential rupture of West Valley Fault,
approximately 40% of the total number of residential buildings within Metropolitan Manila will
collapse or be affected.
222
Metro Manila Earthquake Impact Reduction Study (MMEIRS, March 2004)
244 | P a g e
This building collapse directly affects large numbers of people, since it is estimated to cause
34,000 deaths and 114,000 injuries. Moreover, additional 18,000 deaths are anticipated by the
fire spreading after the earthquake event. This human loss, together with properties and economy
losses of Metropolitan Manila will be a national crisis.
Six (6) goals have been addressed as presented:

1. To develop a national system resistant to earthquake impact.
2. To improve Metropolitan Manila’s urban structure resistant to earthquake.
3. To enhance effective risk management system.
4. To increase community resilience.
5. To formulate reconstruction systems.
6. To promote research and technology development for earthquake impact reduction
measures.
The action plans are prepared to put in practice the policies and strategies represented in the
frameworks. 223
VISION GOALS OBJECTIVES FRAMEWORK

A safer To develop national To increase social • Protect stability of
Metropolitan system resistant to and community national
Manila from earthquake impact. sustainability. government
Earthquake Impact function.
MMDA is already • Protect stability of
doing it socio-economic
system.
To improve • To increase • Promote
Metropolitan resistant of earthquake
Manila’s urban Metropolitan resistant urban
structure resistant to Manila’s vulnerable development.
earthquake. areas. • Promote flameproof
• To increase urban development.
resistance of Metro • Promote spatial
Manila’s buildings. urban development.
Almost 40% of
buildings in Manila
do not have building
permit.
To enhance • To prevent • Secure evacuation
effective risk secondary effects route and
management and damages. evacuation sites.
system. • To strengthen • Secure water, food,
disaster and other
management necessaries.
system. • Enhance
emergency health
223
245 | P a g e
• To improve disaster and medical
response capability. response system.
• To ensure access • Establish
to critical emergency
information. transportation
system.
• Establish search
and rescue system.
• Establish
information and
communication
system.
• Establish
geographic
information system.
• Management
emergency public
information.
• Enhance self-reliant
and mutual help for
efficient risk
management
capacity.
• Inculcate a disaster
mitigation culture in
future generations.
To formulate To improve • Supply temporary
reconstruction community recovery refugee housings.
systems capability • Prepare emergency
assistance for
everyday life.
• Establish debris
clearance and
management
system.
• Restore public and
social services.
• Establish post-
disaster
reconstruction
system of the
damaged area
institutional aspect.
To promote To sustain research Promote sustained
research and and effective research and
technology transfer of development on
development for technology. earthquake figure.
earthquake impact
reduction measures.
246 | P a g e
OPLAN Yakal Plus
The objective of this plan aims to institutionalize an effective and efficient system of earthquake
disaster preparedness and response of different national agencies’ units and personnel by
defining the roles and providing sets if guidelines on actions that will be carries out prior to an
immediately after the occurrence of a very strong ground shaking. 224
Three agencies worked together for the Metro Manila Earthquake Impact Reduction Study
(MMEIRS) findings, namely, Metropolitan Manila Development Authority (MMDA), Philippine
Institute of Volcanology and Seismology (PHIVOLCS) and Japan International Cooperation
Agency (JICA).
Recent studies show that the West Valley Fault has moved at least four (4) times and generated
strong earthquakes within the last 1,400 years. The approximate return period of these
earthquakes is less than 500 years and no event along the West Valley Fault is known after 17th
century. This means that the active phase of the Valley Fault is approaching. Many research
studies indicate that the estimated magnitude will be around 7 or more.225
A possibility of 7.2 Magnitude Earthquake occurring along the Fault on the Eastern part of
Metropolitan Manila. Another scenario is a strong earthquake at Manila Bay capable of generating
a 2-meter high tsunami affecting western coastline of Metro Manila.
The effect is characterized by strong ground shaking (intensity 8 and 9) along most parts of Metro
Manila, liquefaction, and landslides causing severe damage to buildings (mostly residential),
thousands of deaths and injuries, disruption of lifelines and services, and widespread fires.
MMEIRS Scenario Earthquakes

 West Valley Fault (Model 8)
Model Magnitude Characteristics
08- West Valley Fault 7.2 Severe Damage
East
Valley
Fault
West
Valley
Fault
224
Metro Manila Earthquake Contingency Plan “OPLAN Metro Yakal Plus”
225
247 | P a g e
Valley Fault System (VFS) Metro Manila 226
 Manila Trench (Model 13)

Model Magnitude Characteristics
13- Manila Trench 7.9 Tsunami
Manila Trench
226
DOST-PHIVOLCS, West Valley Fault: Metro Manila
248 | P a g e
MMEIRS Risk Analysis Map
For purposes of the study’s damage estimation, Metro Manila was divided into square grids. Each
grid represents an area of about 250,000 square meters. Warm colors represent high damage
areas while cool colors indicate lower damage estimates.
249 | P a g e
Profile of Metro Manila 227
Composition 16 Cities and Municipality
1,706 Barangays
Land Area 636 sq. km (0.2% of Philippines)
Population 13.9 million (2020) during nighttime
15-17 million during daytime
Density 16,490 persons/km2
Households 2.0 million (average of 5/household)
-approximately 3.5 million are informal dwellers
GDP $40 Billion
Buildings 1,725,250 however it reached up to 2 million but the inventory is
not yet finished
Infra and Transport -domestic and international seaports
-domestic and international airports
-3 elevated mass transport system
-elevated hi-way and flyovers
Hospitals 216 (both Private and Public 57,000-bed capacity)
Schools 1,410
227
Mayor, A.R. (2021) OPLAN Yakal Plus [Google Slide]
250 | P a g e
Ground Shaking Intensity Distribution (PHIVOLCS Earthquake Intensity Scale-
PEIS) 228
CALOOCAN NORTH
Intensity (MMI)
VALENZUELA
QUEZON CITY
NAVOTAS
MALABON
MARIKINA
CAL. SOUTH
PASIG
MANILA SAN JUAN
PATEROS
PASAY
MANDALUYONG
TAGUIG
MAKATI
PARANAQUE
LAS PINAS
MUNTINLUPA
(Magnitude 7.2,
West Valley Fault)
Estimated Impacts of the Worst-Case Scenario Earthquake (M7.2 WVF)

Public Purpose Buildings:
Schools 1412, Hospitals 8-10 %
Heavily Damaged
177, Fire Fighting 124,
Police 43, MMDCC
Organizations and 17 LGU
Partly Damaged 20-25 %
City and Municipal Halls 53
Heavily Damaged or 13%
Collapsed 170,000
Residential Buildings
Moderately Damaged 25.6% or
350,000
Dead 90% from pressure of
Human Loss
collapsed building
With population of
33,500
9,923,560 (2010)
Injured 120,000
228
Metro Manila Earthquake Impact Reduction Study (MMEIRS) JICA-PHIVOLCS-MMDA
251 | P a g e
Impact to Lifelines
o Damage to water system
 Breaks in 4,000 points of water distribution lines.
 Risks to Angat and Ipo Dams Feeder main to La Mesa Dam.
o Power interruption
 30 km line break in distribution
 Damage to sub-stations and transformers. Meralco has already a plan in
restoring electricity within 24 hours because they have mobilization scheme and
plan.
o Communications
 90 km break of landlines. The advantage today is that the cell sites are
replaceable within 2-3 hours.
o Damage to roads and bridges due to liquefaction
Quadrant Damage Estimate (1)229

NORTH Collapsed
Dead Injured
VMMC Golf Course Structures
Quezon City 26,900 5,800 19,400
Valenzuela 2,400 500 1,600
Caloocan 7,200 1,700 5,500
Mandaluyong 4,400 1,000 3,600
San Juan 1,200 400 1,200
TOTAL 42,100 9,400 32,900
WEST Collapsed Dead Injured

Intramuros Golf Structure
Course
Manila 26,200 6,200 21,000
Malabon 4,700 900 3,000
Navotas 5,700 900 3,500
TOTAL 36,600 8,000 27,500
Quadrant Damage Estimate (2)

SOUTH Collapsed Dead Injured
VAB Golf Course Structures
Pasay 7,000 1,600 5,400
Pateros 1,700 300 900
Makati 9,200 2,200 7,700
Taguig 11,600 2,200 7,200
Las Piñas 6,400 1,300 4,300
Parañaque 9,200 1,700 5,700
Muntilupa 13,500 2,000 7,600
TOTAL 58,600 11,400 38,800
Almost 60% of Taguig are liquefied.
229
252 | P a g e
EAST
Collapsed
LRT2 Santolan Dead Injured
Structures
Depot
Marikina 15,300 2,600 8,800
Pasig 23,000 3,400 11,900
TOTAL 38,300 6,000 20,700
Liquefaction Potential230
High
CALOOCAN NORTH
Relatively High
NAVOTAS VALENZUELA
Relatively Low QUEZON CITY
MALABON MARIKINA
Low CAL. SOUTH
MANILA
PASIG
60% of Taguig are liquefied while
one-third of Manila, Pasay and
Parañaque. MAKATI
PASAY
PATEROS
MANDALUYONG SAN JUAN
PARANAQUE TAGUIG
LAS PINAS
MUNTINLUPA
230
MMEIRS, 2004
253 | P a g e
Fire Outbreak Map (Model 08) 231
Maximum Burnt Number

500 - 1,000
200 - 500
MANILA
100 - 200
50 - 100
20 - 50
1 - 20
500 fires may occur simultaneously
Possible Fire Spread Map

Factor Used: Wind speed = 8m/sec
Estimated Results: area=1,710 has.
VALENZUELA Building: 98,000
Deaths= 19,000
QUEZON CITY
MARIKINA
PASIG
PATEROS
TAGUIG
MANILA
MUNTINLUPA
231
MMEIRS, 2004
254 | P a g e
Metro Manila Earthquake Contingency Plan
The table below shows that the strong ground shaking may also result to the regional separation
of Metro Manila to four (4) quadrants due t the collapse of buildings and bridges connecting them.
232
QUADRANTS LOCAL GOVERNMENT UNITs

Caloocan City
Quezon City
North Valenzuela City
San Juan City
Mandaluyong City
Pasig City
East
Marikina City
Manila City
West Malabon City
Navotas City
Las Piñas
Makati City
Muntinlupa City
South Parañaque City
Taguig City
Municipality of Pateros
Pasay City
Pre-Designated Emergency Assembly Areas
o West
 Intramuros Golf Course
o North
 Veterans MMC Golf Course
(the emergency assembly
area is possible to be
transferred to UP)
o East
 LRT2 Santolan Depot (they
are still searching for an
area)
o South
 Villamor Air Base GC
232
Metro Manila Earthquake Contingency Plan “OPLAN Metro Yakal Plus”, 2015
255 | P a g e
In every quadrant there will be assisting region AFP unit. 233
QUADRANT ASSISTING REGION/AFP UNIT

North • Regions I- (Ilocos Norte, Ilocos Sur, La Union,
Pangasinan) and VII- (Bohol, Cebu, Siquijor)
• AFP North Luzon Command (NOLCOM) Brigades
East • Regions II- (Batanes, Cagayan, Isabela, Nueva Vizcaya,
Quirino) and XI- (Compostela Valley, Davao Del Norte,
Davao Del Sur, Davao Occidental, Davao Oriental)
• AFP South Luzon Command (SOLCOM) Brigades
West • Regions CAR- (Abra, Apayao, Benguet, Ifugao, Kalinga,
Mountain Province) and X- (Bukidnon, Camiguin, Lanao
Del Norte, Misamis Occidental, Misamis Oriental)
• AFP NOLCOM Brigades
SOUTH • Regions V- (Albay, Camarines Norte, Camarines Sur,
Catanduanes, Masbate, Sorsogon) and VI- (Aklan, Antique,
Capiz, Guimaras, Iloilo)
• AFP SOLCOM Brigades
AFP AFP
NOLCOM RESOURCES
AFP
SOLCOM
233
256 | P a g e
There was a plan to conduct a cross training for the whole Cordillera Administrative Region. The
MMDA has designed modules that are not expensive which is also easy to understand the
procedures and how to organize.
Entry Points of Equipment, Manpower and Relief Assistance 234

MEANS OF TRANSPORTATION ENTRY POINTS
LAND TRANSPORTATION
NORTH • Department of Public Works and
Highways (DPWH) Region 2: Balintawak
Cloverleaf towards A.Bonifacio
• DPWH-Cordillera Administrative Region
(CAR): Balintawak Cloverleaf towards
A.Bonifacio
• DPWH Region 1: Mindanao Avenue
Alternate entry points:

• Malinta
• Bocaue, Marilao, Meycauayan towards
Commonwealth
• Mc Arthur – Valenzuela
SOUTH • Osmeña
• Alabang-Muntinlupa
• Sucat
• Cirumferential Road 5 (C-5) – Libingan
ng mga Bayani
• Villamor – Sales
• Epifanio Delos Santos Avenue (EDSA)
• Circumferential Road 6 (C-6)
Strategic Plan for Command and Control and Humanitarian Assistance

ALTERNATE OR
STRATEGIC CONCERN PRIMARY
SECODARY
National Emergency Clark Subic
Operations Center
Metro Manila EOC MMDA Makati Complex AFP JTF
CAMP/PNPNCRPO Bicutan
HQ
Assisting Regions to
Established MM
Quadrants
North Region I Region VII
East Region II Region XI
West CAR Region X
South Region V Region VI
234
257 | P a g e
List of MMDRRMC Response Sectors, its Lead Agency and the Responsibility of the Lead
Agency235
SECTOR LEAD AGENCY RESPONSIBILITY
Command and Control MMDA Establish a system of command and
control for Metro Manila immediately
after an intense ground shaking event.
Communications and OCD-NCR Ensure availability of all emergency
Warning back-up communication systems and
equipment; and, provide timely,
effective, accurate and efficient
information, advisories, alerts and
warnings to the LGUs, National
Government Agencies and other
Stakeholders and the General Public.
Safety and Security PNP-NCRPO Ensure safety and security of lives and
properties of affected population;
response efforts; vital installations and
structures; and, resource mobilizations.
Search and Rescue MMDA Provide immediate rescue to
earthquake victims.
Relief and Camp DSWD-NCR Ensure safety of the affected families
Management thru delivery of essential relief, camp
management and human rehabilitation
services.
Engineering, DPWH-NCR Conduct clearing operations of debris
Reconstruction and and obstructions; immediately restore
Rehabilitation vital access roads, bridges and vital
lifelines; reconstruct/rehabilitate
damaged structures and facilities.
Transportation Department of Coordinate support and augmenting
Transportation and transportation needs to response
Communications (DOTC) sectors.
Medical, Nutrition, WASH, DOH-NCRO Decrease the morbidity and mortality
and MHPSS related to earthquake
Evacuation and Department of the Interior Ensure establishment evacuation
Management of the Dead and Local Government camps to displaced families/individuals;
and Missing (DILG)- NCR and, manage dead bodies in
coordination with responsible attached
agencies.
Fire Bureau of Fire Protection Suppress all destructive fires to
(BFP)- NCR minimize the loss of lives and
properties.
There are five (5) elements of response: a) the mass evacuation, b) search and rescue, c) medical
services, d) safety and security, and e) food and water. The important element is the safety and
security because if there is no security on the ground a lot of people will die in 24 hours even if
without food and water. The reason chaos and abuse. Philippines National Police (PNP) should
plan how to secure the business establishments such as drug store, groceries, etc.
235
258 | P a g e
The evacuation should be localized it should be within the grasp of the city where people can still
see their houses to avoid looting. The policemen in the city should also plan to how to secure
properties.
List of MMDRRMC Updated Response Clusters, its Lead and Member Agencies 236
CLUSTER LEAD AGENCY/OFFICE MEMBERS
Food and Non Food Items DSWD-NCR JTF-NCR, MMCHD, PRC,
DICT, OCD-NCR, DA-NFA,
NCRPO, MMDA, Private
Sectors
Emergency Telecoms DICT OCD-NCR, MMDA, NTC,
DILG, DSWD-NCR, JTF-
NCR, BFP-NCR, PCG-NCR,
NCRPO, NGOs, Private
Sector
Search, Rescue and JTF-NCR MMDA, PCG-NCR,
Retrieval DRRMO, PRC, NGO,
NCRPO, BFP-NCR, BJMP-
NCR, DILG-NCR, OCD-
NCR, PIA-NCR, DICT,
DOTR, DENR-NCR, DPWH-
NCR
Logistics OCD-NCR MMDA, NCRPO, JTF-NCR,
DPWH-NCR, PCG-NCR,
BFP-NCR, DOTr, DOE,
DILG-NCR, DA, NFA,
Association of Petroleum
Owners, Philippine Institute
of Petroleum (PIP)
Education DepEd-NCR CHED-NCR, TESDA-NCR,
UNICEF, Save the Children,
CSOs, DSWD-NCR,
MMCHD, DPWH-NCR,
LGUs, NCRPO, STC,
MMDA, DILG-NCR, DOTr
Camp Coordination and DSWD-NCR MMCHD, PRC, DepEd-
Camp Management NCR, NCRPO, DILG-NCR,
DPWH-NCR, CHED-CAR,
MMDA, DICT, OCD-NCR,
DOLE-NCR, JFT-NCR,
TESDA
Health MMCHD MMDA, DSWD-NCR, OCD-
NCR, JTF-NCR, DILG-NCR,
NCRPO, BFP-NCR, DepEd-
236
259 | P a g e
NCR, DOTr, PRC, OSHC,
DOLE
Management of the Dead DILG-NCR JTF-NCR, DENR-NCR,
and Missing MMCHD, PCG-NCR, BFP-
NCR, DSWD-NCR, PRC,
DILG-NCR, NBI, OCD-NCR,
MMDA, DICT, PIA-NCR,
DepEd-NCR, CSOs,
Development Partners,
DPWH-NCR, DOTr
Law and Order NCRPO DILG-NCR, PCG-NCR, JTF-
NCR, MMDA, BFP-NCR,
BJMP-NCR, NBI-NCR,
BUCOR, Accredited
Security Agencies,
Supervisory Office for
Security and Investigation
Offices
Protection DSWD-NCR MMCHD, DILG-NCR,
NCRPO-Women and Child
Protection Center, Regional
Inter-Agency Council on
Anti-Trafficking and
Violence Against Women
and Children
Debris Clearing and DPWH-NCR JTF-NCR, MMDA, NCRPO,
Engineering Works DOTr, DILG-NCR, LGUs,
PCG-NCR, DOE, MARINA,
PICE, ASEP, ACEL, PIP
Fire Suppression BFP-NCR LGU and Volunteer Fire
Brigades
Disaster Waste MMDA DPWH-NCR, DENR-NCR,
Management DOE, DILG-NCR, EMB-
NCR, LGUs, NCRPO, JTF-
NCR
Transportation DOTr MMDA, LFTRB, LTO,
MARINA, PCG-NCR,
DWPH-NCR, DOE, PIP
Early Recovery MMDA DPWH-NCR, LGUs, DOE,
DepEd-NCR, DILG-NCR,
CHED-NCR, TESDA-NCR,
DOLE-NCR, DSWD-NCR,
DOtr
Crisis Communication PIA-NCR
Tourism DOT-NCR
260 | P a g e
Concept of Operations
Operational protocols should be in accordance with the structure set during operations. This is to
ensure that all actions are accounted for and decisions are based on existing command
structures. 237
Metropolitan Manila Disaster Risk Reduction Management Council Organizational

Structure Adopted on 12 October 2006
237
261 | P a g e
Metro Yakal Strategy
1. Preparedness activities
 Organization and Training
 Equipment Build-up
 Continuing Planning, Drills and Exercises
2. Pre-Deployment of Resources at the Identified Quadrant Staging Areas (Large open
spaces). Large open spaces are important because if the area cannot be penetrated by
the responders it will be a problem. One option of a large space area is the landing zone
of the helicopters. For now, all the quadrants are beside a golf course.
3. Prioritization of Resources
 Search and Rescue. All of the responders should be trained in multi-hazard.
 Debris Clearing of Identified Major Routes and Identification of Alternate
Routes/Modes to Facilities.
 Security and Order.
 Establishment of Command, Control and Communications. There should be
trained personnel that will be part of IMT in case of emergency.
 Establishment of Field Medical Facilities, Evacuation Camps and Management.
Project Components
o Hazards and Disaster Information and Education
 Safe “METRO” Brochures
 Metro Disaster Managers Newsletters
 Metro Public Safety Website
 Mobile “EARTHQUAKE” Project
 AM Radio/TV Facility
o Disaster Preparedness
 Deployment in strategic areas of Disaster Response Equipment Field
Storage Units, Team Tool Boxes and Organization and Training of Disaster
Response Teams. People in the barangay should be trained on how to
use the equipment.238
The MMDA’s Public Information Communication and Operations Control Facility is being
upgraded.
Public Information Community and Operations Control Facility
238
262 | P a g e
Earthquake Disaster Response System
The Disaster Response Equipment Field Tool Storage Unit (DREFTSU) are deployed in different
location and is limited in number. Ideally, there should be one hundred (100) containers. One
container unit contains 15-20 units. The said containers are helpful to the community level
because they will not have a hard time looking for equipment to use during emergencies, they will
just go to where the container is located and follow the instruction on how to open it then they can
use the available equipment in responding in emergency situations. The barangay is responsible
on the Disaster Response Equipment Field Tool Storage Unit.
The additional location of DREFSUs are at Mcarthur Hi-Way Valenzuela, Alabang Viaduct,
Tandangsora/Commonwealth, Navotas OBR Terminal, EDSA-Balintawak, C5-Fort Bonifacio, C5-
Ortigas Extension, Zapote Road/Quirino and EDSA.
Contents of the Toolbox

263 | P a g e
Disaster Response Tools Storage Vans
Another project component is the Disaster Management Capacity Enhancement which include
the MMDCC Revitalization and Community-Based Disaster Management Training for LGUs and
Barangays. Examples are Disaster Preparedness Planning and Disaster Imagination Game. The
said game is like a training to the personnel in the office where to hide during earthquake, knowing
where the exits of the building and knowing the safe place.
Challenges
o Updated Risk Assessment of different areas.
o Hazard mapping - inventory of structures and infrastructures.
264 | P a g e
o Risk Communication – gaps/disruptions with other government agencies and assisting
regions.
o Insufficiency of number of equipment and Urban Search and Rescue (USAR) teams for
technical response operation.
o Lack of standardization of organized USAR teams.
o Insufficiency of open spaces for establishment of staging areas and resource hubs.
Preparedness
o Acquisition of technical equipment.
The life detector equipment can reach until 30 feet to detect sound if the victim is still alive. The
life locator can detect person’s breathing 5 meters underground or 15 feet underground and detect
30 feet in motion. 239
o Deployment of Disaster Response Equipment Field Storage Units (DREFSUs) in strategic
locations in Metro Manila.
o Adoption of Public Service Continuity Plan (on-going).
o Establishment of permanent Disaster Operations Center in the four (4) geographical
sectors in Metro Manila (on-going).
o Institutionalization of Metro Manila Shake Drill (annually).
o Intensified conduct of community-based disaster risk reduction and management trainings
in the community level.
o Enhancement of communications system by establishing linkages with Metro Manila
LGUs, MMDRRMC member agencies and partner stakeholders.
239
265 | P a g e
BIBLIOGRAPHY
Google Drive.
https://drive.google.com/drive/folders/1C_QUTHFBrxgjbVlMCHxzCcRc5GKpw7de?usp=
sharing
https://www.who.int/philippines/news/feature-stories/detail/bohol-earthquake-one-year-on#
https://www.phivolcs.dost.gov.ph/index.php/earthquake/destructive-earthquake-of-the-
philippines/2-uncategorised/212-1990-july-16-ms7-9-luzon-earthquake
https://www.phivolcs.dost.gov.ph/index.php/earthquake/earthquake-hazards
https://www.phivolcs.dost.gov.ph/index.php/earthquake/gisweb-earthquake-hazard-maps
https://www.phivolcs.dost.gov.ph/index.php/earthquake/earthquake-intensity-scale
https://hazardhunter.georisk.gov.ph/
https://www.phivolcs.dost.gov.ph/vault/pdf/Publication_Earthquake%20Preparedness/Flyer-
How-Safe-Is-Your-House.pdf
https://www.phivolcs.dost.gov.ph/index.php/information-tool/redas
Jelson Edduba (2021). Geological Hazards (GEOHAZARDS) [Google Slides}.
Google Drive.
sharing
Dir. Mary O. Amoroso, et.al. (2021). Ensuring Earthquake Resilient Communities:
Prospects and Challenges in Zonation and Housing Development [Google Slides}.
Google Drive.
sharing
Rapid Visual Screening of Buildings for Potential Seismic Hazards-Federal Emergency
Management Agency (FEMA 154/155) & Applied Technology Council (ATC 21)
Engr. Patrick B. Cerilo, MSCE, MES (2021). Earthquake Risk Assessment [Google Slides}.
Google Drive.
sharing
https://www.buildings.com/articles/31822/importance-post-earthquake-inspections
Molas, Gilbert L. and Yamazaki, Fumio (1991). Reconnaissance Report on Structural
Damage in Baguio by the July 16, 1990 Luzon Earthquake
Quimby, T. Bart. ASCE 7-05 Seismic Provisions – A Beginner’s Guide to ASCE 7-05
https://nidm.gov.in/PDF/safety/earthquake/link13.pdf
[Google Slides}.
Google Drive.
sharing
Ocampo, M.C. et.al. A Heart Bag’s Metamorphosis: Empowering Health Practitioners

Manifest their Patients from the Remote Areas though the Product Development of a
Backpack
Sinha and Goyal, 2008
Weerasekara, 2015
266 | P a g e
Taha, 2010
Udacion, LL. T. (2016) Design of Evacuation Plan: Case of SEA, SLU
Campolet , FL. L. (2020) DEVELOPING A GIS-BASED LANDSLIDE EARLY WARNING
SYSTEM (EWS) AS INPUT FOR BLISST DISASTER RISK REDUCTION
MANAGEMENT :Extension program of SLU
Buhangin, J. F., et.al. Design of Temporary Bridge for Disaster Management: Modular
Approach
https://www.artitecshop.com/en/bailey-bridge.html
Lucas, J.B., et.al. (2018) Strength Evaluation of A Portable Self-Supporting Bridge
(Da Vinci Bridge)
Aquino, et.al. (2021) Repair Sequence and Recovery Time In Water Distribution Network
Resiliency
Publication: International Journal of GEOMATE, Jan., 2021, Vol.20, Issue 77, pp. 77-83
Deguzman, M.K. (2013) Seismic Performance Tool For Public Elementary Schools Buildings in
Baguio City
Google Drive.
sharing
Tabangin, D.G. (2021). Earthquake Risk Assessment and Contingency Planning,
Baguio City [Google Slides}.
Google Drive.
sharing
Gill and Malamud, 2014
UN Office for Disaster Risk Reduction
Google Drive.
sharing
TWG-MPT GIS Survey
Sablan’s Municipal Engineer’s Office Slope Category
PSA 2015 Census of Population
Google Drive.
sharing
Google Drive.
sharing
Philippine Statistics Authority, Total Population of CAR: 1990-2015
Philippine Statistics Authority, Annual Growth Rates, CAR: 2000,2010,2015
Philippine Statistics Authority, Total Population by Province/HUC, CAR:2015
Philippine Statistics Authority, Sex Ratio by Province/HUC, CAR: 2000,2010 and 2015
Philippine Statistics Authority, Estimated Mid-Year Population in CAR in 2021 by Sex
Philippine Statistics Authority, Employment Rate, CAR: April 2019 and 2020
Philippine Statistics Authority, Unemployment Rate, CAR: April 2020
267 | P a g e
Madadsek, M.M. (2021) CAR Development Trends on Population, Demography,
Economic and Livelihood [Google Slide]
Google Drive.
sharing
https://pdp.neda.gov.ph/wp-content/uploads/2019/11/Updated-PDP-2017-2022-Chapter-04-
20201207-v1.pdf
https://2040.neda.gov.ph/wp-content/uploads/2016/04/A-Long-Term-Vision-for-the-
Philippines.pdf
Republic Act 7581 The Price Act (1992)
Google Drive.
sharing
Republic Act 9593 “The Tourism Act of 2009”
Fagutao, A.M. (2021) Criteria in the Assessment of Accommodation Establishments [Google
Slide]
Google Drive.
sharing
Google Drive.
sharing
Google Drive.
sharing
DOLE Department Order No. 173 s. 2017 “Revised Guidelines in the Implementation of
the Department of Labor and Employment Integrated Livelihood and Emergency
Employment Programs (DILEEP)
Angoling, B.G. (2021). TESDA’s Programs on Livelihood and Emergency Services to
Workers Vulnerable to Calamities and Public Health Emergencies [Google Slide]
Google Drive.
sharing
Executive Order No. 70, “Institutionalizing the Whole-of-Nation Approach in Attaining
Inclusive and Sustainable Peace, Creating a National Task Force to End Local Communist
Armed Conflict, and Directing the Adoption of a National Peace Framework
Public Water System Emergency Operations Plan Guidance Document, 2007
Calpito, N.C. (2021). Baguio Water District Emergency Response and Crisis
Management Plan [Google Slide]
Google Drive.
sharing
BWD Emergency Response and Crisis Management Plan
Adapted from ISO 11830-Crisis Management Plan for Water Utilities
DOH Wash Participants Manual, (2011)
268 | P a g e
Google Drive.
sharing
Republic Act No. 9136 “Electric Power Industry Reform Act of 2001”
Republic Act 10844 “Department of Information and Communications Technology Act of 2015”
Buenafe, R.F. (2021). DICT Risk Assessment and Contigency Plan for Earthquake
[Google Slide]
Google Drive.
sharing
NDRRMC Memorandum Circular No.01 s.2019, “Designation as Emergency
Telecommunications Cluster (ETC) Lead
Agency”
National Disaster Response Plan (NDRP) known as “Disaster Risk Reduction and Management
Act of 2010”
Balag-ey, B.M. (2021). DOH’s Earthquake Risk Assessment and Contingency Plan for
Earthquake [Google Slide]
Google Drive.
sharing
Hombrebueno, R.A. (2021). University of the Cordilleras Contingency Plan for Business
Continuity [Google Slide]
Google Drive.
sharing
Google Drive.
sharing
PNP Disaster Response Handbook
Dangatan, M.P. (2021) Conflagration Plan as Secondary/Consequence of Earthquake
Occurrence [Google Slide]
Google Drive.
sharing
Buclao, M.G. (2021) DSWD FOCAR Preparedness Capabilities for Earthquake [Google
Slide]
Google Drive.
sharing
Draft DSWD FOCAR All Hazard Response Manual
CO Contingency Plan for Earthquake
269 | P a g e
DSWD Memorandum dated March 4, 2020 on the Clarification and Guidance on the
Prepositioning of Relief
Resources and Stand By Funds for Disaster Response
DSWD Administrative Order No. 02, s. 2020
DSWD Administrative Order No. 02 s. 2015
CHED Memorandum Order No. 40 series of 2008, “Manual of Regulations for Private
Higher Education of 2008”
CHED Memorandum Order No. 09 series of 2013, “Enhanced Policies and Guidelines on
Student Affairs and Services
CHED Memorandum Order No. 04 series of 2020, “Guidelines on the Implementation of
Flexible Learning”
Department of Education, Department Order No. 23 series of 2015, “Student-Led
School Watching and Hazard Mapping”
Regional Memorandum No 322-2019 dated September 20, 2019, “Validation of School
Locations on the HazardHunter PH Map and Accomplishment of the Assessment
Checklist for Schools’ Landslide Safety”
Department of Education, Department Order No. 27 series of 2015, “Family Earthquake
Preparedness”
Division Memorandum No. 397, series of 2020, “Training on Communicating Volcano, Earthquake
and Tsunami
Hazard for DepEd (High School Teachers)
https://dotr.gov.ph/
Quevedo, C.S. (2021) Provision of Public Utility Vehicle and Assistance on Traffic Management
for Easy Passage of
Emergency Vehicles/Response Teams [Google Slide]
Google Drive.
sharing
Malingan, J.J. (2021) Disaster Information Management and Communication [Google
Slide]
Google Drive.
sharing
Metro Manila Earthquake Contingency Plan “OPLAN Metro Yakal Plus”
DOST-PHIVOLCS, West Valley Fault: Metro Manila
Google Drive.
sharing
Metro Manila Earthquake Impact Reduction Study (MMEIRS) JICA-PHIVOLCS-MMDA
270 | P a g e

Cordillera Earthquake Preparedness and Readiness Plan (Full Version) PDF

Uploaded by

Document Information

Original Title

Copyright

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Cordillera Earthquake Preparedness and Readiness Plan (Full Version) PDF

Uploaded by

Copyright:

“We have prepositioned teams, relief supplies and

equipment for quick response. Emergency Broadcast

DIRECTOR ALBERT A. MOGOL

COMMODORE ALBERT AGONCILLO MOGOL AFP (RET)

DIR. NANCY A. BANTOG, CESO III

Maraming salamat at mabuhay!

DIR. ARACELI A. SAN JOSE, CESO IV

DIR. ARNEL B. GARCIA, CESO II

DIR. SUSAN A. SUMBELING

Chapter 1: Background and Introduction…………………………………………… 15

Dir. Albert A. Mogol Mr. Edgardo J. Ollet, MNSA

Mr. Frankie Cortez, LPT Ms. Eden Claire L. Carbonel

SUBJECT MATTER EXPERTS

Department of DA’s Contingency Plan for

ACP Accredited Co-Partner

As an emphasis, the whole-of-society approach, as embodied in the Republic Act No.

Based on the seismic activity in the

Even if the Cordillera Administrative

In the past 400 years there were a

The segment of Nueva Ecija to Nueva Vizcaya

Earthquake has some related

Faulting (Ground) Rupture

Second is the ground shaking which is

Fault (Ground) Rupture is the collision

The map shows the active faults in

In general earthquake scenarios,

The offshore trenches may generate

There is also an inland active fault

Table 1. PHIVOLCS Earthquake Intensity Scale (PEIS) .

Prior to the event of an earthquake preparedness is important. The following should be

Hazard and Impact Assessment Software (REDAS by DOST-PHIVOLCS) 11

Philippines is prone to geologic hazards

One geological hazard that affects the

Example of Bedding Planes Example of Faults

o Excavation of the slope;

B.Ensuring Earthquake Resilient Communities:

The goals of Climate Change Adaptation-Disaster Risk Reduction (CCA-DRR) in the

o Prevent future development in areas highly susceptible to hazards where possible.

STEP 2. Identify Stakeholders

The stakeholders are as follows:

STEP 3. Set the Vision

Step 1- Get Organized (see step 1 of 12 step process)

Step 2- Hazard Profiling

Step 3- Consequence and

Step 4- Risk Estimation

Step 5- Risk Evaluation

Example is the municipality of La

Barangay Flooded Area Affected Land Uses

Table 6. Severity of consequence score matrix

Severity of Consequence Severity of Damage Score Description/Exposure Unit

𝑓𝑓(Risk) = Hazard (Exposure, Vulnerability)

Likelihood of occurrence Severity of Consequence

Table 7. Risk Score Matrix

Table 8. Severity of Consequence Score Matrix

STEP 6. Establish Development Thrusts and Spatial Strategies

The process of the development of structural plan are:

Spatial Strategy of Urban Areas (Risk Avoidance)

STEP 7. Prepare the Land Use Plan

Adjusting Land Supply and Demand

Infrastructure and Utilities

Projects that support the implementation of the land use plan:

STEP 7. Zoning Ordinance Hazard Overlay Zone

Drafting of the Zoning Ordinance includes the following:

C.Earthquake Risk Assessment and Contingency

The purpose of RVS is to identify potentially hazardous buildings such as:

While 27% of the total population