Manila Disaster Risk Reduction and Management Plan 2021 2028

MANILA DISASTER RISK REDUCTION AND MANAGEMENT PLAN 2021-2028
MANILA DISASTER RISK

REDUCTION AND
MANAGEMENT PLAN
2021-2028

©2021 Manila Disaster Risk Reduction and Management Office
Main Authors:
Mr. Christian John V. Evangelista, DipAst

Mr. Erhle Joshua P. Balabbo, MPA
Co-Authors:
Mr. Arnel Eustacio M. Angeles, MPA

Mr. Edgardo G. Eng, MPA
Mr. Alain Thomas M. Matias, MPA
Mr. Oscar Gomez Jr.
Mr. Jaime Saguindan Jr., EMT
Mr. Michael Joseph B. Manuel, EMT
Mr. Rodolfo S. Tecson Jr.
Mr. Cesar Salvacion
Ms. Rhosalie Anne C. Galenzuga
Ms. Rolyn May I. Garcia
Mr. Fredrick Andre San Jose
Chief Editors:
Mr. Arnel Eustacio M. Angeles, MPA

Mr. Edgardo G. Eng, MPA
Design and Layout:
Mr. Christian John V. Evangelista, DipAst

Mr. Gregorie C. Matta
MCBHT
DISCLAIMER:
The content of this document is attributed to the many individuals and agencies (such as but not limited to
the members of the Manila Disaster Risk Reduction and Management Council, subject matter experts, and
other stakeholders) involved in the Program Review and Planning Workshops for Disaster Risk Reduction
and Management conducted annually from 2022 to 2028.
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CONTENTS
PAGE 4 ACRONYMS
PAGE 8 DEFINITION OF TERMS
PAGE 12 MAYOR’S MESSAGE
PAGE 13 VICE MAYOR’S MESSAGE
PAGE 14 DIRECTOR’S MESSAGE
PAGE 15 EXISTING DRRM-CCA RELATED POLICIES
PAGE 21 RESOLUTION ADOPTING LDRRM PLAN
PAGE 24 INTRODUCTION
PAGE 27 RATIONALE FOR THE FORMULATION OF THE LOCAL DRRM PLAN
PAGE 32 CLIMATE AND DISASTER RISK ASSESSMENT
PAGE 33 CDRA: TROPICAL CYCLONE
PAGE 34 CDRA: EARTHQUAKE
PAGE 35 CDRA: TSUNAMI
PAGE 36 CDRA: SOIL LIQUEFACTION & FLOOD
PAGE 38 LDRRMP FORMULATION AND UPDATING
RESPONSE CLUSTERS
PAGE 40 HEALTH CLUSTER
PAGE 42 EDUCATION CLUSTER
PAGE 43 LAW AND ORDER CLUSTER
PAGE 44 ENGINEERING AND REHABILITATION CLUSTER
PAGE 45 LOGISTIC CLUSTER
PAGE 47 EMERGENCY OPERATIONS CENTER CLUSTER
PAGE 48 MANAGEMENT OF THE DEAD AND MISSING CLUSTER
PAGE 50 FOOD AND NON – FOOD CLUSTER
PAGE 51 CAMP COORDINATION AND CAMP MANAGEMENT CLUSTER
PAGE 52 PROTECTION CLUSTER
PAGE 53 SEARCH, RESCUE, AND RETRIEVAL CLUSTER
PAGE 54 DISASTER WASTE MANAGEMENT CLUSTER
PAGE 64 DISASTER PREVENTION & MITIGATION
PAGE 66 DISASTER PREPAREDNESS
PAGE 69 DISASTER RESPONSE
PAGE 73 DISASTER RECOVERY AND REHABILITATION
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PAGE 78 PROJECTS, PROGRAMS AND ACTIVITIES
LIST OF FIGURES
PAGE 26 FIGURE 1: CITY OF MANILA DISTRICT MAP
PAGE 29 FIGURE 2: THE LDRRM PLANNING CYCLE
PAGE 30 FIGURE 3: ORGANIZATION OF THE MANILA CITY DRRM COUNCIL
PAGE 30 FIGURE 4: COMPOSITION OF THE MANILA CITY DRRM OFFICE
PAGE 32 FIGURE 5: CDRA STEPS
PAGE 33 FIGURE 6: MONTHLY TROPICAL CYCLONE CLIMATOLOGY
PAGE 34 FIGURE 7: PHILIPPINE EARTHQUAKE MAP
PAGE 35 FIGURE 8: CITY OF MANILA EARTHQUAKE INTENSITY MAP
PAGE 35 FIGURE 9: MANILA TRENCH MAP
PAGE 36 FIGURE 10: CITY OF MANILA TSUNAMI MAP
PAGE 36 FIGURE 11: CITY OF MANILA SOIL LIQUEFACTION MAP
PAGE 38 FIGURE 12: LDRRMP FORMULATION AND UPDATING PROCESS CYCLE FLOWCHART
PAGE 55 FIGURE 13: MDRRMO ORGANIZATIONAL STRUCTURE
PAGE 76 FIGURE 14: NATIONAL DRRM FRAMEWORK
LIST OF TABLES
PAGE 41 TABLE 1: HEALTH RESPONSE CLUSTER
PAGE 43 TABLE 2: EDUCATION RESPONSE CLUSTER
PAGE 45 TABLE 3: ENGINEERING AND REHABILITATION RESPONSE CLUSTER
PAGE 46 TABLE 4: LOGISTIC RESPONSE CLUSTER
PAGE 47 TABLE 5: EMERGENCY OPERATIONS CENTER RESPONSE CLUSTER
PAGE 50 TABLE 6: FOOD AND NON-FOOD RESPONSE CLUSTER
PAGE 51 TABLE 7: CAMP COORDINATION AND CAMP MANAGEMENT CLUSTER
PAGE 52 TABLE 8: PROTECTION RESPONSE CLUSTER
PAGE 54 TABLE 9: SEARCH, RESCUE, AND RETRIEVAL RESPONSE CLUSTER
PAGE 55 TABLE 10: DISASTER WASTE MANAGEMENT RESPONSE CLUSTER
PAGE 64 TABLE 11: DISASTER PREVENTION AND MITIGATION
PAGE 66 TABLE 12: DISASTER PREPAREDNESS
PAGE 69 TABLE 13: DISASTER RESPONSE
PAGE 73 TABLE 14: DISASTER RECOVERY AND REHABILITATION
PAGE 77 TABLE 15: RANKING PRIORITIES FOR INVESTMENT
PAGE 79 TABLE 16: THEMATIC AREA DISASTER PREVENTION AND MITIGATION
PAGE 83 TABLE 17: THEMATIC AREA DISASTER PREPAREDNESS
PAGE 90 TABLE 18: THEMATIC AREA DISASTER RESPONSE
PAGE 96 TABLE 19: THEMATIC AREA DISASTER RECOVERY AND REHABILITATION
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AHIMT – All-Hazards Incident Management Team

BDRRMC – Barangay Disaster Risk Reduction and Management Council
BDRRMF – Barangay Disaster Risk Reduction and Management Fund
BDRRMP – Barangay Disaster Risk Reduction and Management Plan
BICS – Basic Incident Command System
BLS – Basic Life Support
BPSO – Barangay Public Safety Officer
CBDRRM – Community-Based Disaster Risk Reduction and Management
CC - Command Center
CCA - Climate Change Adaptation
CCRO - City Civil Registry Office
CDIS - City Development Information Services
CDP – Comprehensive Development Plan
CDRA – Climate and Disaster Risk Assessment
CEPC – Comprehensive Emergency Program for Children
CFS – Child-Friendly Space
CGSO - City General Services Office
CICL – Child/Children in Conflict with the Law
CLUP – Comprehensive Land Use Plan
COA - Commission on Audit
CP – Contingency Planning
CPDO – City Planning Development Office
CSF - City Security Force
CSG – Community Savings Group
CSO - Civil Society Organizations
CTO – City Treasurer’s Office
DEPW - Department of Engineering & Public Works
DILG – Department of Interior and Local Government
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DRR - Disaster Risk Reduction

DRRM - Disaster Risk Reduction and Management
DRRMO - Disaster Risk Reduction and Management Office
ED – Exercise Design
EO – Executive Order
EOC – Emergency Operations Center
EWS – Early Warning System
GAD – Gender and Development
GIS – Geographic Information System
HVRA – Hazards, Vulnerability, and Risk Assessment
ICS – Incident Command System
IEC – Information, Education, and Communication Campaign
IMT – Incident Management Team
IRA – Internal Revenue Allotment
JTF-NCR – Joint Task Force – National Capital Region
LDC – Local Development Council
LDRRMF – Local Disaster Risk Reduction and Management Fund
LDRRMP – Local Disaster Risk Reduction and Management Plan
LGU – Local Government Unit
LNB - Liga ng mga Barangay
LRA - Land Registration Authority
LYDP – Local Youth Development Plan
M&E – Monitoring and Evaluation
MDRRMC – Manila Disaster Risk Reduction and Management Council
MDRRMO – Manila Disaster Risk Reduction and Management Office
MDRRMP – Manila Disaster Risk Reduction and Management Plan
MDSW - Manila Department of Social Welfare
MHD – Manila Health Department
MHPSS – Mental Health and Psychosocial Support
MMEIRS – Metro Manila Impact Reduction Study
MOA – Memorandum of Agreement
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MOU – Memorandum of Understanding

MPIO - Manila Public Information Office
MSME – Micro, Small, and Medium Enterprises
MTC - Manila Trial Court
MTCAB - Manila Tourism and Cultural Affairs Bureau
MTPB - Manila Traffic & Parking Bureau
MTRO - Manila Tricycle Regulatory Office
MWSS – Metropolitan Waterworks and Sewerage System
NDRRMC – National Disaster Risk Reduction and Management Council
NDRRMP – National Disaster Risk Reduction and Management Plan
NGA – National Government Agency
NGO – Non-Governmental Organizations
NIED – Nutrition in Emergencies and Disasters
OCA – Office of the City Administrator
OCD – Office of Civil Defense
OpCen – Operations Center
OSCA - Office of the Senior Citizen Affairs
OVM – Office of the Vice Mayor
PAGASA – Philippine Atmospheric, Geophysical, and Astronomical Services
Administration
PDNA – Post Disaster Needs Analysis
PDRF – Philippine Disaster Resilience Foundation
PDRRMS – Philippine Disaster Risk Reduction and Management System
PESO – Public Employment Services Office
PICE – Philippine Institute of Civil Engineers
PMHA – Philippine Mental Health Association, Inc
PO – People’s Organizations
PPA - Programs, Projects, Activities
PPE – Personal Protective Equipment
PSCP – Public Service Continuity Plan
PWD – Person/s with Disability
QRF – Quick Response Fund
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QRT – Quick Response Team

RA – Republic Act
RDANA – Rapid Damage Assessment and Needs Analysis
RTC - Regional Trial Court
SAR – Search and Rescue
SDAU – Sustainable Development Affairs Unit
SK – Sangguniang Kabataan
TF-ACT – Task Force - Anti-Child Trafficking
TWG – Technical Working Group
UAP – United Architects of the Philippines
UP – University of the Philippines
USAR – Urban Search and Rescue
VAWC – Violence against Women and their Children
WASAR – Water Search and Rescue
WASH – Water, Sanitation, and Hygiene
WFS – Women-Friendly Space
WVF – West Valley Fault
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a. “Adaptation” - The adjustment in the natural or human system in response to

actual or expected climatic stimuli or their effects, which moderates harm or exploits
beneficial opportunities.
b. “Build Back Better” - is a strategy aimed at reducing the risk to the people of nations
and communities in the wake of future disasters and shocks. [1] The BBB approach
integrates disaster risk reduction measures into the restoration of physical infrastructure,
social systems and shelter, and the revitalization of livelihoods, economies and the
environment.
BBB was first officially described in the United Nations' Sendai Framework for Disaster
Risk Reduction document, which was agreed on at the Third UN World Conference
on Disaster Risk Reduction held on March 14–18, 2015, in Sendai, Japan. It was
adopted by UN member states as one of four priorities in the Sendai Framework for
disaster recovery, risk reduction and sustainable development. The UN General
Assembly adopted this document on June 3, 2015.
c. “Capacity” – a combination of all strengths and resources available within a
community, society or organization that can reduce the level of risk, or effects of a
disaster. Capacity may include infrastructure and physical means, institutions, societal
coping abilities, as well as human knowledge, skills, and collective attributes such as
social relationships, leadership, and management. Capacity may also be described as
capability.
d. “Civil Society Organizations or “CSO” – non-state actors whose aims are neither
to generate profits nor seek governing power. CSOs unite people to advance shared
goals and interest. They have a presence in public life, expressing the interest and
values of their members and others, and are based on ethnical, cultural, scientific,
religious, or philanthropic considerations. CSOs include nongovernment organizations
(NGOs), professional associations, foundations, independent research institutes,
community-based organizations (CBOs), faith-based organizations, people’s
organizations, social movements, and labor unions.
e. “Climate Change” – a change in climate that can be identified by changes in the
mean and/or variability of its properties and that persist for an extended period typically
decades or longer, whether due to natural variability or as a result of human activity.
f. “Community-Based Disaster Risk Reduction and Management” or CBDRRM” -
a process of disaster risk reduction and management in which a risk community are
actively engaged in the identification, analysis, treatment, monitoring and evaluation
of disaster risks in order to reduce their vulnerabilities and enhance their capabilities,
and where the people are at heart of decision-making and implementation of disaster
risk reduction and management activities.
g. “Complex Emergency” – a form of human induced emergency which the cause of
the emergency as well as the cause of the emergency as well as the assistance to the
afflicted is complicated by intense level of political considerations.
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h. “Contingency Planning” – a management process that analyzes specific potential

events or emerging situations that might threaten society or the environment and
establishes arrangements in advance to enable timely, effective, and appropriate

responses to such events and situations.
i. “Disaster” – a serious disruption of the functioning of a community or a society
involving widespread human, material economic or environmental losses and impacts,
which exceeds the ability of the affected community or society to cope using its own
resources. Disaster are often described as a result of the combination of: the exposure
of the hazard, the conditions of vulnerability that are present; and insufficient capacity
or measures to reduce or cope with the potential negative consequences, Disaster
impacts may include loss of life, injury, disease and other negative effects on human,
physical, mental and social well-being, together with damage to property, destruction
of assets, loss of services, social and economic disruption and environmental
degradation.
j. “Disaster Mitigation” – the lessening or limitation of the adverse impacts of hazards
and related disasters. Mitigation measures encompass engineering techniques and
hazard resistant construction as well as improved environmental policies and public
awareness.
k. “Disaster Preparedness” – the knowledge 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. Preparedness action is carried out within the context of disaster risk
reduction and management and aims to build the capacities needed to efficiently
manage all types of emergencies and achieve orderly transitions from response to
sustained recovery. Preparedness is a based on a sound analysis of disaster risk and
good linkages with early warning systems, and includes such as activities as
contingency planning, stockpiling of equipment and supplies, the development of
arrangements for coordination, evacuation and public information, and associated
training and field exercises. These must be supported by formal institutional, legal,
and budgetary capacities.
l. “Disaster Prevention” – the outright avoidance of adverse impacts of hazards and
related disaster. It expresses the concept and intention to completely avoid potential
adverse impacts through action taken in advance such as construction of dams or
embankments that eliminate flood risk, land-use regulation that do not permit any
settlement in high-risk zones and seismic engineering designs that ensure the survival
and function of a critical building in any likely earthquake.
m. “Disaster Response” – the provision of emergency services and public assistance
during or immediately after a disaster in order to save lives, reduce health impacts,
ensure public safety and meet the basic subsistence needs of the people affected.
Disaster response is predominantly focused on immediate and sort-term needs and is
sometimes called “disaster relief”.
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n. “Disaster Risk” – the potential disaster losses in lives, health status, livelihood,
assets, and services, which could occur to a particular community or a society over
some specified future time period.
o. “Disaster Risk Reduction” – the concept and practice of reducing disaster risk
through systematic efforts to analyze and manage the causal factors of disaster,
including through reduced exposures to hazards, lessened vulnerability of people and
property, wise management of land and the environment, and improved preparedness
for adverse events.
p. “Disaster Risk Reduction and Management” – the systematic process of using
administrative directives, organizations, and operational skills and capacities to
implement strategies, policies, and improved coping capabilities in order to lessen the
adverse impacts of hazards and the possibility of disaster. Prospective disaster risk
reduction and management refers to risk reduction and management activities that
address and seek to avoid the development of new or increased disaster risks,
especially if risk reduction policies are not put in place.
q. “Disaster Risk Reduction and Management Information System” – a
specialized database which contains, among others, information on disaster and their
human material, economic and environmental impact, risk assessment and mapping
and vulnerable groups.
r. “Response” - Actions taken directly before, during or immediately after a disaster
in order to save lives, reduce health impacts, ensure public safety and meet the basic
subsistence needs of the people affected. Disaster response is predominantly focused
on immediate and short-term needs and is sometimes called disaster relief. Effective,
efficient and timely response relies on disaster risk-informed preparedness measures,
including the development of the response capacities of individuals, communities,
organizations, countries and the international community.
s. “Recovery” - The restoring or improving of livelihoods and health, as well as
economic, physical, social, cultural and environmental assets, systems and activities,
of a disaster affected community or society, aligning with the principles of sustainable
development and “build back better”, to avoid or reduce future disaster risk.
t. “Resilience” - The ability of a system, community or society exposed to hazards to
resist, absorb, accommodate, adapt to, transform and recover from the effects of a
hazard in a timely and efficient manner, including through the preservation and
restoration of its essential basic structures and functions through risk management.
u. “Structural and Non-Structural Measures” - Structural measures are any
physical construction to reduce or avoid possible impacts of hazards, or the application
of engineering techniques or technology to achieve hazard resistance and resilience
in structures or systems. Non-structural measures are measures not involving physical
construction which use knowledge, practice or agreement to reduce disaster risks and
impacts, in particular through policies and laws, public awareness raising, training and
education. Common structural measures for disaster risk reduction include dams,
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flood levies, ocean wave barriers, earthquake-resistant construction, and evacuation

shelters. Common non-structural measures include building codes, land-use planning
laws and their enforcement, research and assessment, information resources and
public awareness programs. Note that in civil and structural engineering, the term
“structural” is used in a more restricted sense to mean just the load-bearing structure,
and other parts such as wall cladding and interior fittings are termed “non-structural”.
v. “Underlying disaster risk drivers” - Processes or conditions, often development-
related, that influence the level of disaster risk by increasing levels of exposure and
vulnerability or reducing capacity.
Annotation: Underlying disaster risk drivers — also referred to as underlying
disaster risk factors — include poverty and inequality, climate change and variability,
unplanned and rapid urbanization and the lack of disaster risk considerations in land
management and environmental and natural resource management, as well as
compounding factors such as demographic change, non-disaster risk-informed
policies, the lack of regulations and incentives for private disaster risk reduction
investment, complex supply chains, the limited availability of technology,
unsustainable uses of natural resources, declining ecosystems, pandemics and
epidemics.
w. “Vulnerability” - The conditions determined by physical, social, economic and
environmental factors or processes which increase the susceptibility of an individual,
a community, assets or systems to the impacts of hazards.
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INTERNATIONAL BASES
Sendai Framework for Disaster Risk Reduction
The Sendai Framework for Disaster Risk Reduction 2015-2030 outlines seven clear
targets and four priorities for action to prevent new and reduce existing disaster risks:
(I) Understanding disaster risk; (II) Strengthening disaster risk governance to manage
disaster risk; (III) Investing in disaster reduction for resilience and; (IV) Enhancing
disaster preparedness for effective response, and to "Build Back Better" in recovery,
rehabilitation and reconstruction.
It aims to achieve the substantial reduction of disaster risk and losses in lives,
livelihoods and health and in the economic, physical, social, cultural and
environmental assets of persons, businesses, communities and countries over the
next 15 years. The Framework was adopted at the Third UN World Conference on
Disaster Risk Reduction in Sendai, Japan, on March 18, 2015.
2030 Agenda for Sustainable Development
In 2015, following the end of the eight (8) Millennium Development Goals (2000-2015),
a new global development agenda was adopted.
After several months of consultation with government, private industries and civil
society organizations, the United Nations General Assembly officially adopted “The
2030 Agenda for Sustainable Development” during the Sustainable Development
Summit in September 2015. This Agenda includes a new universal set of 17 goals,
169 targets and indicators that UN member states are expected to use to frame their
agendas and political policies over the next 15 years. This Agenda is a plan for action
for people, planet, and prosperity. It also seeks to strengthen universal peace in larger
freedom. All countries and all stakeholders, acting in collaborative partnership will
implement this plan.
The key principles underlying this Agenda are the following:
• National ownership• Universality
• Leaving no one behind
• Human rights-bases approach
• Inclusive and participatory
• Integrated approach
Paris Agreement on Climate Change
The Paris Agreement builds upon the Convention and for the first time brings all
nations into a common cause to undertake ambitious efforts to combat climate change
and adapt to its effects, with enhanced support to assist developing countries to do
so. As such, it charts a new course in the global climate effort.
The Paris Agreement central aim is to strengthen the global response to the threat of
climate change by keeping a global temperature rise this century well below 2 degrees
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Celsius above pre-industrial levels and to pursue efforts to limit the temperature
increase even further to 1.5 degrees Celsius. Additionally, the agreement aims to
strengthen the ability of countries to deal with the impacts of climate change. To reach
these ambitious goals, appropriate financial flows, a new technology framework and
an enhanced capacity building framework will be put in place, thus supporting action
by developing countries and the most vulnerable countries, in line with their own
national objectives. The Agreement also provides for enhanced transparency of action
and support through a more robust transparency framework.
New Urban Agenda
World leaders have adopted the New Urban Agenda, which sets a new global standard
for sustainable urban development, and will help cities rethink how we plan, manage
and live-in cities. The New Urban Agenda is a roadmap for building cities that can
serve as engines of prosperity and centers of cultural and social well-being while
protecting the environment. The agenda also provides guidance for achieving the
Sustainable Development Goals and provides the underpinning for actions to address
climate change.
Now it is up to national governments and local authorities to implement the Agenda,
with technical and financial partnerships and assistance from the international
community.
In the New Urban Agenda, leaders have committed to:
• Provide basic services for all citizens

• Ensure that all citizens have access to equal opportunities and face no discrimination
• Promote measures that support cleaner cities
• Strengthen resilience in cities to reduce the risk and the impact of disasters
• Take action to address climate change by reducing their greenhouse gas emissions
• Fully respect the rights of refugees, migrants and internally displaced persons
regardless of their migration status
• Improve connectivity and support innovative and green initiatives
• Promote safe, accessible and green public spaces
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National Climate Change Act of 2009
Republic Act 9729, otherwise known as the Climate Change Act of 2009, is an act
mainstreaming climate change into government policy formulations, establishing the
framework strategy and program on climate change, creating for this purpose the
Climate Change Commission, and for other purposes.
It was enacted to mainstream and systematically integrate the concept of climate

change in various phases of policy formulation, development plans, poverty reduction
strategies and other development tools and techniques by all agencies and
instrumentalities of the government. It mandated the formulation of a National
Strategic Framework on Climate Change and its operational plan, the National Climate
Change Action Plan. It also aimed to integrate disaster risk reduction into climate
change programs and initiatives.
RA 9729 was then amended through Republic Act 10174 to establish the People’s
Survival Fund to provide long-term finance streams to enable the government to
effectively address the problem of climate change.
Philippine Disaster Risk Reduction and Management Act of 2010
The Philippine government enacted Republic Act 10121, the Philippine Disaster Risk
Reduction and Management Act of 2010, antecedent to Presidential Decree Number
1566 of 1978 (PD 1566), An Act Strengthening the Philippine Disaster Control
Capability and Establishing the National Program on Community Disaster
Preparedness, to provide legal basis for government policies, plans, and programs to
deal with disasters.
RA 10121 defined the organizational structure of the DRRM System in the Philippines
from the National down to the local government units and communities. National
Disaster Risk Reduction and Management Council (NDRRMC) – The NDRRMC
serves mainly as an oversight body in the promotion of DRRM at the national level;
and hence, it reports directly to the President of the Philippines.
Regional Disaster Risk Reduction Management Council (RDRRMC) - At the

regional level, the RDRRMC is in charge of the coordination of DRRM activities and
policy. Note that in the case of Metro Manila, it is the Metro Manila Development
Authority (MMDA) Chairman that heads the Metro Manila DRRM Council unlike in
other regions where the Chair is the Office of Civil Defense (OCD) Regional Director.
Local Disaster Risk Reduction and Management Council (LDRRMC) – At the

province, city, and municipal levels, the LDRRMC, under the chairmanship of the Local
Chief Executive takes on the responsibility for coordination of DRRM policy and
activities.
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Section 12.d of RA 10121 states that at the barangay level, the functions of the former
Barangay Disaster Coordinating Councils shall now be transferred to the Barangay
Development Councils (BDC). Under the BDC, the Barangay DRRM Committees
(BDRRMC) are to be established (Sec 12.a) with at least two members representing
civil society organizations (CSOs).
Other Pertinent Laws, Regulations and Issuances for DRRM
Republic Act No. 9729, or the Climate Change Act of 2009. The Climate Change Act,
passed on 27 July 2009, mandates the local government units (LGU) as the front-line
agencies in the planning and implementation of Climate Change (CC) action plans in
their respective areas, consistent with the provisions of the Local Government Code
(LGC), the National Climate Change Framework, and the National Climate Action
Plan.
This Act also provides for the legal basis for the creation of the Philippine Climate
Change Commission, who shall be in-charge with the preparation of the National CC
Framework and Climate Action Plan. It shall be the responsibility of the Commission
to extend technical assistance to local government units for the accomplishment of
their Local Climate Change Action Plans.
Other relevant laws and issuances prior to the passage of the abovementioned
legislations and the Philippine Constitution of 1987, are Republic Act No. 7160 (Local
Government Code of 1991), Republic Act No. 7279 (Urban and Development Housing
Act), Executive Order No. 72 (Preparation and Implementation of the Comprehensive
Land Use Plan), Executive Order No. 648 (Promulgation of Zoning and Other Land
use Control Standards and Guidelines).
Local DRRM policy and practice in Manila City is regulated and organized by several
related executive orders and ordinances. The most pertinent of these are the following:
Executive Orders:
Executive Order No. 13, an order reconstituting the Manila Disaster Risk and
Reduction and Management Council pursuant to Republic Act No. 10121.
Executive Order No. 4, an order creating the Risk Management and Quick Response
Team of the City of Manila for risk reduction, consequences management peace and
order, and public safety concerns related to procession of the Black Nazarene or
Traslacion on 09 January 2020 and providing for its powers and functions and for other
purposes.
Executive Order No. 8, an order creating the City of Manila Task Force against
Coronavirus (2019-NCOV-)
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Ordinances:
Ordinance No. 8323, creating the Manila Disaster Risk Reduction and Management
Office. Defining its duties and responsibilities, providing the necessary funds therefor
and for other purposes.
Ordinance No. 8515, appropriating the amount of Fourteen Billion Eight Hundred
Eighty Million Pesos (PHP 14,880,000,000.00) under the general fund executive
budget of the City of Manila for FY 2017, to be taken from the estimated income
certified as reasonably collectible by the City Finance Committee for FY 2017 and
other purposes.
Ordinance No. 8518 Amending Ordinance No. 8323, entitled “An Ordinance creating
the Manila Disaster Risk Reduction & Management Office, defining its duties and
responsibilities, providing the necessary funds therefor and for other purposes.”
Ordinance No. 8555, appropriating the amount of Fourteen Billion Eight Hundred
Sixty-Two Million Two Hundred Sixty-Three Thousand Two Hundred Eighty-Nine
Pesos (PHP 14, 862, 263, 289.00) under the general fund executive budget of the City
of Manila for CY 2019 to be taken from the estimated income certified as reasonably
collectible by the local finance committee for CY 2019 and for other purposes.
City Council Resolutions:
Resolution No. 27, calling on the city government of Manila to encourage all its
residents to patronize the use of bayong in lieu of plastic bags as a measure to mitigate
the impact of climate change and reduce toxic wastes.
Resolution No. 55, adopting and approving Resolution No. 01, Series of 2021,
passed by the Manila Disaster Risk Reduction and Management Council on 19 March
2021. Entitled: “A Resolution recommending the confirmation of the continuing state
of calamity of the entire city of Manila in view of the Coronavirus Disease 2019
(COVID19) Outbreak and authorizing the use of the FY 2021 Quick Respond Fund –
30% of the Local Disaster Risk Reduction and Management fund for
programs/projects and activities to fight against COVID19 being implemented in the
whole city of Manila.”
Resolution No. 56, adopting and approving Resolution No. 02, series of 2021, passed
by the Manila Disaster Risk Reduction and Management Council on 19 March 2021.
Entitled: “Resolution approving the amendment to the City’s Disaster Risk Reduction
and Management Fund Investment Plan CY 2021”
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Resolution No. 61, adopting and approving Resolution No. 05, series of 2021, passed
by the Manila Disaster Risk Reduction and Management Council on 22 March 2021.
Entitled: “A Resolution approving the amendment of the Annual Investment Program
and the issuance of a supplemental investment program for FY 2021 to augment the
Maintenance and Other Operating Expenses (MOOE) – welfare goods expenses of
the Manila Department of social welfare in the amount of One Billion Four Hundred
Twenty-Seven Million Pesos (PHP. 1,427,000,000.00) for the implementation of the
city of Manila’s security program”
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Since the beginning, the Philippines has been at the brunt of natural disasters in this
part of the globe. With our country being in the Pacific Ring of Fire, the clashing of
tectonic plates and the violence of volcanic eruptions have become second nature to
the Filipino.
More than the earthquakes and volcanic activity, it is also on the path of the Pacific
Typhoon Belt. We are all too familiar with both our climate seasons, the dry summer
months of March until May that is usually marked by the El Niño Phenomenon bringing
about intense humid heat and a prevalent incidence of drought and the Rainy Season
that kicks off as early as June until December to signal the onslaught of the
approximately 20 tropical storms that can potentially ravage entire provinces
displacing thousands and requiring millions in aid for rehabilitation.
Manila, being the Capital City of the Philippines, is no stranger to the catastrophic
effects of natural disasters. The most notable of which was the tragedy of the Ruby
Tower in the corner of Doroteo Jose and T. Alonso in Sta. Cruz wherein close to 300
fatalities were recorded when the 6-storey residential building collapsed to the ground
after succumbing to an intensity 7.3 earthquake. Today, it is still a stark reminder of
the frailty of men when wrought about by the dangers of these natural catastrophes.
Here in the Philippines, the earliest mandate on disaster response was stated in the
Local Government Code of 1991 that has a directive that the Local Government Unit
(LGU) shall be the “frontline of emergency service in the aftermath of man-made or
natural disasters and calamities” in Chapter 3, Section 455.
Today, after countless more storms that ravaged the country, the final straw came in
the form of Typhoon Ketsana (Ondoy) back in 2009. It paved way for the culmination
of Republic Act 10121 or the Philippine Disaster Risk Reduction Management Act of
2010. It is the epiphany of the National Government that disasters are recurring
incidences and that a proactive approach towards resilience is far more valuable than
being reactive and always being at the mercy of the ill effects of disasters.
Upon the seed of RA 10121 comes the National Disaster Risk Reduction and
Management Plan (NDRRMP) that apprehends a mitigative approach to disasters
through the identification of hazards, vulnerabilities and risks that is managed in the
national level. It envisions the interoperability of agencies in all government levels in
the disaster risk reduction and management in the pre-disaster and post-disaster
phases of the incident.
Conjunctively, the NDRRMP serves as the baseline or guide for the creation of the
Local Disaster Risk Reduction & Management Plan (LDRRMP) which is localized
version of the NDRRMP that is tailor made to the physical terrain and specific
vulnerabilities of the Local Government Unit’s (LGU) Area of Responsibility (AOR).
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The LDRRMP is the tactical detailed path towards achieving heightened resilience
against localized disasters and is largely adapted from the key performance indicators
of the NDRRMP. It summarizes distinct data on our Area of Responsibility with regards
to the identification of hazards, determining vulnerabilities and gauging capacities by
way of establishing goals and objectives through the execution of projects, plans and
activities in line with the four thematic areas: disaster mitigation, disaster
preparedness, disaster response and disaster recovery.
Similar to what has been achieved in the NDRRMP, The Manila Local Disaster Risk
Reduction and Management Plan (Manila LDRRMP), will be the City’s detailed road
map towards disaster resilience in alignment with RA 10121 and effectively towards a
global standard on risk reduction and management. Moreover, we visualize the Manila
LDRRMP to set the tone and template towards the creation of updated and relevant
Disaster Plans in Barangay Level.
The Manila DRRMP will advise the Local Chief Executive (LCE), Local Disaster Risk
Reduction and management council (LDRRMC) and the Manila City Council of the
optimized investments to be undertaken by the Manila Disaster Risk Reduction and
Management Office (MDRRMO). This is to guarantee the commitment to all our
projects, programs, and activities crucial to the institutionalization of Disaster Risk
Reduction and Management (DRRM) in all aspects of the Local Government of the
City of Manila.
Specific Objectives of the Manila DRRMP 2021 – 2028
1. Proper utilization of the LDRRMF in acquiring assets or capital outlay

designed to exponentially increase the City’s capability in disaster
preparedness and response.
2. Departmentalization of the Manila DRRM Office and the acquisition of

trained personnel as well as the continuous training of organic personnel to
ensure swiftness and efficiency of first response, minimizing if not totally
eliminating the loss of life and damage to property.
3. Establishment of monitoring and evaluation mechanisms to measure

progress through key performance indicators that are time bound and
realistic.
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Figure 1. City of Manila District Map

The district map of the City of Manila shows the delineation of both the administrative
and congressional districts of the city. The map was generated and corrected by the
University of the Philippines Resilience Institute (UPRI) using the boundaries obtained
from the City Planning and Development Office (CPDO) and the Department of
Tourism Culture and Arts of Manila (DTCAM).
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The Manila DRRM Plan is anchored on the vision and legal provisions of Republic Act
10121 also known as the Philippine Disaster Risk Reduction and Management Act of
2010 and the National Disaster Risk Reduction and Management (NDRRM)
framework. The NDRRM Framework envisions a country of “safer, adaptive and
disaster resilient Filipino communities toward sustainable development.” It conveys a
paradigm shift from reactive to proactive DRRM wherein men and women have
increased their awareness and understanding of DRRM, with the end in view of
increasing people’s resilience and decreasing their vulnerabilities.
RA 10121, SEC. 11, Organization at the Local Government Level, states that the
LDRRMCs shall have the following functions:
(1) Approve, monitor and evaluate the implementation of the LDRRMPs and
regularly review and test the plan consistent with other national and local
planning programs;
(2) Ensure the integration of disaster risk reduction and climate change adaptation
into local development plans, programs and budgets as a strategy in
sustainable development and poverty reduction;
RA 10121, Sec 12, Local Disaster Risk Reduction and Management Office
(LDRRMO), states that the provincial, city, and municipal DRRMOs or BDRRMCs shall
perform the following functions with impartiality given the emerging challenges bought
by disasters of our times:
(6) Formulate and implement a comprehensive and integrated LDRRMP in

accordance with the national, regional and provincial framework, and policies
on disaster risk reduction in close coordination with the local development
councils (LDCs);
(7) Prepare and submit to the local sanggunian through the LDRRMC and the LDC
the annual LDRRMO Plan and budget, the proposed programming of the
LDRRMF, other dedicated disaster risk reduction and management resources,
and other regular funding source.
RA 10121, Section 21, Local Disaster Risk Reduction and Management Fund
(LDRRMF).
“The present Local Calamity Fund shall henceforth be known as the Local Disaster
Risk Reduction and Management Fund (LDRRMF)”. Not less than five percent (5%)
of the estimated revenue from regular sources shall be set aside as the LDRRMF to
support disaster risk management activities such as, but not limited to, pre-disaster
preparedness programs including training, purchasing life-saving rescue equipment,
supplies and medicines, for post-disaster activities, and for the payment of premiums
on calamity insurance.
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The LDRRMC shall monitor and evaluate the use and disbursement of the LDRRMF
based on the LDRRMP as incorporated in the local development plans and annual
work and financial plan. Upon the recommendation of the LDRRMO and approval of
the Sanggunian concerned, the LDRRMC may transfer the said fund to support
disaster risk reduction work of other LDRRMCs which are declared under state of
calamity.”
2
Methodology for Developing Manila’s DRRM Plan
2021-2028
The development of the DRRMP adopted a fully participatory process by which
stakeholders’ interests, inputs and consensus determined the outcome. Experts in
various fields developed the scientific data and analyses and guided the stakeholders
in the data collection, data interpretation, discussions and recommendations. Several
activities were conducted for the completion of this report. These include primary and
secondary data gathering, conduct of multi-stakeholder workshops, key informant
interviews with concerned Manila Government authorities, desk review of existing
legislative framework and other DRRM related documents, and various scientific
analyses such as the development of the climate and disaster risk assessment. These
data and information were not only aggregated but also reviewed and assessed
through the organizational mapping and network analysis approach, where functional
interrelationships of concerned DRRM stakeholders were drawn.
2.1 The Local DRRM Planning Cycle
The Local DRRM Planning Cycle is a five-stage process which includes:
1. Organizing and preparing for the LDRRM Planning Process;
2. Climate-Disaster Risk Assessment;
3. LDRRM Plan Formulation and Updating;
4. LDRRM Plan Implementation; and
5. Monitoring, Evaluation and Reporting.
Manila City carried out all these steps to formulate the LDRRMP 2021-2028.
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Figure 2. The LDRRM Planning Cycle
2.1.1 Organizing & Preparing for the LDRRM Planning Process
DRRM decision-makers and managers are expected to create an enabling

environment to establish partnerships and engagement with the whole-of-society
stakeholders such as the NGOs, business sector, academe, private sector as well the
vulnerable sectors of the community. Once the partnership with stakeholders are
established, the participatory process, including the mobilization of resources, is
formalized and LGUs prepare to commence the LDRRM planning process.
This stage revolves on raising awareness, planning the process and convening the
actors.
Section 11 (a) of the Republic Act 10121 specifies the key actors in local DRRM
who comprises the LDRRM Councils across the political subdivisions of the LGUs.
Firstly, the LDRRMC is to be organized in every province, city, and municipality. The
LDRRMO then is to be established in every city who then leads the formulation of the
LDRRMP for the city/municipality.
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LOCAL CHIEF EXECUTIVE
MANILA DRRM OFFICE MANILA DEPARTMENT OF SOCIAL

WELFARE
MANILA HEALTH DEPARTMENT DEPARTMENT OF PUBLIC SERVICE
MANILA POLICE DISTRICT PARKS DEVELOPMENT OFFICE
DEPARTMENT OF ENGINEERING CITY GENERAL SERVICES OFFICE

AND PUBLIC WORKS
DIVISION OF CITY SCHOOLS MANILA BARANGAY BUREAU
BUDGET OFFICE CITY PLANNING DEVELOPMENT

OFFICE
LIGA NG MGA PHILIPPINE MANILA FIRE

DILG-MANILA DISTRICT
BARANGAY COAST GUARD
Figure 3. Organization of the Manila City DRRM Council
The Local DRRM Office is headed by the Local DRRM Officer. Under the LDRRMO
are staff involved in administrative and training, research and planning, and operations
and warning.
Figure 4. Composition of the Manila City DRRM Office

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2.1.2 Climate and Disaster Risk Assessment
Climate and Disaster Risk Assessment or CDRA is an innovative process required by

the Housing and Land Use Regulatory Board (HLURB) in the formulation of
Comprehensive Land Use Plans (CLUP) as well as the DILG in the formulation of
Local DRRM Plans. CDRA conducts comprehensive and detailed risk assessment of
all communities and households per LGU against. Notably, CDRA not just looks at the
typical natural hazards but also considers the assessment of the effects of climate
change.
The Climate and Disaster Risk Assessment (CDRA) offers insight on climate and
disaster risks present in a specific area. It also dissects how climate change affects
the different sectors/sub-sectors of growth (i.e., demographics/social, economy,
infrastructure, and utilities), which enables more in-depth planning results. Through
the determination of issues, challenges, and problems that may potentially occur in a
specific area, the conduct of a CDRA facilitates the creation defined policy initiatives
that meet a community’s current sectoral needs. Furthermore, it lays down in scientific
terms the bases which are used when predicting the future effects of climate change
and disasters (HLURB, 2015).
The Philippines is widely regarded as one of the world’s most disaster-prone countries.
The country experiences a high incidence of natural hazard events, including
typhoons, floods, landslides, droughts, volcanic eruptions, earthquakes, and tsunamis
because of its physical characteristics and geographic location. Aside from natural
hazards, the country is also exposed to climate change. It increases the likelihood of
hazards and may worsen the disruption caused by natural hazards in agricultural
production, food security, water availability, health, and coastal and forest ecosystems.
Such impacts contribute to the degradation of the natural environment, the economy,
and the quality of life. These factors combined leave communities much more
vulnerable to the effects of disastrous events.
One method of systematically identifying the societal vulnerabilities brought about by

the adverse effects of natural hazards and climate change is Climate and Disaster
Risk Assessment (CDRA). The CDRA seeks to create sound and socially appropriate
understanding of natural hazards (frequency of occurrence and magnitude) and
impacts of climate change that may affect the local territory, the vulnerabilities of the
various elements exposed, and the extent of the risks involved in recognizing pressing
growth threats, problems, issues and concerns (HLURB-CCC-UNDP-Australian

Government, 2015).
In this session, in the absence of CDRA or other risk assessment activities in the LGU,
the CRA will be useful as foundation for more in-depth risk assessment. If there is
already an existing CDRA in the LGU, the BDRRMC can coordinate with the local
officials, obtain CDRA results, and check the extent of disaster risk within their
community.
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CLIMATE AND DISASTER RISK ASSESSMENT
1 Collect and organize climate change and hazard information
2 Scope the potential impacts of hazard and climate change in

the city
3 Develop the exposure database
4 Conduct a Climate Change Vulnerability Assessment

(CCVA)
5 Conduct a Disaster Risk Assessment (DRA)
6 Summarize Findings
Figure 5. CDRA Steps
Step 1- Involves gathering of climate change information and characterizing hazards

that may affect the locality
Step 2- Identifying key areas/sectors that may be affected by climate change and
natural hazards and determining likely impacts (direct and indirect)
Step 3- Gathering baseline map and attribute data on exposure, vulnerability and
adaptive capacity as basis for CCVA and DRA
Step 4- Identification of vulnerable areas and sectors by analyzing exposure,

sensitivity and adaptive capacity to various climate stimuli
Step 5- Identification of risk areas by analyzing hazard, exposure and vulnerability
Step 6- Identification of priority decision areas/sectors based on the combined level of

risks and vulnerabilities, identification of risk management options, climate change
adaptation and mitigation options
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CDRA: TROPICAL CYCLONE
The Philippines lies in the northwestern Pacific Ocean, the most active area for tropical
cyclone formation. About 20 tropical cyclones pass through or near the Philippine Area
of Responsibility (PAR), around 9 making landfall (Bankoff, 2003; ESCAP/WMO,
2003; United Nations Office for Disaster Risk Reduction, 2019; Yonekura, 2012). From
1951-2019, an average of 26.24 and a total of 1,811 tropical cyclones (RSMC Tokyo-
Typhoon Center, 2020) attained intensities of tropical storms or typhoons. Of this
number, 84.93% occurred from June to November. The southwest monsoon (locally
known as Habagat), also either brings rain or enhances typhoon downpours from May
to September. Typhoon frequency and the prevalence of the southwest monsoon
contribute to the average accumulated amount of rainfall in the country year after year.
Consequentially, numerous hydro-meteorological hazards– shallow landslides, debris
flows, floods, storm surges, and severe wind– wreak havoc to communities across the
archipelago.
Figure 6. Monthly Tropical Cyclone Climatology
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CDRA: EARTHQUAKE
To add to the hydrometeorological hazard risks the country is facing, the Philippines
is also within the Pacific Ring of Fire, one of the most tectonically active regions in the
world. Primarily responsible for this complex setting are the Eurasian and Philippine
Sea Plates subducting along the trenches of the western and eastern seaboards of
the archipelago. An earthquake is the sudden shaking of the ground caused by the
release of energy from abrupt movement in the earth’s crust. This phenomenon occurs
mainly as a result of slippage along fractures on massive blocks of rocks called faults.
Earthquakes may be also induced as a result of volcanic and man-made activities.
This ongoing activity gives rise to hundreds of volcanoes and an arrangement of active
faults that are spread across the country. Whereas less frequent than
hydrometeorological hazards, regions and cities can suffer from devastating losses if
they are unprepared for earthquakes and volcanic eruptions.
Figure 7. Philippine Earthquake Map
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Figure 8. City of Manila Earthquake Intensity Map
CDRA: TSUNAMI
The Manila Trench is an oceanic trench in the Pacific Ocean, located west of the
islands of Luzon and Mindoro in the Philippines. The trench reaches a depth of about
5,400 meters (17,700 ft), in contrast with the average depth of the South China Sea
of about 1,500 meters (4,900 ft).
Figure 9. Manila Trench Map

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Figure 10. City of Manila Tsunami Map
CDRA: SOIL LIQUEFACTION
Soil liquefaction, also called earthquake liquefaction, ground failure or loss of strength
that causes otherwise solid soil to behave temporarily as a viscous liquid. The
phenomenon occurs in water-saturated unconsolidated soils affected by seismic S
waves (secondary waves), which cause ground vibrations during earthquakes.
Figure 11. City of Manila Soil Liquefaction Map
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CDRA: FLOOD
Floods are the most devastating and widespread of all-natural hazards, claiming lives
and inflicting damage to property worldwide (Tralli et al., 2005; NOAA, 2020a).
Flooding occurs when water overflows onto normally dry land. Event timespans range
from just a few minutes to days or even weeks, its effect damaging even if flood depths
reach only a few centimeters. Occurring in a variety of climates and geomorphologic
settings, the risk of flooding in an area depends on a combination of factors (Lanes et
al., 2018). Differences in land cover, slope, and rainfall intensity characterize different
types of floods: river or fluvial floods, coastal floods, flash floods, and dam-failure
floods (Lanes et al., 2018; NOAA, 2020b).
Types of Flooding
1. River Flooding
Intense and heavy rainfall on drainage networks cause riverbanks to overflow

and flood the surrounding area. Excessive rains are due to typhoons making
landfall, thunderstorms that last for prolonged periods, and in colder climates,
combined rainfall and snowmelt (Lanes et al., 2018; NOAA, 2020b). In the
Philippines, tropical cyclones and the southwest monsoon primarily trigger
fluvial floods.
2. Coastal Flooding
Inundation of coastal lands are caused by sea level rise and storm surges. High
tides elevated more than the usual are exacerbated by heavy rainfall and
typhoon winds being blown to land. Coastal flooding is further discussed under
storm surges.
3. Flash floods
Heavy rainfall on rivers in a short amount of time trigger flash floods. Easily
mistaken as debris flows, flash floods are water-laden torrents that ravage
through channels with little to no warning. They are the most destructive and
dangerous type of flooding as the force of the torrent can obliterate anything in
its path. Although their occurrence are typically associated with mountainous
regions that have steep channelized drainage networks, flash floods could also
happen in highly urbanized regions.
4. Dam-failure floods
Poorly constructed or ill-maintained dams has a high risk of water destroying or

breaching its walls. These dam breaches cause flash floods to the rivers or
streams, endangering the lives of communities living nearby. Nevertheless,
these floods can be prevented through stringent engineering measures and
quality checks.
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PAGASA monitors the entry of tropical cyclones, the prevalence of monsoons,

the status of river basins, and dam water levels. Their rainfall warnings (Fig.
3.1) are currently classified into three: Advisory, Alert, and Emergency
(PAGASA, 2020b). The lowest warning, "Advisory", is issued when flooding is
possible in low-lying areas or near rivers. An "Alert" warning issued when
flooding is threatening in low-lying areas and near river channels. The highest
alert, "Emergency" is issued when severe flooding is expected. Rainfall warning
advisories are categorically different from the levels of severity on a flood
hazard map. Different agencies have developed their own systems for
characterizing the hazard, but increasing flood depth generally ties these
classification systems together.
The assessment of impacts for floods and earthquake are expressed in terms of:
1. Identifying the spatial severity of the hazards in the city Manila Disaster Risk
Reduction and Management Plan 2021-2028
2. Quantifying damages, losses, and impacts to population, buildings,
infrastructure, critical and high loss facilities; and
3. Identifying hotspot barangays
The approach for identifying risk hotspots is based on the Urban Disaster Risk Index
methodology, which combines directly the descriptors comprising both the physical
risk and the socio-economic impact factors. In the application of this methodology, the
objective is to bring in the local context of socio-economic vulnerability and coping
capacities of these cities based on the available information and data.
2.1.3 LDRRMP Formulation and Updating
Based on the results of the risk assessment, Manila City updated its LDRRMP. The
LDRRMP is the strategic road map to attain resilience against disasters and attuned
with the NDRRMF and the priorities of the National DRRM Plan. The LDRRMP is an
output of the participatory planning process employed by the LDRRMO, the

MDRRMC, and other key DRRM stakeholders.
LDRRMP FORMULATION AND UPDATING
SITUATIONAL
ANALYSIS
Formulatio
SITUATIONAL
n/
ANALYSIS
MONITORING &
EVALUATION
Figure 12. LDRRMP Formulation and Updating Process Cycle Flowchart

38 | P a g e
In the formulation and updating of the LDRRM Plan, the process cycle includes (1)
Situational Analysis using the SWOC tool, (2) Vision and Mission Statements, (3)
Strategy Formulation and Setting of Goals; Objective and Outcome, (4) Identification
of Key Outputs, Activities, Timeframe, Lead Office and Budgeting; and (5)
Establishment of Monitoring and Evaluation along the four thematic areas of DRRM.
2.1.4 LDRRMP Implementation
The implementation of the LDRRMP is based on predetermined timeframes, roles of

implementers and stakeholders, budget allocation, institutional arrangements, and
innovative strategies. It is therefore critical that those items are identified during the
plan formulation so that program implementation is proper guided and accounted for.
2.1.5 Monitoring, Evaluation and Reporting
Monitoring, Evaluation and Reporting is used to evaluate the success of the building
local resilience through performance indicators. Monitoring and evaluation can also be
used to evaluate the success of the city resilience building efforts through performance
indicators established within the DRR action plan and to measure their impacts.
Meanwhile, reporting is also important for Manila to communicate to its stakeholders

the progress of the implementation of the LDRRM Plan and thus, encourage support
and participation of the most vulnerable sectors of the society.
3
INSTITUTIONAL ARRANGEMENTS
3.1 MDRRMC Organizational Structure
In accordance with Executive Order No. 13, S-2019 entitled “Reconstituting the Manila
City Disaster Risk Reduction and Management Council (MDRRMC), and Reaffirming
with Modifications the Composition, Organization, Functions, and Funding Thereof,”
the Manila City Disaster Risk Reduction and Management Council was organized
according to the four (4) Thematic Areas namely the Committee on Disaster
Prevention and Mitigation, Committee on Disaster Preparedness, Committee on
Disaster Response, and Committee on Disaster Recovery and Rehabilitation. The
Committee on Disaster Prevention and Mitigation identifies and avoids hazards and
mitigate their potential impacts by (i) reducing vulnerabilities and exposure, and (ii)
enhancing capacities of communities to anticipate, cope and recover from the negative
effects of emergencies and disasters. Members include:
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HEALTH CLUSTER
LEAD: MANILA HEALTH DEPARTMENT
MEMBER AGENCIES: BHW, MBB, BDRRMCs, DCS, DPS,

NDH, PDO, PRC-MANILA,
Manila BFP, Manila DRRMO, Ospital ng Maynila, MPD,
Public Hospitals, MDSW
GOAL AND OBJECTIVES OF THE CLUSTER:
General Objective:
To decrease mortality and morbidity resulting from any disaster thru provision of
immediate medical assessment and treatment and/or referral and transport to
appropriate health facilities.
Specific Objective:
1. To provide immediate medical and other healthcare services (triaging and pre-
hospital treatment and care) in affected areas
2. To provide comprehensive and holistic health care services in affected areas
and/or evacuation areas
a. Medical and other health care services
b. Mental and psychosocial services to victims, survivors and responders
c. Preventive care thru vaccination, micronutrient supplementation,
prophylaxis
d. Reproductive health care services – care for pregnant women (pre-natal,
delivery, post-natal care), family planning, survivors of gender-based
violence, STIs including HIV-AIDS
e. RUTF, F75 and/or F100 to severely acute malnourished children
f. Outbreak response interventions
g. Safe and potable water
h. Proper waste management (human, household and infectious)
i. Practice of personal hygiene
j. Strict implementation and compliance to EO 51
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ROLES AND RESPONSIBILITIES:

The health cluster shall have the following roles and responsibilities:
Table 1: Health Response Cluster
AGENCY ROLES AND RESPONSIBILITIES
BHW (Barangay Health Workers), DPS, ▪ Provide first aid and immediate
PRC – Manila Chapter, Manila City BFP, medical care to victims
PNP, Engineering
▪ Assist in triaging
▪ Provide additional vehicles and
manpower for transport of victims /
survivors to appropriate health
facilities
▪ Provide additional supplies for first aid
▪ Setting up of field hospitals
MBB ▪ Deploy spotters / field observers for
the conduct of initial RDANA
DEPW ▪ Clearing of roads
DEPW, MDSW, MDRRMO ▪ Jointly undertake RDANA and
PDANA
Ospital ng Maynila, Chinese General ▪ Provide immediate and further
Hospital. medical care to victims / survivors and
responders
▪ Assist in triaging
MHD ▪ Provide manpower for triaging and
pre-hospital care
▪ Assist in hospital care in field hospital
MDSW, Philippine Mental Health ▪ Provide mental and psychosocial
Association, Association / Specialty interventions /care
societies of psychiatrists and psychologists,
CDP, PRC-Manila
Mercury Drug and other pharmacies ▪ Provide medicines and other supplies
thru a Service Level Agreement
PDRF (Water concessionaires, Electric ▪ Provide adequate, safe potable water
Companies)
▪ Provision of emergency power
▪ Immediate restoration of power
DPS, DRRMO, BDRRMs ▪ Assist in waste management including
disposal
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EDUCATION CLUSTER
LEAD: Division of City Schools
MEMBER AGENCIES: MBB, DCS, CHD, MDSW
GOAL AND OBJECTIVES OF THE CLUSTER:
1. Ensure immediate access of all children in affected areas to quality education

in a safe and secure environment
2. Facilitate a return to normalcy and stability through strengthened systems,
tools, and effective partnerships on education in emergencies
ROLES AND RESPONSIBILITIES
The Education cluster shall have the following roles and responsibilities:
Leadership & Coordination
• Formulate plans and policies, and relative guidelines to better implement
education interventions during a disaster and prepare baseline report of schools
(e.g., enrollment, classrooms, personnel, and faculty)
• Promote increased levels of understanding of the key role of education as part
of a first phase humanitarian response to disaster response and early recovery
• Coordinate with cluster members and agencies to provide rapid response to
education-related needs
•
Capacity Building
• Improve school’s capacity to build back better after a disaster in line with the
progression from humanitarian response through reconstruction and on to
development.
• Strengthen capacity building opportunities that address their identified and
articulated needs.
•
Monitoring
• Monitor the implementation to ensure that cluster response and interventions
are effective and consistent with relevant standards.
• Ensure the proper tracking of students, teachers, staff, and key officials in the
event of a disaster.
• Provide a safe and secure environment/location for the continuation of learning

of students after a disaster.
• Gather data on impact of education and generation of situation reports to

relevant stakeholders and agencies
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• Prepare for the provision or deployment of resources (e.g., personnel, learning

materials, TLS, etc.)
• Establishment of TLS and mobilize educational interventions
Table 2: Education Response Cluster
Overall coordinator with EOC and cluster members

DCS
Ensure establishment of safe, adequate, and secure TLS
Evacuation, search, and rescue of students, teachers, and staff in

SRR, MBB
damaged educational facilities
PDO, DCS Selection and coordination of site location of TLS
Construction of TLS
DEPW
Reconstruction and rehabilitation of public-school buildings
MHD, Educational interventions, emergency feeding

MDSW
LAW AND ORDER CLUSTER

LEAD: MANILA POLICE DISTRICT
MEMBER AGENCIES: BJMP, BPSO, JTF-NCR, MPD
GOALS AND OBJECTIVES
Specific Objectives:
1. To maintain public laws and order and assist in the search, rescue, evacuation
and relief operations and provide police presence in the evacuation center
2. To save lives, prevent needless suffering, protect property and minimize
damages brought about by perceived effects of disaster
3. To provide traffic management and security to returning evacuees
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The Law-and-Order cluster shall have the following roles and responsibilities:

Office Primary Responsible (OPR)- Over-All
DPS
Supervisor, deploy personnel for escort and security
Shall deploy personnel for security, patrolling and
MPD
escort
BJMP Shall deploy personnel for security
Barangay Public Safety Officers Shall deploy personnel for security and patrolling
JTF-NCR, AFP Shall deploy personnel for security and patrolling
ENGINEERING AND REHABILITATION CLUSTER

LEAD: DEPW
MEMBER AGENCIES: AFP Engineering Brigade, CBD, CPDO, DPWH,
DPS, Law and Order, MMDA, PDO, CCR, BPLO,
Market Division, Motorpool Division, LEIPO
GOALS AND OBJECTIVES OF THE CLUSTER
• To conduct Rapid Damage Assessment and Needs Analysis (RDANA).

• To restore vital road network accessibility and facilitate restoration and
damaged infrastructures affected by the disaster.
• To assist in the restoration of vital lifelines (e.g., power supply, communication,
and water supply).
• To coordinate with MERALCO and Manila Water in providing temporary
electricity, water supply and other basic necessities that would require
engineering in Manila City.
• To coordinate with DPWH, MMDA & AFP Engineering Brigade for assistance
in the repair and rehabilitation of infrastructures affected by the disaster.
• To assist in the set-up, establishment and maintenance of evacuation camps.
• To assist debris and waste management cluster in clearing operations.
• To formulate development plan to hardly stricken areas.
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The DEPW shall be responsible in leading and overseeing all operations
undertaken by the cluster.
Table 3: Engineering and Rehabilitation Response Cluster
AGENCIES ROLES AND RESPONSIBILITIES
DEPW Deployment of RDANA Team

Shall lead the clearing operations along major thoroughfares, roads,
DPWH
MRT and LRT
Shall assist DPWH and City Engineering Office in clearing
MMDA
operations
DPS Augmentation for clearing operations.
PDO Augmentation for clearing operations.
Installation of Emergency Light and clearing of collapsed Street

MTPB
Light
CPDO Provision of development plan.

Provision of security and safety during clearing operations and
Law and Order
provide traffic management services
LEIPO Post MSME rehabilitation
Budget Timely release of funds
LOGISTICS CLUSTER
LEAD: BUDGET OFFICE
MEMBER AGENCIES: MBB, CBD, DCS, DEPW, OCA, PDO, CGSO
1. To provide the needed resources through proper coordination and

documentation with responsible offices and agencies, based on the updated
inventory of vehicles, equipment and tools
2. To coordinate with proper agencies for the immediate restoration of critical
lifelines (power and water supply and fuel)
3. To mobilize and provide immediate transport support services to another cluster
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Table 4: Logistic Response Cluster
City General Services Office • Update the inventory of available resources from
(CGSO) different city offices and department
• Mobilization and provision of immediate transport
support services
• Provision of the needed resources through proper
coordination with responsible offices and agencies
• Consolidation of all the reports on logistics cluster
DEPW Provision of trucks, heavy equipment (disaster rescue
equipment, backhoe, grader, etc.) and manpower
PDO Provision of manpower for clearing operations and for
cutting of fallen and uprooted trees
DPS Provision of manpower and dump trucks for hauling of
debris during clearing operations
City Administrator Coordinating and monitoring of programs and
activities of different agencies of the City and other
related national Government agencies.
Accounting Department Certifies to the availability of budgetary allotment to
which expenditures and obligations may be properly
charged
Budget Department Certifies the availability of appropriations, process
works and financial plan, generates advice of
allotment with attached purchase request
Procurement Office Responsible for the procurement activities and
processing purchase request
Philippine Disaster Resilience Coordination with companies who can assist by
Foundation (PDRF) providing technical assistance and/or other resources
needed
City Treasurer’s Office (CTO) Take charge on the disbursement of funds
MBB Facilitation with private transport group for crafting
MOA
Coordination to private transport group during and
after disaster
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EMERGENCY OPERATIONS CENTER CLUSTER

LEAD: MANILA DISASTER EMERGENCY OPERATIONS CENTER
MEMBER AGENCIES: MHD, NTC, DCS, DPS, MDSW, MPIO
Specific objectives:
• To establish proper communication channels for the immediate delivery of
information from the incident to radio Communication Services / emergency
Operations Center
• To ensure immediate and accurate delivery of information to concerned
agencies and the public.
Table 5: Emergency Operations Center Response Cluster

NTC Shall provide & establish fast and reliable communication system
and facility to areas affected by the disasters and calamities. A
backup system shall also be in place and personnel are available on
call basis 24/7
MDRRMO Shall support the lead agency in the coordination with assisting and
cooperating agencies (like MERALCO, Globe Telco, etc). It shall
provide the Rapid Emergency Telecommunication to support the
communication system
DPS Shall provide support in ways of traffic and security
MPIO Shall serve as a medium for emergency broadcast for timely and
accurate information dissemination via radio & television airtime
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MANAGEMENT OF THE DEAD AND MISSING CLUSTER

LEAD: MANILA DISASTER RISK REDUCTION AND MANAGEMENT OFFICE
MEMBER AGENCIES: PRC-Manila, SSDD, NBI-DVI, MPD-Forensics or
SOCO, MHD, MPD-CIDU, MDRRMO, Civil Registry,
Funeral Services*

1. To assess related information and analyses status of dead, missing and
bereaved families;
2. To establish coordination with different functions and responsibilities;
3. To activate Management of the Dead and Missing Cluster and deploy required
personnel and material resources;
4. To execute MDM cluster implementation plan based on existing laws and
standards (Interpol Standards for DVI)
The Management of the Dead and Missing Cluster shall have the following roles
and responsibilities;
Cluster Lead
The DILG Manila is the lead agency in MDM. It has the prime responsibility in
planning, implementation, monitoring and evaluation of the MDM implementation and
coordinates with the Manila City government and other concerned agencies such as
members of the disaster victim identification, disposition of the dead, management of
the missing persons, and management of the bereaved families.
The DILG Manila City shall spearhead quarterly consultative meetings among
its implementing partners or as often as needed.
Members:

Manila City Government • Activate the Contingency Plan
through
• Identify processing area/s and temporary burial
MDRRMC/MDRRMO sites
• Provide manpower and logistical support for MDM-
related activities
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• Provide additional coordination with other agencies

and organizations (e.g., MOA with funeral services)
• Provide support for the conduct of capacity-
development interventions for Manila MDM
practitioners
CGSO Provide necessary logistical support in the MDM
processing areas (eg. Tents, tables, chairs,
transportation service)
Manila Brigade • In coordination with the Search, Rescue and
Retrieval Cluster (SRR), assist in the search and
retrieval of fatalities
• Assist in the reception of fatalities in the identified
processing station
• Provide security in the identified processing station;
Manila Fire Department • In coordination with the Search, Rescue and
Retrieval Cluster (SRR), assist in the search and
retrieval of fatalities;
• Provide fire truck for water supply needs of cluster
Philippine Red Cross Manila • In coordination with the Search, Rescue and
Chapter Retrieval Cluster (SRR), assist in the search and
retrieval of fatalities
• Provide psychosocial support to the bereaving
families;
• Provide fire truck for water supply needs of cluster;
• Provide cadaver bags if available.
MDSW • Provide psychosocial support to the bereaving
families;
• Provide burial assistance;
• Facilitate referral system to agencies or
organizations with resources
Manila Police Department • Shall take the lead in identifying victims as a result
Forensics or SOCO of human-induced disasters;
• In case of human-induced disasters, the MPD/NBI
shall issue Certificate of Death
Manila Health Department • Local Health Officer shall a Death Certificate based
on the Certificate of Identification issued by the
NBI/PNP
• Serve as force multiplier in the disaster victim
identification when properly trained (e.g., medical
practitioners such as dentists)
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Manila Police Department The MPD CIDU shall verify the identity of reported
Crime Investigation and missing persons
Detection Unit (CIDU)
FOOD AND NON-FOOD CLUSTER

LEAD: Manila Department of Social Welfare
MEMBER AGENCIES: MBB, CDP, CED, MHD, CGSO, PDAD, DPS, PRC-Manila
1. To provide timely and appropriate assistance to alleviate the present condition

/ situation of affected families / communities by providing food that are
nutritious, age and culturally-appropriate.
2. To provide basic services to include food, clothing, hygiene materials, and other
essential non-food items.

Table 6: Food and Non-food Response Cluster
CEPW Provision of dump trucks for hauling relief goods, to
prepare plan of camp site and
CGSO Provision of transport services
PDO Provision of manpower
Manila Health Provision health services
Department
DPS Provision of transport, manpower and waste
management
MBB Assist in the mobilization and identification of evacuees
to evacuation center/camps
Provision of manpower to support the camp
management
PRC-Manila Mobilization of volunteers in the camp set-up, provision
of tents for the evacuation camp, assists in the camp
management
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CAMP COORDINATION AND CAMP MANAGEMENT

CLUSTER
LEAD: MDSW
MEMBER AGENCIES: MBB, MHD, DCS, DPS, CGSO, PDO, MPD, PRC-Manila
Chapter
Objectives:
1. To provide timely and appropriate assistance to alleviate the present condition
/ situation of affected families / communities.
2. To provide temporary shelter and ensure equitable access to assistance
protection and services for internally displaced persons (IDP’s), to improve their
quality of life and dignity during displacement.
3. To provide safe, secure, and accessible evacuation sites and temporary
shelters for displaced families and individuals.
4. To ensure a systematic camp coordination and camp management from

evacuation to camp closure.

Table 7: Camp Coordination and Camp Management Cluster

DEPW Provision of dump trucks for hauling relief goods, to prepare plan
of camp site and
CGSO Provision of transport services
PDO Provision of manpower
Manila Health Provision health services
Department
DPS Provision of transport, manpower and waste management
DCS Provision of learning space for school children inside the camp
DPS Provision of manpower to direct traffic flow from disaster-stricken
area to evacuation camp
MBB • Assist in the mobilization and identification of evacuees to
evacuation center/camps
• Provision of manpower to support the camp management
PRC Mobilization of volunteers in the camp set-up, provision of tents
for the evacuation camp, assists in the camp management
Move-Up Provision of support for ATS System, site planning support,
MPD Provision of police personnel to provide camp security
CVD Assist in the regulation and care of pets.
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PROTECTION CLUSTER
LEAD: MDSW
MEMBER AGENCIES: BHW, MBB, MHD, DCS, GAD, IOM,
OSCA, PDO, PRC-Manila, MPD,
Objectives:
1. To prevent and respond to HUMAN RIGHTS/IDPs RIGHTS VIOLATION and
meet the protection needs of vulnerable sectors such as women, children,
elderly, person with disability and LGBT in a coordinated and predictable
manner.
2. To maintain information, monitoring and reporting mechanisms on child
protection and gender-based violence.

Table 8: Protection Response Cluster
AGENCY ROLES AND REGULATIONS
• Diagnosis and Treatment of Sexually Transmitted Infection
(STI)
MHD • Mental Health Program
• Counselling of Drug Users
• Pre-natal Care
Barangay Health • Provide immediate and timely basic medical assistance
Worker
• Monitoring of provision of humanitarian assistance particularly
protection of women and children from gender-based violence
GAD
committed against them
• Responds to protection issues and concerns
MPD Provision of security inside the camp
• Assist in registration (migration outflow)/DTM
MDRRMO • Psychological First Aid (PFA)
• Assist in family reunification
DOCS Assist in Advocacies on IDPs rights)/GBV
DEPW Provision of camp facilities such as lights etc.
Provision of psychosocial support and restoring family link
PRC
program
PDO Provision of manpower during set-up of facilities for protection
MBB
Database information and monitoring of vulnerable sectors
OSCA, PDO
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SEARCH, RESCUE, AND RETRIEVAL CLUSTER

LEAD: MANILA DISASTER RISK REDUCTION AND MANAGEMENT OFFICE
MEMBER AGENCIES: PRC-Manila, Barangay Emergency Response Team,

DCS, MHD, DPS, CGSO, JTF-NCR, Maynilad, Meralco,
MWSS, MFD, MPD, MVD, UNTV, PCG, BFP.

1. To provide immediate rescue to earthquake victims and survivors and to

thoroughly search for missing persons
2. To execute techniques and methods necessary for searching, locating,

stabilizing, and extricating victims trapped in collapsed structures, using the
safest and most appropriate procedures for the rescuer as well as the victim
3. To turn-over recovered and retrieved dead bodies to concerned authorities

(NBI, PNP, SOCO, DILG, and City Health Office) for processing and
management
4. To suppress all destructive fires to minimize the loss of lives and properties
5. To assist and search and rescue, transport of evacuees and cleaning and
flushing of debris in public facilities
The SRR cluster shall have the following roles and responsibilities:
Lead: MDRRMO
• Provide SRR operations to earthquake victims and survivors
• Execute necessary techniques and methods for SRR
• Turn over recovered and retrieved bodies to concerned authorities
• Suppress fire to minimize loss of lives and properties
• Assist in SAR, transport of evacuees and cleaning, flushing of debris in public
facilities
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Table 9: Search, Rescue, and Retrieval Response Cluster

Shall deploy search and rescue teams with equipment and
Philippine Red Cross
rescue gears
Barangay Emergency Shall deploy search and rescue teams with equipment and
Response Team rescue gears
Manila Police District
rescue gears
Manila BFP
rescue gears
CGSO Shall provide transportation vehicles
DPS Shall provide transportation vehicles
MERALCO Shall be tapped to provide heavy equipment
DPS Shall provide manpower and equipment augmentation
JTF-NCR
rescue gear
MHD Shall provide medical assistance to extricated/rescued victims
Manila Water, Maynilad, Shall provide water supply to BFP
MWSS
City Veterinary Shall provide necessary needs to K9 units
Department
DISASTER WASTE MANAGEMENT CLUSTER

LEAD: DEPARTMENT OF PUBLIC SERVICE
MEMBER AGENCIES: CED, DENR-EMB, PDO, PNRI
1. Identify the various types, compositions and sources of disaster waste (e.g.,
domestic waste, rubble and debris, health care waste, waste from evacuation
camps, toxic and hazardous waste).
2. To be able to analyze and respond to disaster situations with attention to waste
and debris management.
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3. Prioritize which type of disaster waste to focus for immediate, short, medium,
and long term actions.
4. Identify the most appropriate waste management option based on the disaster
situation and disaster waste and debris generated.
5. Create opportunities in disaster waste and debris management (e.g., recycling
debris to build back better).
The Disaster Waste Management cluster shall have the following roles and
responsibilities:
Table 10: Disaster Waste Management Response Cluster
AGENCY ROLES AND RESPONSIBILTIES
DPS Supervision, monitoring and documentation of clearing
and cleaning operations
PDO Augmentation for clearing and operations
DEPW Augmentation of Heavy Equipments
DENR-EMB Assist collection and treatment of hazardous waste
3.2 MDRRMO Organizational Structure
Figure 13. MDRRMO Organizational Structure

The MDRRMO is established to serve as the implementing arm of the MDRRMC. The
MDRRMO not only formulates the implementation of a comprehensive and integrated
LDRRMP but also sets the direction, implements, and coordinates DRRM programs
and activities of the Manila City Government according to national standards and
guidelines.
The MDRRMO is headed by a Director of Office and assisted by four (4) divisions:
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1. Administrative and Training Division

2. Operations and Logistics Division
3. Emergency Operations Center Division
4. Research and Planning Division
The Research and Planning Division develops and coordinates disaster risk
reduction and management programs and activities consistent with the NDRRMC
standards and guidelines, formulates and implements a comprehensive and
integrated LDRRMP in accordance with the national, regional and provincial
framework, and policies on disaster risk reduction in close coordination with the local
development councils (LDC’s) and Barangay Disaster Risk Reduction and
Management Committees (BDRRMC’s). Also, they’re tasked to prepare and submit to
the City Council, through the LDRRMC and the LDC the annual LDRRMO Plan and
budget, the proposed programming of the LDRRMF as well as other dedicated
disaster risk reduction and management resources, and other regular funding source/s
and budgetary support of the MDRRMC/BDRRMC.
The Operations and Logistics Division responds, manages the adverse effects of
emergencies, and carry out early recovery activities in the affected area, ensuring that
there is an efficient coordination mechanism for immediate delivery of food, shelter,
and medical supplies for those with special needs (PWD, Women, Children, Senior
Citizens, etc.)
The Emergency Operations Center Division is in charge of matters related to the
observation, collection, evaluation, dissemination, and coordination of relevant
information to stakeholders. This division is also in charge of operating a multi-hazard
early warning systems that gives precise and convenient counsel to city emergency
response organizations and to the public through Office of the City Mayor, particularly
radio, landline communications, and technologies for communication with rural
communities.
The Administrative and Training Division organizes and conducts capacity building
projects on disaster risk reduction and management within the city. This section
organizes trains, and equips city emergency response teams and the community
volunteers. This section ensures the compliance of all personnel in terms of job
qualifications and documentary requirements, safe-keeping of personnel files of all
active staff, and handling financial and procurement matters and its corresponding
documentary requirements.
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4
RISK PROFILE
4.1 Natural and Geographic Conditions
The geography of the City of Manila is characterized by its coastal position at the
estuary of the Pasig River that flows to Manila Bay. The city comprises 16
administrative districts: Binondo, Ermita, Intramuros, Malate, Paco, Pandacan, Port
Area, Quiapo, Sampaloc, San Andres, San Miguel, San Nicolas, Santa Ana, Santa
Cruz, Santa Mesa and Tondo. It is divided into six political districts for the purposes of
its representation in the Congress of the Philippines and the election of city council
members. The city is located on a naturally protected harbor, regarded as one of the
finest harbors in Asia. The scarce availability of land is a contributing factor that make
Manila the densest populated city in the world. It has an estimated population of 1.8
million.
Almost all of the city sits atop of centuries of prehistoric alluvial deposits built up by the
Pasig River and on some land reclaimed from Manila Bay. The city's land has been
altered substantially by human intervention, with considerable land reclamation along
the waterfronts since the American colonial times. Some of the natural variations in
topography have been evened out due to the urbanization of the city. Manila lies 800
miles (1,300 km) from mainland Asia.
In 2017, the City Government approved five reclamation projects: the New Manila
Bay–City of Pearl (New Manila Bay International Community) (407.43 hectares), Solar
City (148 hectares), the Manila Harbor Center expansion (50 hectares), Manila
Waterfront City (318 hectares) and Horizon Manila (419 hectares). Out of the five
planned reclamations, only Horizon Manila was approved by the Philippine
Reclamation Authority in December 2019 and was slated for construction in 2021.
Another reclamation project is possible and when built, it will contain the in-city housing
relocation projects. Reclamation projects have been criticized by environmental
activists and the Philippine Catholic Church, claiming that these are not sustainable
and would put communities at risk of flooding. In line of the upcoming reclamation
projects, the Philippines and the Netherlands forged a cooperation to craft the ₱250
million Manila Bay Sustainable Development Master Plan to guide future decisions on
programs and projects on Manila Bay.
4.2 Social and Economic Conditions
4.2.1 Key Demographic Characteristics
According to the 2015 census, the population of the city was 1,780,148, making it the
second most populous city in the Philippines. Manila is the most densely populated
city in the world, with 41,515 inhabitants per square kilometer in 2015. District 6 is
listed as being the densest with 68,266 inhabitants per square kilometer, followed by
District 1 with 64,936 and District 2 with 64,710. District 5 is the least densely
populated area with 19,235.
Manila's population density dwarfs that of Kolkata (24,252 inhabitants per square
kilometer), Mumbai (20,482 inhabitants per square kilometer), Paris (20,164
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inhabitants per square kilometer), Dhaka (29,069 inhabitants per square kilometer),
Shanghai (16,364 inhabitants per square kilometer, with its most dense district,
Nanshi, having a density of 56,785 inhabitants per square kilometer), and Tokyo
(10,087 inhabitants per square kilometer).
Manila has been presumed to be the Philippines' largest city since the establishment
of a permanent Spanish settlement with the city eventually becoming the political,
commercial and ecclesiastical capital of the country. Its population increased
dramatically since the 1903 census as the population tended to move from rural areas
to towns and cities. In the 1960 census, Manila became the first Philippine city to
breach the one million mark (more than 5 times of its 1903 population). The city
continued to grow until the population somehow "stabilized" at 1.6 million and
experienced alternating increase and decrease starting the 1990 census year. This
phenomenon may be attributed to the higher growth experience by suburbs and the
already very high population density of city. As such, Manila exhibited a decreasing
percentage share to the metropolitan population from as high as 63% in the 1950s to
27.5% in 1980 and then to 13.8% in 2015. The much larger Quezon City marginally
surpassed the population of Manila in 1990 and by the 2015 census already has 1.1
million people more. Nationally, the population of Manila is expected to be overtaken
by cities with larger territories such as Caloocan and Davao City by 2020.
The vernacular language is Filipino, based mostly on the Tagalog language of
surrounding areas, and this Manila form of spoken Tagalog has essentially become
the lingua franca of the Philippines, having spread throughout the archipelago through
mass media and entertainment. English is the language most widely used in
education, business, and heavily in everyday usage throughout Metro Manila and the
Philippines itself.
A scant number of residents can speak Spanish, and many children of Japanese,
Indian, and other origins also speak their parents' languages at home, (such as
German, Greek, French and Korean) aside from English and/or Filipino for everyday
use. A variant of Southern Min, Hokkien (locally known as Lan'nang-oe) is mainly
spoken by the city's Chinese-Filipino community. According to data provided by the
Bureau of Immigration, a total of 3.12 million Chinese citizens arrived in the Philippines
from January 2016 to May 2018.
Manila is a major center for commerce, banking and finance, retailing, transportation,
tourism, real estate, new media as well as traditional media, advertising, legal
services, accounting, insurance, theater, fashion, and the arts in the Philippines.
Around 60,000 establishments operate in the city.
The National Competitiveness Council of the Philippines which annually publishes the
Cities and Municipalities Competitiveness Index (CMCI), ranks the cities,
municipalities and provinces of the country according to their economic dynamism,
government efficiency and infrastructure. According to the 2016 CMCI, Manila was the
second most competitive city in the Philippines. Manila placed third in the Highly
Urbanized City (HUC) category. Manila held the title country's most competitive city in
2015, and since then has been making it to the top 3, assuring that the city is
consistently one of the best place to live in and do business. Lars Wittig, the country
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manager of Regus Philippines, hailed Manila as the third best city in the country to
launch a start-up business.
The Port of Manila is the largest seaport in the Philippines, making it the premier
international shipping gateway to the country. The Philippine Ports Authority is the
government agency responsible to oversee the operation and management of the
ports. The International Container Terminal Services Inc. cited by the Asian
Development Bank as one of the top five major maritime terminal operators in the
world has its headquarters and main operations on the ports of Manila. Another port
operator, the Asian Terminal Incorporated, has its corporate office and main
operations in the Manila South Harbor and its container depository located in Santa
Mesa.
Binondo, the oldest and one of the largest Chinatowns in the world, was the center of
commerce and business activities in the city. Numerous residential and office
skyscrapers are found within its medieval streets. Plans to make the Chinatown area
into a business process outsourcing (BPO) hub progresses and is aggressively
pursued by the city government of Manila. 30 buildings are already identified to be
converted into BPO offices. These buildings are mostly located along the Escolta
Street of Binondo, which are all unoccupied and can be converted into offices.
Divisoria in Tondo is known as the "shopping mecca of the Philippines". Numerous
shopping malls are located in this place, which sells products and goods at bargain
price. Small vendors occupy several roads that causes pedestrian and vehicular traffic.
A famous landmark in Divisoria is the Tutuban Center, a large shopping mall that is a
part of the Philippine National Railways' Main Station. It attracts 1 million people every
month, but is expected to add another 400,000 people upon the completion of the LRT
Line 2 West Extension, thereby making it Manila's busiest transfer station.
Diverse manufacturers within the city produce industrial-related products such as
chemicals, textiles, clothing, and electronic goods. Food and beverages and tobacco
products also produced. Local entrepreneurs continue to process primary
commodities for export, including rope, plywood, refined sugar, copra, and coconut oil.
The food-processing industry is one of the most stable major manufacturing sectors in
the city.
The Pandacan oil depot houses the storage facilities and distribution terminals of the
three major players in the country's petroleum industry, namely Caltex Philippines,
Pilipinas Shell and Petron Corporation. The oil depot has been a subject of various
concerns, including its environmental and health impact to the residents of Manila. The
Supreme Court has ordered that the oil depot to be relocated outside the city by July
2015, but it failed to meet this deadline. Most of the oil depot facility inside the 33-
hectare compound have been demolished, and plans are put into place to transform it
into a transport hub or even a food park.
Manila is a major publishing center in the Philippines. Manila Bulletin, the Philippines'
largest broadsheet newspaper by circulation, is headquartered in Intramuros. Other
major publishing companies in the country like The Manila Times, The Philippine Star
and Manila Standard Today are headquartered in the Port Area. The Chinese
Commercial News, the Philippines' oldest existing Chinese-language newspaper, and
the country's third-oldest existing newspaper is headquartered in Binondo. DWRK
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used to have its studio at the FEMS Tower 1 along South Superhighway in Malate
before transferring to the MBC Building at the CCP Complex in 2008.
Manila serves as the headquarters of the Central Bank of the Philippines which is
located along Roxas Boulevard. Some universal banks in the Philippines that has its
headquarters in the city are the Landbank of the Philippines and Philippine Trust
Company. Unilever Philippines used to have its corporate office along United Nations
Avenue in Paco before transferring to Bonifacio Global City in 2016. Toyota, a
company listed in the Forbes Global 2000, also has its regional office along UN
Avenue.
4.3 Hazards, Vulnerability, and Risk Assessment
4.3.1 Summary of Earthquake Risk in Manila City
On August 2, 1968 at about 4am, a magnitude 7.3 earthquake hit Casiguran in Aurora
province. Manila which is located relatively far from the epicenter, suffered the worst
impact of the tremor. The earthquake is one of the most destructive to hit the
metropolis, Ruby Tower, a 6-storey building in Binondo, Manila, was among the
buildings that were severely damaged. Among the 270 people who died, 268 of them
were buried alive in this building.
Recent studies show that the WVF has moved at least four (4) times and generated
strong earthquakes with in the last 1,400 years. The approximate return period of
these earthquakes is less than 500 years and no event along the WVF 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. (MMEIRS,
March 2004). The GMMA RAP used the Magnitude 7.2 movement of the WVF in
computing risk estimates. This scenario illustrates the worst-case scenario for MM.
The following are the general scenario/assumptions that were used to formulate this
plan. These assumptions were based on the outputs of the GMMA RAP and MMEIRS.
4.3.2 Summary of Hydrometreological Hazard in Manila City
When a typhoon lands on Philippine shores, hydrometeorological hazards – severe
winds, tornadoes, storm surges, floods, and rain-induced landslides – can occur
simultaneously. This compounds the risk for communities living in areas where more
than one of these hazards can occur. The following subsections describe each of the
five hydrometeorological hazards, from their history of occurrence in the Philippines to
the methodology used in generating their respective hazard maps for Manila City.
There are two types’ monsoon winds in the Philippines, the southwest monsoon (May-
October) or known as the "Habagat" and the dry winds of the northeast monsoon
(November-April) as the "Amihan". The Habagat season is characterized by cold and
hot humid weather, frequent heavy rainfall and typhoons, and a prevailing wind from
the west.
Every year, the Philippines is hit by several typhoons, a hazard that affects the largest
number of people. Typhoons are strong low pressures that bring powerful winds,
torrential rains, and cause storm surge along coasts, and trigger landslides and flash
floods in the mountains.
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Typhoon in the Philippines is referred in general as tropical cyclones that enter the
Philippine area of responsibility and affect the Philippines. Locally, they are called
“Bagyo”. Tropical cyclones entering the Philippine area of responsibility are given local
names by the Philippine Atmospheric, Geophysical and Astronomical Services
Administration (PAGASA), which also raises public storm signal warnings as deemed
necessary. Around 19-20 tropical cyclones enter the Philippine area of responsibility
in a typical year, and of these usually 6 to 9 make land fall.
Typhoon (Ketsana) Ondoy was the most devastating tropical cyclone in the 2009
pacific typhoon season and the most devastating tropical cyclone to hit Manila
surpassing the Typhoon Patsy in 1970. It started with strong rainfalls night on
September 25, 2009. Many underestimated its strength. Unexpectedly, downpours
began that may compare to a month rainfall. Many were stranded along the way but
what the saddest happening was when missing persons and death arises. At least
more than 100 were killed and nearly 70,000 families were displaced and more than
3,000 persons affected in the nearby provinces by massive flooding after tropical storm
Ondoy dumped the heaviest rainfall on Metro Manila in more than four decades. With
these, it showed that our country is not ready to face this kind of disaster due to its
lack of facilities and rescuers are being outnumbered by the affected areas.
4.3.3 Summary of Tsunami Hazard in Manila City
The potential for a tsunami event originating along the Manila trench, similar in scale
to the 2004 South Asia tsunami has been forecasted. The source of this tsunami would
be very proximal to the coast of Taiwan (~100 km). The earthquake causing this event
has been predicted to be of magnitude 9.3 (stronger than the 9.0 magnitude 2004
Sumatra event). This massive earthquake, which would be the 2nd strongest in recent
history, would have a total length of 990 km and a maximum wave height of 9.3 metres.
This event would cause serious flooding, especially in Taiwan, and could affect regions
up to 8.5 km inland. The predicted tsunami would reach the southern coast of Thailand
in around 13 hours and reach Bangkok in 19 hours. This disaster would also affect the
Philippines, Vietnam, Cambodia and China.
The most recent large-scale event originating from the Manila Trench was the 2006
Pingtung dual earthquakes. These 7.0 earthquakes had 8 minutes of offset and
produced a 40-centimetre tsunami; which happened to be the largest tsunami
experienced on the southwest Taiwan coast. The epicenter of these dual earthquakes
originated on the north part of the Manila Trench.
4.3.4 Summary of Human-Induced Disasters
4.3.5 Disasters are not solely natural in form as it can also be man-made where the
cause of hazard is deliberate or accidental. Thus, most man-made disasters fall into
two general categories of hazards: sociological (intentional acts) and technological
(accidental events).
Manila Hostage Crisis
One example of the Human-Induced Disaster is the Manila hostage crisis, officially
known as the Rizal Park hostage-taking incident, took place when a disgruntled former
Philippine National Police officer named Rolando Mendoza hijacked a tourist bus in
61 | P a g e
Rizal Park, Manila, Philippines, on August 23, 2010. The bus carried 25 people: 20
tourists, a tour guide from Hong Kong, and four local Filipinos. Mendoza claimed that
he had been unfairly dismissed from his job, and demanded a fair hearing to defend
himself.
Six of the surviving hostages were taken to Ospital ng Maynila Medical Center, where
two later died; two were taken to the Philippine General Hospital; the remaining seven
hostages were taken to Manila Doctors Hospital. There were eight total fatalities. The
13 survivors had injuries which ranged from minor to substantial.
Because the bus driver Alberto Lubang had escaped the bus minutes before the
situation deteriorated, despite his claim that he had been handcuffed to the steering
wheel, suspicions arose that he was in fact the gunman's accomplice, which Lubang
denied. However, on August 27, 2010, Lubang and his family were reported missing
and had fled their home, possibly going into hiding.
President Aquino ordered a thorough investigation, and for a report to be issued within
three weeks. The investigation was held by the Post Critical Incident Management
Committee (PCIMC), under the auspices of the Joint Incident Investigation and Review
Committee (JIIRC), headed by former Secretary of Justice Leila de Lima and
Prosecution/Investigation team led by Cielito Celi. As a gesture of transparency
towards the Hong Kong government, the Aquino government invited the Hong Kong
Police Force to send a team to observe the investigation.
De Lima declared a gag order to cover all parties and departments, including the Hong
Kong team examining evidence on the ground.
Preliminary results of the official investigation were released on August 31, 2010.
Ballistic tests showed that the deceased hostages' wounds were caused by a high-
calibre weapon fired from within the coach. Of the 65 recovered M16 rifle cartridges
from the coach, 58 came from Mendoza's gun, making it nearly certain that the eight
deceased hostages were killed by Mendoza. However, on September 3, 2010, De
Lima admitted that the police might have accidentally shot some of the hostages.
After the completion of the initial inquiry on September 15, 2010, the JIIRC traveled to
Hong Kong to interview survivors. The report was delivered first to the Chinese
embassy in Manila on September 20, 2010, before being released to the general
public, in an attempt to "repair the nation’s relations with China".
The official report identified eight critical errors of the handling of the hostage crisis:
•Manila Mayor Alfredo Lim failed to properly activate the crisis management
committee, depriving the chief negotiator and others of critical information and
operational intelligence.
•The authorities were unable to appreciate Mendoza's demands, and there was a lack
of communication with and involvement of the Department of Justice.
•Gregorio Mendoza was allowed to join the negotiating team.
•The side-issue of Gregorio Mendoza had been allowed to preoccupy Lim, Rodolfo
Magtibay and Chief negotiator Orlando Yebra at a critical moment, setting off a chain
of events that led to Mendoza becoming "fatally hostile".
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•Lim decided to arrest Gregorio Mendoza.

•Lim and Magtibay were absent from the command post at a crucial time, having a
meal, which created a decision-making vacuum.
•"The inefficient, disorganised and stalled assault" took place without "vital
information" about the bus. Magtibay rejected an order from the Philippine National
Police director for Manila to use the national elite Special Action Force.
•There was no plan for what to do after the assault and the crime scene was not
preserved.
The report also recommended administrative or criminal charges for 15 individuals and
organizations, including Manila mayor Alfredo Lim, vice-mayor Isko Moreno,
Ombudsmen Merceditas Gutierrez and Emilio Gonzales III, government
undersecretary Rico E. Puno, retired Philippine National Police chief director general
Jesus Verzosa, National Capital Region Police Office director Leocadio Santiago Jr.,
Manila Police District chief superintendent Rodolfo Magtibay, MPD hostage negotiator
Orlando Yebra, SWAT Colonel Nelson Yabut and commander Santiago Pascual,
journalists Erwin Tulfo and Mike Rogas, and three broadcasting networks.
Examples of sociological hazards are crime, civil disorder, terrorism and war, and
hazard material release (intentional) such as chemical, biological, radiological, or
nuclear warfare (CBRNE) hazards. Technological hazards include fire accidents,
travel or transportation accidents, and industrial accidents.
5
SITUATIONAL ANALYSIS
The situational analysis guides the Manila City Government in recognizing its
strengths, weaknesses, opportunities, and threats in terms of institutional capacity on
DRRM. Strengths-Weaknesses-Opportunities-Threats Analysis (SWOT) can be used
in various stages of the planning cycle. It has been widely used for strategy formulation
and can be used effectively by combining strengths and weaknesses of the LGU with
the opportunities and threats in its environment.
The MANILA TWG carried out SWOT analysis to use it as basis for developing
strategies to improve its capacity and competency to address its DRRM gaps and build
on existing strengths. Below are the results of the SWOT Analysis per thematic area.
A separate SWOT Analysis detailed in Annex C was also conducted for the LDRRMP
2014-2020 to evaluate the implementation of programs in the last six (6) year
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5.1 Disaster Prevention & Mitigation
STRENGTH WEAKNESSES OPPURTUNITIES THREATS

• There are sufficient funds • Cannot retain capacity • Use of spatial and other data • Adjustment to new normal
training in Barangay Level in modeling and decision
• Existence of a LDRRMP making • New Normal
• Limited personnel trained on
• Numerous community DRR-CCA • Use of spatial data and • LDRRMP + COVID-19
organizations, CSOs, NGOs. granular approach in programs Situation
• Centralized health database and projects
• External Support from system not in place •Evacuation Management +
NGAs (OCD) • Integration of COVID-19 Pandemic Context
• Not all barangays have their pandemic hazards into the
• Partners (CSOs and Private own EWS LDRRMP •Updating of Hazard Maps with
Sector) the integration of additional
• Poor infrastructure in terms of •Partnership and collaboration data in demographics
• LDRRMF is sufficient COVID precautions standard with Local Private
Organizations for technical • Unprecedented infectious
• MDRRMC is already • Inclusive Policy-making assistance on trainings, diseases possibly to give
established •Synchronization and capacity development, impact to 3.2 population of
alignment of EWS (Barangays planning MANILA CITY
• Existence of DRRMC which to City EWS per Hazards)
is inclusive and multi- •Very supportive leadership to • Lack of participation and
stakeholder in composition •Modular system in education DRRM harmony between barangays
not in place. and CSOs
• Existence of DRRMC and • Presence of stakeholders
composite members of the • Urban Agriculture for Food • The City is now facing with the
committee Security • More inclusive approach on Pandemic and the new normal
• Strong support of the Local • HEMS staff not yet fully planning and decision making is really a challenge
Chief Executive in established (Inclusion of sectors to decision
implementing the RA 10121 making) • Data Management/Collecting
Page | 64
• Limited manpower and of Data - Emerging and
• Community-based DRRM movement due to COVID 19 • Budget is ample reemerging infectious diseases
Trainings have been pandemic
implemented in barangays • Tapping of institutional • Selection of personnel for the
which serve as educational • Not all barangays are able to services to assist the city. plantilla positions
strategies for disseminating understand risk maps
information on risk • MDRRMC has a strong tie- • Availability of better
• Turnover of personnel in up/linkage with the private technology
barangays make it challenging sectors, NGOs/POs, academe,
to retain information on risk etc. • Insufficient trained personnel
• Creation of additional plantilla • Political conflicts (change in

positions for MDRRMO administration in the barangay
personnel level)
• Additional personnel to hire • Trainings of personnel via

which will focus on GIS and online video conferencing
acquisition of technology
needed •Data collection vs. limited
movement of manpower due to
• Continued coordination pandemic
among the concerned offices in
updating the CLUP • Scholarships and/or
education field trips are limited
• Risk Communications Plan to employees holding a plantilla
may be developed from the position
lessons learned during the
COVID pandemic • Lack of GIS trained personnel
Table 11: Disaster Prevention & Mitigation
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5.2 Disaster Preparedness
Table 12: Disaster Preparedness
STRENGHTS WEAKNESSES OPPURTUNITIES THREATS
• Strong support of Local • Little manpower, large • Private sector engagement • Internet connectivity of
Chief Executive number of barangays participants if Zoom will be
• Not all Barangay personnel • Availability of different the new normal
• Numerous CSOs and NGO even barangay captain does technologies on hazard and
offices in the city not have or have a little idea risk mapping and assessment • Capacitating Barangays
140+ Fire Brigade about DRRM and Manila City LGU (New
volunteers • Opportunity to know our own Normal)
• Political bureaucracy weaknesses
• Partnerships (CSOs, •Political parties
Private) • Change of barangay •Availability of training
personnel handling DRRM modules from CSOs/NGOs for • Violators
• Available Resources • High density population DRRM
• Barangays are not familiar
•Relatively High Budget/IRA • Infrastructure not compliant • Learning experiences and of the simplified BDRRMP
to COVID "NEW NORMAL" best practices during
•DRRM Fund COVID19 •Database Management
• DRRM not prepared for
•Existence of active pandemic concentration focus •Numerous established •COVID flavored contingency
LDRRMC on floods, earthquakes, private institutions which can plans, needed for the new
tsunami and fire be tied up normal
•Functioning DRRMO
• Bayanihan (Help one • Not all personnel can easily • MDRRMC members / • Changes on DRRM
another). adapt WEBINARS personnel to attend various barangay trained staff after
considering that trainings will conference elections
• Multiple simulation drills be more like this in the future
• Additional knowledges - • Challenge how to train
• Hazard mapping was • Communication sent through seminars and conferences barangays during this
already done Emails, facebook not easily COVID19 period
accessed by all concern
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• Strong tie up with the • Needed Increased
private sectors, CSOs, • Insufficient trained personnel cooperation with private
academe companies in terms of
reporting COVID-19 cases in
• Always open to DRRM their respective enterprises
innovations
• Identifying DRRM resource
centers in every district
•Adjustments in Drills, Safe

distancing during evacuations
•Mental health and

psychosocial intervention
•Aside from Operations

Center personnel, members of
the council must be trained as
well
• There’s no report of PWDs

that have been rescued to
make Manila City PDAO
aware of what is happening in
the PWD Sector.
• Coordination with local

trained cadres to OCD or other
concerned agencies
• Not all barangays are familiar

with the right knowledge/
technical know on Disaster
Preparedness and other
thematic areas
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• Political conflicts in the
barangay level
• Internet connectivity and

availability of devices for the
participants to access
available e-learning resources
• Schools are now practicing

online classes and heavy
workloads seem to be eating
most of their time, challenge
on how these capacity
building/trainings can be
added to their schedule
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5.3 Disaster Response

• Hazard mapping at the • Unprepared in the impact of • Modernization of facilities •The New Normal
barangay level COVID-19.
• Public-Private Partnership at • Delivering discipline and
• Innovative modern •Funding for permanent Sitio or Barangay Level information to the people
equipment resettlement. (Assign responders in
smallest Community Units) • Continuously increasing
• Outright Coordination • Large population of Manila population density
City makes it hard to • Ample budget
• Proper training was done effectively and efficiently • Managing resources
to respond in the mandates respond to • Adaptation of new
of the agencies. incidents/disasters. technologies •Gender-based and
responsive DRRM
• EMS, SAR, trained • Mechanisms for storage • Local communities can be
responders facilities to extend food tapped to help the city in terms • PWD-based DRRM
preservation. of disaster response, response
•Search and rescue strengthen CBDRRM
• Poor community based • Inadequate evacuation
•Open to partnerships and DRRM organizations. • Private sector can be tapped centers.
innovations for disaster response
• No field offices (MDRRMO) • Inadequate disease
•Logistics in placed – . • Availability of funds surveillance and tracing
Outright Coordination • Need for conduct of inventory
between responding for life-saving equipment both • Donations from outside • Response compliant to
agencies at the city and barangay Manila government. health protocols of the
•Permanent relocation for levels. affected family
Evacuees is already • Consolidate / Disseminate /
established • Poor community Adapt best practices from • Affected families, despite
participation/unrecognized being resettled elsewhere,
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•Vacated areas can be and untapped. - Many of the responding agencies from return to the dangerous areas
developed, improved or highly trained responders other cities where they first settled
considered for other were transferred to other •With
development projects offices. • Opportunity to work with observations/experiences
community leaders. from previous resettlement
•Procurement of additional • Equipment centered rather areas, some owners
equipment and vehicles than human resource •Opportunity for Community eventually sell or vacate the
capability building. Organization and units only to go back to
•Resource Development informal settling
complementation for • Empowerment of response
the city government capacities and capabilities at •Use Remote Sensing and • Presence of recidivists or
the barangay level, including GIS in studying the distribution people who refuse to be
barangay-based of urban poor communities relocated and insist on staying
organizations and related and determining the location on the illegal structures.
associations. of appropriate resettlement
areas especially for those at • Standards for evacuation
• No inventory of risk center are difficult to
resources/logistics. accomplish given the lack of
• Generation of updated space.
• Poor coordination with database of urban poor
different agencies households and vulnerable
population.
•Untapped community
organizations •Study the distribution of micro
and small enterprises
• Low focus on community
participation and • Inclusion of Dignity Kits (for
organizations women) and Child-friendly
Kits
•Some offices have poor
internet connection
•Mechanisms for regular

maintenance of life-saving
equipment, possible GIS
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based database of equipment
needs and status
• Some responders become

affected by COVID-19
• Not all critical players are

recognizing ICS structure,
affecting response
• Procurement process not

conducive to emergency
situations.
• Poor observance of the

needs of vulnerabilities in the
evacuation areas (lactating
mothers, PWDs, senior
citizens, children, etc.)
• We lack emergency
communication means - we
rely on mobile phones, not all
have radios.
• Manpower, volunteers
cannot be tapped due to
COVID-19 anxiety.
• Barangays not cooperative

with response, too centralized
response at the city.
• Protection measures inside

evacuation centers
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• Improvement of good
working relations between
community and barangay
officials.
• Poor working relations

between community and
barangay officials.
• Not enough space in the city

to establish safe permanent,
evacuation centers
• Not enough hygiene kits

were prepared
•Unserviceable equipment
• Limited availability of
resources.
Table 13: Disaster Response
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5.4 Disaster Recovery and Rehabilitation
• One of the highest IRA • Schools and basketball • Modernization • MANILA CITY is a
courts are always the gateway/convergence for and
•Functional LDRRM's identified evacuation area • Presence of CSOs and from other cities/municipality
structure (crowded) NGOs - The act of bayanihan (economic and infra)
with other agencies
• Social Housing Program • Insufficient evacuation • Evacuation areas must be
facilities not enough recovery • Formulation of recovery and aligned to the new normal
• Presence of partners from and rehab experience since rehab plan for the barangays
private and business there hasn't been too many • Political factions
sectors disasters to recover from • Other LGUs that have
COVID-19 and Ondoy to look undergone disasters can be • Closures of establishments
•Availability of plans at as benchmarks used as benchmarks due to pandemic
pertaining to rehabilitation
and recovery • Lack of concrete recovery • Numerous existing potential • Hindi pa malinaw ang
and rehab plan of the on the partners in MANILA CITY recovery and rehab framework
• Adaptability and Mitigation barangay level ng national government
• Funding support from the
• Existence of external • Lack of understanding of national and other outside • Active participation and
partners giving assistance recovery programs vs disaster sources coordination of the community
to the City Presence of the response & early recovery with the Local Government
Land Banking Committee programs • Private sector in MANILA Unit
CITY can be valuable
• The city has benchmarks • Inappropriate use of funds resource for learning about • New normal situation
for use to train barangays recovery and rehabilitation
on database management • Miscommunications • Forging sustainable
Policy requires that stakeholders’ partnership
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barangays maintain a • Prone to the effects of • Linkage with prospective
registry of inhabitants political instability, unused international partners in terms • Monitoring and feedback
funds - Majority of the of research or program mechanism
• City government already agencies focus on relief
identified high-risk operations • Implementation Aid to • Social unrest during new
infrastructure that needs to humanitarian needs. Normal
be retrofitted • Programs for conversion of
basketball courts into a • CSO partners have been • Fast procurement
• SBCDPO has shown suitable evacuation facility. active in supporting the city for procedures for recovery and
during the pandemic that it temporary shelter rehab
is capable in implementing • Inefficient allocation of funds requirements
successful livelihood for PPAs under the DRRMP • Change in administration
programs. • Resource sharing will mean (After elections)
• Lack of good source of better savings and improved
electricity and clean water relationships with partners for • Identify relocation sites for
the city communities in hazard prone
• City plans may not areas.
necessarily be cascaded at • Explore other modes of
the barangay level acquisition like swapping, • Resistance from
PPP, lease, usufruct and other communities to relocate due to
• Difficulty in identifying modes applicable the lack of social services and
potential sites for suitable distance from source of
relocation sites • There is opportunity for income
Barangays to utilize
• There is difficulty in innovations in managing data; • Reluctance or even strong
implementing standards and Make use of Registry of refusal of landowners to
requirements for evacuation Inhabitants as baseline data negotiate and transact with the
shelters since space is limited Adopted CSOs can take lead government in the acquisition
Increasing value of land in the in community-based projects of their property.
city and capacity building
exercises • Barangays lack the
resources (manpower,
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• Lack of updated and digitized • Webinar is possible during technology) to maintain
data the pandemic databases
• Lack of willingness to • Incentives are effective as • No mass gathering is allowed

communities to avail of risk strategy in communities
financing options Majority of • Target beneficiaries might
communities do not have • Partner with professional not be able to have the right
access to these options or organizations technology to access webinar,
have knowledge of these in case
options • PDRF modules on business
continuity can provide MSMEs
• Many of high-risk assistance and knowledge on
infrastructure are owned by how to quickly recover after a
National Government disaster
Agencies or by the private
sector. • There are a lot of
organizations that are
interested in contributing in
this program
Table 14: Disaster Recovery and Rehabilitation
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6
VISION
The LDRRMP is anchored both on the vision and legal provisions of the RA 10121
and the NDRRMF. The figure below illustrates the paradigm shift towards a proactive
and preventive approach to disaster management as legally embodied in RA 10121.
This conceptual representation highlights the vision to realize “Safer, adaptive, and
disaster resilient Filipino communities toward sustainable development” to be
accomplished through preparedness, response, prevention and mitigation, and
rehabilitation and recovery.
Safer, adaptive & disaster resilient Filipino

communities toward sustainable development
RISK FACTORS Prevention &

Rehabilitation Mitigation
HAZARDS
& Recovery
Mainstraming
DPR and CCA in
EXPOSURES
Planning &
VULNERABILITIES Response Preparedness Implementation
CAPACITIES
Rehabilitation & Prevention &

Recovery Mitigation
Response Preparedness
Figure 14. National DRRM Framework
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The City of Manila is envisioned to be a Quality City with an empowered and

responsive citizenry who live in a sustainable, well-planned, and structurally sound
environment with a vibrant economy under progressive leadership.
7 Thematic Area Plans
Programs, projects and activities (PPAs) were developed based on the goals,
objectives, and outcomes developed by the MANILA CITY TWG. The PPAs are
aligned along the four thematic areas of DRRM in accordance with the National DRRM
Plan. In the PPAs, projects are classified into immediate-term, short-term, and
medium-term. The classification establishes the priority for investment by Manila City
in terms of their urgency and importance to reducing risks and building resiliency.
Table 15: Ranking priorities for Investment
These are classified as critical projects that must be

implemented immediately. Advancement or moving
DRRM agenda forward is impossible without these
projects. The consequence of their non-implementation
will create a major liability to Manila City.
These are classified as important projects that must be

done and implemented within 1-3 years to create the
foundation and infrastructure for DRR, which shall
address significant vulnerability.
These are classified as relevant projects that should be

done and implemented in the next 4-6 years to improve
DRR in the medium - to long-term even with the
limitation of resources.
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PROJECT, PROGRAMS, AND ACTIVITIES FOR DISASTER PREVENTION AND

MITIGATION
The following table enumerates the programs under the thematic area DISASTER
PREVENTION AND MITIGATION. The programs were organized through the council and the
Technical Working Group (TWG) in connection to its urgency and importance determined
through its urgency level.
RANKING PROGRAM
Updating of Local Disaster Risk Reduction and
1
Management Plan
2 Creation and updating of Contingency Plans
Creation and updating of Climate and Disaster Risk
3
Assessment
4 Risk Communication Program
Relocation and Housing Programs of Manila City
5
Government for High-Risk Areas
Creation and updating of Public Service Continuity
6
Plan
7 Conduct of Hazard Vulnerability Risk Assessment
Establishment of Disaster Risk Reduction and
8
Management Building
Establishment of District Offices of Manila DRRM
9
Office
10 Flood Mitigation Programs
Procurement of Licensed Geographical Information
11
System (GIS) Software
12 Creation and updating of thematic maps
13 Identify, and protect critical ecosystems in the city
Procurement of disinfection agents used for misting
and fogging operations (Information Dissemination
14 Collaterals, Hypochlorous Acid Disinfectant,
Germicidal Tablet Disinfectant, Sodium Hypochlorite
Disinfectant, Medical and Dental Laboratory Supplies)
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THEMATIC AREA: DISASTER PREVENTION AND MITIGATION

Table 16: Thematic Area Disaster Prevention and Mitigation
Address current and reduce future risks of communities and government through institutionalized mainstreaming of
Goal
integrated risk management into science, policy, and practice.
Safeguard and maximize use of natural buffers to enhance the protective and resource-giving functions offered by
Objectives
natural ecosystems.
Communities recognize the value and benefits from ecosystem services for disaster risk prevention, and therefore
Outcomes
protect and/or enhance them as part of risk reduction strategies.
Responsible
Projects, Target date
Hazard Person/ Time Level of Source of Intersecting Amount of
Programs, and Targets Key Outputs of
Addressed Agency/ frame Urgency funds Plans Appropriation
Activities Completion
Office
Manila Local
Updating of Local CDRA,
Manila City DRRM Plan,
Disaster Risk HVRA,
Government, Resolution Manila DRRM 3-6 Immediate
Reduction and Annually LDRRMF LCCAP,
Manila DRRM adopting the Council months (Critical)
Management OpCen
Council Manila DRRM
Plan. Manual
Multi-Hazards Plan
- Earthquake Hazard Based
- Flood Contingency
Creation and Manila City
- Tropical Plans,
updating of Government, Manila DRRM 3-6 Immediate LDRRMP,
Cyclones and Resolution April 2022 LDRRMF
Contingency Manila DRRM Council months (Critical) LCCAP
Thunderstorms adopting the
Plans. Council
- Human Induced: Contingency
Fire, Terrorism, plans.
Road Accidents Creation and
Manila City
- Pandemic, updating of Climate and
Government, Manila DRRM 3-6 Critical
Disease Climate and Disaster Risk Annually LDRRMF LCCAP
Manila DRRM Council months (Critical)
Outbreak Disaster Risk Assessment
Council
Assessment.
Establishment of Manila City
Manila DRRM Short-
Risk Government,
Council, August 2022 Term LDRRMF
Communication Manila DRRM
MPIO (Important)
Program. Council
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Relocation and
Housing Constructed
Programs of Indigent condominium 2-3 Long-Term
2024
Manila City Communities type building years (Important)
Government for for indigents
High-Risk Areas
Manila DRRM
Creation and Manila City
Public Service Council, all Short-
updating of Public Government,
Continuity Manila City 2022 Term LDRRMF LDRRMP
Service Manila DRRM
Plan. Department (Important)
Continuity Plan. Council
and Offices
Conduct of Manila City Hazard
Hazard Government, Vulnerability Manila DRRM Immediate
1 year 2023 LDRRMF CDRA
Vulnerability Risk Manila DRRM Risk Council (Important)
Assessment. Council Assessment.
Establishment of Disaster Risk
Manila City
Disaster Risk Reduction
Government, 1-2 Long-Term
Reduction and and 2023
Manila DRRM years (Important)
Management Management
Council
Building. Building.
Establishment of Manila City
Manila DRRM
District Offices of Government, 1-2 Long-Term
Office District 2024
Manila DRRM Manila DRRM years (Important)
Offices
Office. Council
Pumping
Flood prone
Stations, De-
Flood Mitigation areas, Low- 1-2 Long-Term
clogged DEPW 2023 DEPW
Programs. lying years (Important)
drainage
barangays.
systems
Procurement of
Manila
Licensed
Disaster Established Medium-
Geographical Manila DRRM 3-9
Emergency Early Warning 2022 Term LDRRMF
Information Office months
Operations Systems (Important)
System (GIS)
Center,
Software
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Manila DRRM
Council
Creation and
updating of
thematic maps Manila City
Thematic Short-
(Earthquake, Soil Government, Manila DRRM 6-9
Maps, Hazard Annually Term LDRRMF LDRRMP, CP
Liquefaction, Manila DRRM Council months
Maps (Relevant)
Tsunami, Flood, Council
Severe Wind,
Storm Surge).
Identify, and
protect critical 1-2 Long-Term
Green spaces PDO 2023 DPS
ecosystems in years (Relevant)
the city.
Procurement of
disinfection
agents, solutions,
Enclosed Short-
and chemicals Clean Public Manila DRRM 0-6
Spaces, 2022 Term LDRRMF
used for misting, Spaces Office months
Public Places (Important)
fogging, and
flushing
operations
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PROJECTS, PROGRAMS, AND ACTIVITIES FOR DISASTER PREPAREDNESS

PREPAREDNESS. The programs were organized through the council and the Technical
Working Group (TWG) in connection to its urgency and importance determined through its
urgency level.
RANKING PROGRAM
Construction of Disaster Risk Reduction and
1
Management Building
Procurement and installation of Early Warning Devices
(Tsunami Siren, Flood Monitoring Sensors, Automated
2
Weather Stations, Water Level Sensors, Public
Addressing System, Air Quality Monitoring Sensors)
Manila DRRM Council Capacity Building Program
(CCA Training, BLS, WASAR, USAR, CSSR,
3
CBDRRM, LDRRMP, PDNA, RDANA, RRT, EOC, CP,
DRRM, PSCP, ED, BDC, PDRRMS)
Capacity Building for Local Disaster Managers and
4
DRRM Personnel (Ladderized ICS Training Courses)
5 Provision and procurement of disaster GO-BAGS
6 Conduct of quarterly Earthquake Drills
Procurement and integration of Disaster Visibility
7
Information System (DVIS) to the Operations Center
8 Installation of Additional CCTVs
Procurement of Additional Emergency Response and
9
Rescue Vehicle
10 Capacity Building for stakeholders
Hazard Pay for Frontline workers, Responders, and
11
DRRM Personnel
Emergency Operations Center (EOC) enhancement
12
and upgrading
Formulation of Public Service Continuity Plan and
13
Business Continuity Plan
Establishment of Community Based Youth DRRM
14
Councils
15 Implementation of full cluster approach during PDRA
Establishment of Manila DRRM District Monitoring
16
Offices
Equip the council with the necessary PPEs and
17 equipment for all kinds of disasters (Hard Hats,
flashlights, gloves, goggles).
18 Updating of Emergency Operations Center Manual
Ensure that the education curriculum within schools,
19 higher education, universities, and the workplace to
include disaster awareness and training.
Procurement of Additional Medical and Dental
20
Supplies
21 Procurement of Medical and Dental Equipment
22 Procurement of Ambulatory Supplies
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THEMATIC AREA: DISASTER PREPAREDNESS
Goal Strengthen risk governance to manage and reduce disasters.

Objectives Equip the community with the necessary skills to cope with the negative impacts of a disaster.
Outcomes Communities are equipped with the necessary skills and capability to cope with the impact of disasters.
Responsible
Projects, Person/ Target date Source Amount of
Hazard Time Level of Intersecting
Programs, Targets Key Outputs Agency/ of of Appropriation
Addressed frame Urgency Plans
and Activities Office Completion funds
Construction of
Disaster Risk Manila
DRRM Manila 1-2 Long-Term
Reduction and DRRM 2022
Building DRRM Office years (Important)
Management Council
Multi-Hazards Building
Earthquake Procurement
Flood and installation
Tropical of Early
Cyclones and Warning
Thunderstorms Devices
Human (Tsunami
Manila
Induced: Fire, Siren, Flood Operations
Disaster
Terrorism, Monitoring Center, Installed Early Medium-
Operations 6-9
Road Sensors, Manila Warning 2022 Term LDRRMF
Center, months
Accidents Automated DRRM Devices (Critical)
Manila
Pandemic, Weather Council
DRRM Office
Disease Stations, Water
Outbreak Level Sensors,
Public
Addressing
System, Air
Quality
83 | P a g e
Monitoring
Sensors)
Manila DRRM
Council
Capacity
ICS and
Building Manila Short-
DRRM
Program (First- DRRM 1 year 2022 Term LDRRMF
knowledgeable
Aid, BLS, Council (Important)
council
WASAR, SAR,
BICS, MHPSS,
CCCM)
Capacity ICS and
Building for DRRM
Manila Short-
Local Disaster knowledgeable 3-6
DRRM 2022 Term LDRRMF
Managers and DRRM Office months
Council (Important)
DRRM personnel and
Personnel managers.
Indigent
communities,
Manila barangays,
Citizens, Manila City
Provision and
Indigent Departments Manila Medium-
procurement of 3-6
Communities, and Offices, DRRM 2022 Term LDRRMF
disaster GO- months
Manila Manila DRRM Council (Important)
BAGS
DRRM Council
Council equipped with
disaster GO-
BAGS.
Conduct of Barangays,
Short-
quarterly Manila City Prepared Manila 1
Quarterly Term LDRRMF LDRRMP
Earthquake Government, communities. DRRM Office month
(Important)
Drills NGOs,
84 | P a g e
CSOs, Other
stakeholders.
Procurement,
World class
provision and
Disaster
integration of
Operations Emergency
Disaster
Center, Operations Medium-
Visibility Manila 1-2
Manila Center 2022 Term LDRRMF
Information DRRM Office years
DRRM equipped with (Critical)
System (DVIS)
Council sophisticated
to the
early warning
Operations
devices.
Center
Phase 2:
Installation of 2022
Additional Phase 3:
Operations Installed
CCTVs 6 2023
Center, CCTVs for Medium-
Phase 2 Manila months Phase 4:
Manila unhampered Term LDRRMF
Phase 3 DRRM Office – 1 2024
DRRM monitoring of (Critical)
Phase 4 year Phase 5:
Council the city.
Phase 5 2025
Phase 6 Phase 6:
2026
Procurement of
Additional
Manila
Emergency Manila DRRM Manila 1-2 Long-Term
DRRM 2022-2023 LDRRMF
Response and Council DRRM Office years (Important)
Council
Rescue
Vehicle
Capacity Stakeholders,
ICS and 6
Building for Manila Short-
DRRM Manila months
stakeholders DRRM 2022 Term LDRRMF
knowledgeable DRRM Office to 1
(BICS, BLS, Council, (Important)
stakeholders year
FRTC) Barangays
85 | P a g e
All frontline
Hazard Pay for workers and
Frontline personnel,
Medium-
workers, Manila 6-9
2022 Term
Responders, DRRM months
(Important)
and DRRM Office, Manila
Personnel Health
Department
Emergency Operations Integrated
Operations Center, Disaster Medium-
Manila 1-2
Center (EOC) Manila Emergency 2023 Term LDRRMF
DRRM Office years
enhancement DRRM Operations (Important)
and upgrading Council Center
Public Service
Formulation of
Continuity
Public Service Manila Manila Medium-
Plan and 0-6 PSCP,
Continuity Plan DRRM DRRM 2022 Term LDRRMF
Business months LDRRMP
and Business Council Council (Important)
Continuity
Continuity Plan
Plan
Establishment
of Community Established
Barangays, Manila 1-2 Long-Term
Based Youth Youth DRRM 2023 LDRRMF
Youths DRRM Office years (Relevant)
DRRM Councils
Councils
Operations
Implementation
Center, Full council Short-
of full cluster Manila 3-6
Manila approach on 2022 Term LDRRMF
approach DRRM Office months
DRRM PDRA (Critical)
during PDRA
Council
Establishment Manila Established
Manila 1-2 Long-Term
of Manila DRRM Manila DRRM 2023 LDRRMF
DRRM Office years (Important)
DRRM District Council District
86 | P a g e
Monitoring Monitoring
Offices Offices
Equip the
council with the
necessary
PPEs and
equipment for Manila Short-
Manila 6-9
all kinds of DRRM 2022 Term LDRRMF
DRRM Office months
disasters (Hard Council (Critical)
Hats,
flashlights,
gloves,
goggles).
Operations
Updating of Updated
Center, Short-
Emergency Emergency Manila 0-3 OpCen
Manila Annually Term LDRRMF
Operations Operations DRRM Office months Manual
DRRM (Important)
Center Manual Center Manual
Council
Ensure that the
education
curriculum
Graduate
within schools,
students
higher
DCS, All equipped with
education, Manila
universities skills and 1-2 Long-Term
universities, DRRM 2022 LDRRMF
and state knowledge in years (Relevant)
and the Office, DCS
colleges the field of
workplace to
Disaster
include
Preparedness
disaster
awareness and
training.
Procurement of Health Health MHD, Manila 6 Medium-
2022 LDRRMF
Additional Facilities Facilities with DRRM Office months Term
87 | P a g e
Medical and complete to 1 (Critical)

Dental medical and year
Supplies dental supplies
Health
Procurement of 6
Facilities with Medium-
Medical and Health MHD, Manila months
complete 2022 Term LDRRMF
Dental Facilities DRRM Office to 1
medical and (Critical)
Equipment year
dental supplies
6
Procurement of Manila Medium-
Equipped Manila months
Ambulatory DRRM Office 2022 Term LDRRMF
Ambulances DRRM Office to 1
Supplies Ambulances (Critical)
year
Table 17: Thematic Area Disaster Preparedness
88 | P a g e
PROJECTS, PROGRAMS, AND ACTIVITIES FOR DISASTER RESPONSE

RESPONSE. The programs were organized through the council and the Technical Working
Group (TWG) in connection to its urgency and importance determined through its urgency
level.
RANKING PROGRAM
1 Capacity building for the in-house SAR teams.
2 Camp Coordination and Camp Management
Procurement of additional search and rescue
equipment and vehicle (Ambulance, Fire Tanker,
Rescue Helicopter, USAR Truck, USAR Pick-Up,
3
Rescue Vehicle, Fire Boat, Backhoe with loader,
Telescopic Boom Truck, Toolman Truck, EMS
Motorcycle)
4 Creation of Common Platform hotline
5 Provision and procurement of RDANA Kits
6 RDANA activation and deployment
7 Creation of Disaster Waste management cluster
8 MHPSS to disaster-stricken areas
Provision of basic social services to affected
9
population (Mobile kitchen, Mobile Shower)
Establishment of emergency communication systems
10
(Satellite Phones)
Formulation and implementation of an adaptive,
11 standard evacuation plan with a lead team focused on
all evacuation needs, procedures, and protocols.
Establishment and provision of enhanced monitoring
12
system during any incident (Drones)
Provision of hazard pay and health insurance to all
13
front liners, responders, and DRRM personnel.
Establish occupational safety standards for
14
responders
15 Installation of Handwashing stations
Prepositioning and stockpiling of logistics, supplies,
16
food packs, equipment, vehicles, and machineries.
17 Management of the Dead and Missing
89 | P a g e
THEMATIC AREA: DISASTER RESPONSE
Provide risk-based, timely, and anticipatory response actions to address basic life preservation and immediate needs
Goal
of communities and government.
Establish/activate response operations centers with adequate response workforce in communities (50% of all
Objectives
barangays and sitios by 2024 and 100% of which by 2027).
Outcomes Well-established response operations with well-equipped workforce and volunteers.
Responsible
Projects, Target date Source
Person/ Time Level of Intersecting Amount of
Hazard Addressed Programs, and Targets Key Outputs of of
Agency/ frame Urgency Plans Appropriation
Activities Completion funds
Office
Trained SAR
Manila
teams 6
Multi-Hazards Capacity building DRRM Office
equipped with Manila months Short-Term
- Earthquake for the in-house personnel 2022 LDRRMF
sophisticated DRRM Office to 1 (Critical)
- Flood SAR teams specially the
rescue year
- Tropical rescue teams
equipment
Cyclones and
Camp Indigent
Thunderstorms
Coordination and communities, MDSW,
- Human 0-6 Short-Term
Camp disaster- Manila 2022 LDRRMF
Induced: Fire, months (Critical)
Management stricken DRRM Office
Terrorism,
Response areas
Road
Procurement of
Accidents Manila DRRM
additional search
- Pandemic, Office
and rescue Manila Manila 1-2 Long-Term
Disease equipped with 2024
equipment DRRM Office DRRM Office years (Critical)
Outbreak world class
(Ambulance, Fire
equipment
Truck, Rescue
90 | P a g e
Helicopter,
USAR Truck,
USAR Pick-Up,
Rescue Vehicle,
Fire Boat,
Backhoe with
loader,
Telescopic Boom
Truck, Toolman
Truck)
Manila
Citizens, 1 designated
Creation of Manila hotline
1-2 Long-Term
Common DRRM addressing all EDP 2024
years (Critical)
Platform hotline Council, the concerns of
Manila City Manila Citizens
Government.
Manila RDANA teams Manila Medium-
Provision of 0-6
DRRM with complete DRRM Office, 2022 Term LDRRMF
RDANA kits months
Council RDANA kits CGSO (Important)
Fast
assessment on
RDANA Manila the damage to
Manila 0-3 Short-Term
activation and DRRM the city and 2022 LDRRMF
DRRM Office months (Important)
deployment Council needs of the
affected Manila
Citizens
Efficient and
Creation of
Manila timely
Disaster Waste Manila 0-6 Short-Term
DRRM response for 2022 LDRRMF
management DRRM Office months (Important)
Council Disaster
cluster
Waste.
MHPSS to Indigent
MHD, 0-3 Short-Term
disaster-stricken communities, LDRRMF
MDSW, months (Important)
areas Disaster
91 | P a g e
Stricken Manila
Communities DRRM Office
Provision of
basic social Indigent
services to communities,
Manila 0-3 Short-Term
affected Disaster LDRRMF
DRRM Office months (Important)
population Stricken
(Mobile kitchen, Communities
Mobile Shower)
Constant
communication
Establishment of with all the
Manila Manila Medium-
emergency stakeholders, 6-9
DRRM DRRM Office, 2022 Term LDRRMF
communication council, IMTs, months
Council MPIO (Important)
systems responders,
and Operations
Center
Establishment
and provision of
Operations
enhanced Quality Medium-
Center, Manila 6-9
monitoring Monitoring 2022 Term LDRRMF
Manila DRRM Office months
system during within the City (Important)
DRRM Office
any incidents
(Drones)
Provision of
hazard pay and
health insurance High morale
All frontline Long-Term
to all front liners, frontline 2022
workers (Important)
responders, and workers
DRRM
personnel.
Establish
Manila Responders Medium-
occupational Manila 6-9
DRRM Office with 2022 Term
safety standards DRRM Office months
Operations occupational (Important)
for responders
92 | P a g e
Personnel, safety
SAR teams standards.
Indigent
Increased
Installation of communities, Manila
sanitary in 0-3 Short-Term
Hand washing Disaster DRRM Office, 2022 LDRRMF
disaster- months (Important)
stations Stricken MDSW
stricken areas.
Communities
Prepositioning
and stockpiling
of logistics, Manila
High Risk Efficient and
supplies, food DRRM Office, 0-3 Short-Term
Areas and Timely 2022 LDRRMF
packs, MDSW, months (Important)
Communities response
equipment DEPW
vehicles and
machineries
Indigent
Management of communities, DILG-Manila,
0-3 Short-Term
the Dead and Disaster Manila 2022
months (Important)
Missing Stricken DRRM Office
Communities
Table 18: Thematic Area Disaster Response
93 | P a g e
PROJECTS, PROGRAMS, AND ACTIVITIES FOR DISASTER RECOVERY AND

REHABILITATION
The following table enumerates the programs under the thematic area DISASTER RECOVERY AND
REHABILITATION. The programs were organized through the council and the Technical Working
Group (TWG) in connection to its urgency and importance determined through its urgency level.
RANKING PROGRAM
Conduct of Post Disaster Needs Analysis to the
1
affected communities
Establishment and implementation of Public Service
2
Continuity Plan
3 Implementation of Business Continuity Plan
Rehabilitation and repair of damaged infrastructures
4
and lifelines.
5 Provision of livelihood assistance programs
6 Provision of Transition housing
7 Establish standards for Sustainable Recovery Plan
Additional personnel for the conduct of Mental Health
8 and Psychosocial Services (Psychiatrist, Occupational
Therapist, and other related courses)
Implementation of the Building Codes and promote
9
green technology
Implementation of Early Recovery Plans for the City’s
10
tourist and cultural spots
94 | P a g e
THEMATIC AREA: DISASTER RECOVERY AND REHABILITATION
Provide risk-based, timely, and anticipatory response actions to address basic life preservation and immediate needs
Goal
of communities and government.
Establish/activate response operations centers with adequate response workforce in communities (50% of all
Objectives
barangays and sitios by 2024 and 100% of which by 2027).
Outcomes Well-established response operations with well-equipped workforce and volunteers.
Responsible
Target date
Projects, Person/ Source Amount of
Time of Level of Intersecting
Hazard Addressed Programs, and Targets Key Outputs Agency/ of Appropriations
frame Completion Urgency Plans
Activities Office funds
Assessment
Conduct Post Indigent for faster
6
Disaster Needs communities, recovery and Medium-
Manila months
Analysis to the Disaster rehabilitation of 2022 Term LDRRMF
Multi-Hazards DRRM Office to 1
affected Stricken Disaster (Critical)
- Earthquake year
communities Communities Stricken
- Flood
communities
- Tropical
Implementation Continuance of
Cyclones and Short-
of Public Manila City Public Service Manila 0-3 PSCP,
Thunderstorms 2022 Term LDRRMF
Service Government after the DRRM Office months LDRRMP
- Human (Critical)
Continuity Plan disaster
Induced: Fire,
Continuance of
Terrorism,
business
Road Accidents Implementation Manila City Short-
establishments Manila 0-3
- Pandemic, of Business Business 2022 Term LDRRMF LDRRMP
within the city DRRM Office months
Disease Continuity Plan Establishment (Critical)
after the
Outbreak
disaster
Rehabilitation Short-
Damaged Rehabilitated 0-6
and repair of DEPW Term DEPW
Infrastructures infrastructure months
damages (Critical)
95 | P a g e
infrastructure
and lifelines.
Indigent
Provision of
communities, Short-
livelihood Self-sustaining 0-3
Disaster MDSW Term LDRRMF
assistance communities months
Stricken (Critical)
programs.
Communities
Indigent Temporary
Provision of communities, Shelter for Short-
Manila 0-6
Transition Disaster Disaster Term LDRRMF
DRRM Office months
housing Stricken Stricken (Critical)
Communities Communities
Establishment
Indigent
and Faster
communities, Short-
implementation recovery for Manila 0-3
Disaster 2022 Term LDRRMF
of standards for disaster- DRRM Office months
Stricken (Critical)
Sustainable stricken areas
Communities
Recovery Plan
Additional
personnel for
the conduct of
Mental Health
and
Short-
Psychosocial MHD, Manila MHD, Manila 0-3
2022 Term
Services DRRM Office DRRM Office months
(Important)
(Psychiatrist,
Occupational
Therapist, and
other related
courses)
Implementation
of the Building
Citywide World class 1-2 Long-Term
Codes and 2023
infrastructures infrastructures years (Relevant)
promote green
technology
96 | P a g e
Implementation
Manila
of Early Early Recovery
Manila DRRM DRRM 1-2 Long-Term
Recovery Plans plan for the 2023
Council Office, years (Relevant)
for the City’s City of Manila
DTCAM
tourist and
cultural spots
Table 19: Thematic Area Disaster Recovery and Rehabilitation
97 | P a g e
Page | 98

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MANILA DISASTER RISK REDUCTION AND MANAGEMENT PLAN 2021-2028

MANILA DISASTER RISK

MANILA DISASTER RISK REDUCTION AND MANAGEMENT PLAN 2021-2028

Mr. Christian John V. Evangelista, DipAst

Mr. Arnel Eustacio M. Angeles, MPA

Mr. Arnel Eustacio M. Angeles, MPA

Design and Layout:

Mr. Christian John V. Evangelista, DipAst

PAGE 8 DEFINITION OF TERMS

PAGE 12 MAYOR’S MESSAGE

PAGE 13 VICE MAYOR’S MESSAGE

PAGE 14 DIRECTOR’S MESSAGE

PAGE 15 EXISTING DRRM-CCA RELATED POLICIES

PAGE 21 RESOLUTION ADOPTING LDRRM PLAN

PAGE 27 RATIONALE FOR THE FORMULATION OF THE LOCAL DRRM PLAN

PAGE 32 CLIMATE AND DISASTER RISK ASSESSMENT

PAGE 33 CDRA: TROPICAL CYCLONE

PAGE 34 CDRA: EARTHQUAKE

PAGE 35 CDRA: TSUNAMI

PAGE 36 CDRA: SOIL LIQUEFACTION & FLOOD

PAGE 38 LDRRMP FORMULATION AND UPDATING

PAGE 42 EDUCATION CLUSTER

PAGE 43 LAW AND ORDER CLUSTER

PAGE 44 ENGINEERING AND REHABILITATION CLUSTER

PAGE 45 LOGISTIC CLUSTER

PAGE 47 EMERGENCY OPERATIONS CENTER CLUSTER

PAGE 48 MANAGEMENT OF THE DEAD AND MISSING CLUSTER

PAGE 50 FOOD AND NON – FOOD CLUSTER

PAGE 51 CAMP COORDINATION AND CAMP MANAGEMENT CLUSTER

PAGE 52 PROTECTION CLUSTER

PAGE 53 SEARCH, RESCUE, AND RETRIEVAL CLUSTER

PAGE 54 DISASTER WASTE MANAGEMENT CLUSTER

PAGE 64 DISASTER PREVENTION & MITIGATION

PAGE 66 DISASTER PREPAREDNESS

PAGE 69 DISASTER RESPONSE

PAGE 73 DISASTER RECOVERY AND REHABILITATION

PAGE 78 PROJECTS, PROGRAMS AND ACTIVITIES

PAGE 29 FIGURE 2: THE LDRRM PLANNING CYCLE

PAGE 30 FIGURE 3: ORGANIZATION OF THE MANILA CITY DRRM COUNCIL

PAGE 30 FIGURE 4: COMPOSITION OF THE MANILA CITY DRRM OFFICE

PAGE 32 FIGURE 5: CDRA STEPS

PAGE 33 FIGURE 6: MONTHLY TROPICAL CYCLONE CLIMATOLOGY

PAGE 34 FIGURE 7: PHILIPPINE EARTHQUAKE MAP

PAGE 35 FIGURE 8: CITY OF MANILA EARTHQUAKE INTENSITY MAP

PAGE 35 FIGURE 9: MANILA TRENCH MAP

PAGE 36 FIGURE 10: CITY OF MANILA TSUNAMI MAP

PAGE 36 FIGURE 11: CITY OF MANILA SOIL LIQUEFACTION MAP

PAGE 55 FIGURE 13: MDRRMO ORGANIZATIONAL STRUCTURE

PAGE 76 FIGURE 14: NATIONAL DRRM FRAMEWORK

PAGE 43 TABLE 2: EDUCATION RESPONSE CLUSTER

PAGE 45 TABLE 3: ENGINEERING AND REHABILITATION RESPONSE CLUSTER

PAGE 46 TABLE 4: LOGISTIC RESPONSE CLUSTER

PAGE 47 TABLE 5: EMERGENCY OPERATIONS CENTER RESPONSE CLUSTER

PAGE 50 TABLE 6: FOOD AND NON-FOOD RESPONSE CLUSTER

PAGE 51 TABLE 7: CAMP COORDINATION AND CAMP MANAGEMENT CLUSTER

PAGE 52 TABLE 8: PROTECTION RESPONSE CLUSTER

PAGE 54 TABLE 9: SEARCH, RESCUE, AND RETRIEVAL RESPONSE CLUSTER

PAGE 55 TABLE 10: DISASTER WASTE MANAGEMENT RESPONSE CLUSTER

PAGE 64 TABLE 11: DISASTER PREVENTION AND MITIGATION

PAGE 66 TABLE 12: DISASTER PREPAREDNESS

PAGE 69 TABLE 13: DISASTER RESPONSE

PAGE 73 TABLE 14: DISASTER RECOVERY AND REHABILITATION

PAGE 77 TABLE 15: RANKING PRIORITIES FOR INVESTMENT

PAGE 79 TABLE 16: THEMATIC AREA DISASTER PREVENTION AND MITIGATION