EDUC613_Term_Paper.Emergency & Disaster Management.pdf

EMERGENCY & DISASTER MANAGEMENT
_________________________________________________
A Term Paper
Presented to the
Faculty of the Graduate Studies and Applied Research
Laguna State Polytechnique University
San Pablo City Campus
San Pablo City
________________________________________________
In Partial Fulfillment
Of the Requirements in
Institution Building (EDUC 613) for the Degree
Doctor of Education
Major in Educational Management
Atty. Rushid Jay Sancon
Professor
Marilyn L. Bristol
December 28, 2021

Emergency & Disaster Management
I. INTRODUCTION
Weeks prior to the Covid-19 Pandemic Outburst, the country’s economy is on the
verge of plummet due to simultaneous occurrence of different natural disasters. Typhoons
Rolly and Ulysses that hit the country in November in just a span of two weeks have
brought devastation to a large swath of Luzon, further darkening that year’s growth
outlook. Philippine Institute of Volcanology and Seismology (PHIVOLCS) has raised Taal
Volcano to Alert Level 3 (Magmatic unrest) when a phreatomagmatic eruption occurred
at the main crater that generated a plume that rose up to 1km. Despite the Philippines’
abundance in natural resources, it is located along the typhoon belt in the Pacific, the
Philippines is visited by an average of 20 typhoons every year, five of which are
destructive. Being situated in the “Pacific Ring of Fire” makes it vulnerable to frequent
earthquakes and volcanic eruptions. Its geographical location and physical environment
also contribute to its high-susceptibility to tsunami, sea level rise, storm surges,
landslides, flood/flashflood/flooding, and drought. And this pandemic only adds up to the
struggle of our fellow Filipinos.
The National Disaster Risk Reduction and Management Council (NDRRMC),
formerly known as the National Disaster Coordinating Council (NDCC), is a working group
of various government, non-government, civil sector and private sector organizations of
the Government of the Republic of the Philippines established by Republic Act 10121 of
2010. It is administered by the Office of Civil Defense (OCD) under the Department of
National Defense (DND). The council is responsible for ensuring the protection and
welfare of the people during disasters or emergencies. The NDRRMC plans and leads
the guiding activities in the field of communication, warning signals, emergency,
transportation, evacuation, rescue, engineering, health and rehabilitation, public
education and auxiliary services such as firefighting and the police in the country. The
Council utilizes the UN Cluster Approach in disaster management. It is the country's focal
for the ASEAN Agreement on Disaster Management and Emergency Response
(AADMER) and many other related international commitments. Preparing for a disaster
is not an easy task. The need to prepare for the country of unexpected shocks has

become clearer than ever. Epidemics, floods, storms, droughts and earthquakes are all
expected to become more frequent and severe, affecting hundreds of millions of people
every year. The National Disaster Risk Reduction and Management Council continues to
improve their preparedness for disasters. This includes:
• Coordinating with national authorities and partners to know what risks and hazards
to prepare for
• Training and equipping millions of volunteers as first responders to a wide range
of hazards
• Researching new technologies to improve their response
• Working with communities to understand the needs of those most at risk
• Setting up early warning systems so communities can take early action before a
disaster hits.
Disaster preparedness isn’t just the right thing to do, it’s the smart thing to do. We
must step up action and investment in preparedness now, rather than waiting for the next
disaster to hit.
In our local community in Lucena City, the Local Government Units in each
barangay coordinates with school, hospitals, BFP and the PNP for immediate response
in time of emergency.
II. OBJECTIVES
The purpose of this paper is to discuss the following:
1. The steps, programs and policies of the National Disaster Risk Reduction and
Management Council (NDRRMC) in preparing the people for any disaster.
2. What are the challenges that the National Disaster Risk Reduction and
Management Council (NDRRMC)?
3. What solutions do they formulate in order to deal with these challenges?
4. How do they address the needs of each Filipino citizen after a disaster struck?
III. DISCUSSION
According to the National Disaster Risk Reduction and Management Plan
(NDRRMP) 2011‐2028, The National Disaster Risk Reduction and Management Plan
(NDRRMP) fulfills the requirement of RA No. 10121 of 2010, which provides the legal

basis for policies, plans and programs to deal with disasters. The NDRRMP covers four
thematic areas, namely, (1) Disaster Prevention and Mitigation; (2) Disaster
Preparedness; (3) Disaster Response; and (4) Disaster Rehabilitation and
Recovery, which correspond to the structure of the National Disaster Risk Reduction and
Management Council (NDRRMC). By law, the Office of Civil Defense formulates and
implements the NDRRMP and ensures that the physical framework, social, economic and
environmental plans of communities, cities, municipalities and provinces are consistent
with such plan. The NDRRMP is consistent with the National Disaster Risk Reduction and
Management Framework (NDRRMF), which serves as “the principal guide to disaster risk
reduction and management (DRRM) efforts to the country….” The 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.
The NDRRMP sets down the expected outcomes, outputs, key activities,
indicators, lead agencies, implementing partners and timelines under each of the four
distinct yet mutually reinforcing thematic areas. The goals of each thematic area lead to
the attainment of the country’s overall DRRM vision: Disaster Preparedness: Establish
and strengthen capacities of communities to anticipate, cope and recover from the
negative impacts of emergency occurrences and disasters; Disaster Response: Provide
life preservation and meet the basic subsistence needs of affected population based on
acceptable standards during or immediately after a disaster; Disaster Prevention and
Mitigation: Avoid hazards and mitigate their potential impacts by reducing vulnerabilities
and exposure and enhancing capacities of communities; Disaster Rehabilitation and
Recovery: Restore and improve facilities, livelihood and living conditions and
organizational capacities of affected communities, and reduced disaster risks in
accordance with the “building back better” principle.
The NDRRMP is a road map on how DRRM shall contribute to gender-responsive
and rights-based sustainable development. Highlights include:
• The need for institutionalizing DRRM policies, structures, coordination mechanisms
and programs with continuing budget appropriation on DRR from national down to

local levels. Thus, several activities will strengthen the capacity of the personnel of
national government and the local government units (LGUs) and partner
stakeholders, build the disaster resilience of communities and institutionalize
arrangements and measures for reducing disaster risks, including climate risks.
• The importance of mainstreaming DRRM and CCA in the development processes
such as policy formulation, socio-economic development planning, budgeting and
governance, particularly in the area of environment, agriculture, water, energy,
health, education, poverty reduction, land-use and urban planning and public
infrastructure and housing, among others. This is achieved through activities such
as development of common tools to analyze the various hazards and vulnerability
factors which put communities and people in harm’s way.
• Competency and science-based capacity building activities alongside the nurturing
of continuous learning through knowledge development and management of good
DRRM practices on the ground.
• The inclusion of human-induced disasters that result in internally displaced
persons, public anxiety, loss of lives, destruction of property and sometimes socio-
political stability. Encompassing conflict resolution approaches, the plan seeks to
mainstream DRRM into the peace process.
The NDRRMP is guided by good governance principles within the context of poverty
alleviation and environmental protection. It is about partnerships towards effective
delivery of services to the citizenry, i.e., working together through complementation of
resources. Thus, harnessing and mobilizing the participation of civil society organizations
(CSOs), the private sector and volunteers in the government’s DRRM programs and
projects is part and parcel of the plan. Efforts were made to align the NDRRMP with
national plans such as the Philippine Development Plan, National Climate Change Action
Plan, and National Security Policy such that DRRM activities are integrated with budget
allocation by relevant government line agencies. Specific DRRM-related activities are
undertaken using timelines that will help national leaders and local chief executives to
ensure completion within their terms.
In general, the set of activities are divided into three timelines: short term, 2011 –
2013; Medium term, 2014 – 2016; and long term, 2017 – 2028. In the medium-term,

NDRRMP shall have contributed to meeting the commitments under the Millennium
Development Goals and Hyogo Framework for Action. The activities identified under the
short and medium terms coincide with and complement the targets made under the
Philippine Development Plan 2011-2016. The long-term activities and projects are
expected to be completed at the same time as that of the National Climate Change Action
Plan to reinforce the convergence of these two plans. For Thematic Areas 3 and 4,
operational timelines are indicated in the plan. The use of operational timelines is deemed
useful at the local level during actual operations in response, rehabilitation and recovery.
If the activities last beyond six years for rehabilitation and recovery, the duration is
considered long term. In the area of Disaster Response, the maximum timeline is “beyond
three months.”
To fast track the implementation of the NDRRMP, priority projects and
demonstration sites are identified. The purpose is to either replicate good DRRM
practices or implement projects in areas which need them most. All priority projects are
to be implemented within the immediate or short-term period from 2011 to 2013. The
priority projects of the NDRRMP are:
1. Development of the following Plans:
• Joint workplan for DRRM and CCA
• Local DRRM plans
• National Disaster Response Plan (to include a system for Search, Rescue and
Retrieval SRR; scenario-based preparedness and response plans)
• Risk financing
2. Development of IEC and advocacy materials on RA 10121, DRRM and CCA
3. Development of guidelines on:
• Communications and information protocol before, during and after disasters
• Creation of DRRM teams
• Criteria/standards for local flood early warning systems
• Evacuation
• Infrastructure redesign and/or modifications
• Manual of operations of disaster operations centers
4. Development of tools on

• DRRM and CCA mainstreaming in the national and local-level planning
• Damage and Needs Assessment (DANA) and Post-DANA
• Psychosocial concerns
5. Establishment of
• DRRM Training Institutes
• Local flood early warning systems (through integrated and sustainable
management river basins and water sheds – like the Cagayan River Basin (CRB)
in Region 2
• End-to-End Early Warning Systems in Provinces of Bulacan, Leyte, Albay,
Municipalities of Kitcharao and Santiago, Agusan del Norte and Butuan City
6. Establishment of local DRRM Councils and Offices and their operations centers, as
prescribed by RA 10121
7. Conduct of inventory of existing DRRM and CCA resources and services
8. Development and implementation of DRRM and CCA activities using 5% of
government agency’s allocation from the annual national budget or General
Appropriations Act (GAA);
9. Hazard and risk mapping in the most high-risk areas in the country (e.g., community-
based DRRM and CCA risk mapping in the municipalities of Kitcharao and Santiago
in Agusan del Norte and Butuan City)
10. Institutional capability program on DRRM and CCA for decision makers, public
sector employees, and key stakeholders
11. Mainstreaming DRRM and CCA (e.g., Esperanza Municipality in Agusan del Sur in
CARAGA and in San Francisco Municipality in Camotes Island)
12. PDNA capacity building for national government agencies, regional line agencies,
and local offices.
13. Review, amend and/or revise the following:
• Building Code and integrate DRRM and CCA
• Executive Order No. 72 s. 1993,which provides for the preparation and
implementation of the CLUPs of local government units
• Implementing Rules and Regulations of RA No. 10121
• Various environmental policies (i.e., EO No. 26, etc) to integrate DRRM and CCA

Implementation of the NDRRMP. At the national level, implementation of the
NDRRMP shall take place through the integration of DRRM into relevant national plans
such as the Philippine Development Plan (PDP) as well through the development and
implementation of respective action plans of government agencies for their respective
activities as indicated in the NDRRMP. As explicitly stated under Republic Act 10121, the
NDRRMC has the overall responsibility of approving the NDRRMP and ensuring that it is
consistent with the NDRRMF. It also has the main responsibility of coordination,
integration, supervision and monitoring the development and enforcement by agencies
and organizations of the various laws, plans, programs, guidelines, codes, or technical
standards required by this Act; managing and mobilizing resources for DRRM, including
the National DRRM Fund; monitoring and providing the necessary guidelines and
procedures on the Local DRRM Fund (LDRRMF) releases as well as the utilization,
accounting, and auditing thereof. Within the NDRRMC, four committees will be
established to deal with the four thematic areas set forth in the NDRRMP and the
NDRRMF. Following RA 10121, the overall lead or focal agency for each of the four
priority areas are the vice-chairpersons of the NDRRMC, namely:
• Vice-Chairperson for Disaster Prevention and Mitigation: Department of Science
and Technology (DOST)
• Vice-Chairperson for Disaster Preparedness: Department of Interior and Local
Government (DILG)
• Vice-Chairperson for Disaster Response: Department of Social Welfare and
Development (DSWD)
• Vice-Chairperson for Rehabilitation and Recovery: National Economic and
Development Authority (NEDA)
In addition, the Office of Civil Defense has the main responsibility of ensuring the
implementation and monitoring of the NDRRMP. Specifically, it is tasked to conduct
periodic assessment and performance monitoring of member-agencies of the NDRRMC
and the RDRRMCs as indicated in the NDRRMP. It is also responsible for ascertaining
that the physical framework, social, economic and environmental plans of communities,
cities, municipalities and provinces are consistent with the NDRRMP.

Agency leads and implementing partner organizations and/or groups are identified in
the NDRRMP to ensure the effective implementation of the NDRRMP. Lead agencies and
implementing partners shall work together to identify specific programs and projects and
pin down specific budgets to effect better DRRM investments and synergy between
government programs.
The NDRRMP also outlines the roles of the national government, the NDRRMC, OCD,
the Regional Disaster Risk Reduction and Management Council (RDRRMC), the Local
Disaster Risk Reduction and Management Offices (LDRRMOs), and the Provincial, City,
Municipal Disaster Risk Reduction and Management Councils (P/C/MDRRMC or Local
DRRMCs),
An important link in the national-local chain are the Regional Disaster Risk
Reduction and Management Councils (RDRRMCs) and the Local DRRMCs. The
RDRRMC shall take the overall lead in ensuring that DRRM-sensitive regional
development plans contribute to and are aligned with the NDRRMP. Local DRRM Plans
(LDRRMPs) which OCD is tasked to evaluate, shall ensure that DRR measures are
incorporated into the Comprehensive Development Plan (CDP) and the Comprehensive
Land Use Plan (CLUP) of the local government units. The LDRRMPs shall be developed
by the Local DRRM Offices (LDRRMOs) at the provincial, city and municipal levels and
the Barangay Development Councils. These offices shall play a critical role in attaining
community resilience against disasters.
Resource Mobilization. At the national and local levels, the following sources can be
tapped to fund the various DRRM programs and projects:
1. General Appropriations Act (GAA) – through the existing budgets of the national line
and government agencies
2. National Disaster Risk Reduction and Management Fund (NDRRMF)
3. Local Disaster Risk Reduction and Management Fund (LDRRMF)
4. Priority Development Assistance Fund (PDAF)
5. Donor Funds
6. Adaptation and Risk Financing
7. Disaster Management Assistance Fund (DMAF).

Aside from the fund sources, the NDRRMP will also tap into the non-monetary
resources available which can help attain the targets identified in this plan, namely:
1. Community-based good practices for replication and scaling up
2. Indigenous practices on DRRM
3. Public-Private-Partnerships
4. DRR and CCA networks of key stakeholders.
For the evaluation, results-based programming shall be used in ensuring that
implementation is on time and learning from experiences is built into the DRRM system.
The OCD shall develop a standard monitoring and evaluation template together with the
Technical Management Group. The stepwise monitoring and evaluation process includes
the LGU, regional and national levels. To monitor and evaluate, the indicators will be used
against targets and activities identified in each of the four thematic areas of the NDRRMP
with the aid of the identified means of verification. Annual reporting is done by the
NDRRMC through the OCD to the Office of the President, Senate and House of
Representatives, within the quarter of the succeeding year. The HFA Monitor online tool
will also be used by the NDRRMC as a working format to undertake national multi-
stakeholder consultation processes as progress is reviewed and challenges are
systematically identified.
In addition, for a more effective operation, the NDRRMC fund has been increasing
since then to ensure effectivity. In spite of all of this, the department still suffers in several
aspects: 1) Weak coordination and collaboration among stakeholders. According to the
2013 DILG Preparedness Assessment Report, there is much to be desired in terms of
coordination between national government agencies, LGUs, civil society organizations,
volunteers and the private sector. The current DRRM structure where authority is shared,
responsibility is dispersed and resources are scattered, renders it difficult to operate an
effective emergency management activity. According to the ADB, the secretariat of the
NDRRMC lacks capacity to provide the coordination and facilitation functions for
NDRRMC agencies. It has a weak knowledge management capability for delivering
hazard and risk information to all of its stakeholders, encouraging other line agencies to
take on this task (ADB, 2012). Moreover, the NDRRMC is composed of members from
various departments with their respective roles and responsibilities aside from DRRM

responsibilities. Because officials in the NDRRMC come from different departments,
leadership and coordination are difficult (Silver, 2014). 2) Lack of capacity of line agencies
and LGUs to perform DRRM functions. An off-cited issue in the Philippine disaster
management is the lack of capacities of line agencies and LGUs to assume DRRM
activities. Among the reasons include limited manpower, lack of technical knowledge and
understanding, limited financial resources and lack of technology such as multi-hazard
early warning system. The LGUs are not sufficiently empowered with technical capacity
and resources to realize their duties required by law. The national table assessment on
LGU compliance to RA No. 10121 conducted by the DILG-Bureau of Local Government
Supervision in 2013 showed that only 23 percent of LGUs located in flood-prone areas
are prepared for disasters in terms of awareness, institutional capacities, and
coordination. 3) Less priority given to DRRM activities. DRRM activities are not often
among the top priorities in some LGUs. More pressing problems such as health, food and
education are often prioritized particularly at the local level due to foreseen immediate
benefits compared to DRRM with long term result. DRRM activities are seen by
communities as long-term investment which cannot bring immediate impacts. Hence,
there is difficulty in getting support for DRRM, especially if the community has not
experienced many disasters. Municipalities that are not familiar with disasters do not see
the need for implementing DRRM programs and institutions (Silver, 2014). 4) Weak
implementation of laws and policies. The lack of governance and weak enforcement of
disaster management related laws have led to the proliferation of establishments and
informal settlers in low-lying and high-risk areas (no building zones). According to the
2009 Global Facility for Disaster Reduction and Recovery (GFDRR) Annual Report, many
structures do not fully comply with the regulations set in the Building Code and
Environmental Compliance Certificates (ECCs). In some LGUs, appropriate building
codes and standards are compromised to reduce construction costs. Poor regulation in
the construction of buildings and other physical establishments in disaster‐prone areas
contribute to increased risks in communities. 5) The lack of and difficulty in accessing
DRRM data/information. The lack of and difficulty in accessing adequate DRRM data/
information adds to existing problems on disaster management. Information such as
disaster risks, costs and damages as well as best practices are inefficiently collected,

disorganized and are scattered and not readily available online. There is no centralized
database consolidating necessary disaster information. Some data have to be officially
requested in writing or worse, require payment to get them. 6) Post-disaster focuses of
disaster funds. The Philippine government has several funds to cushion the impacts of
disasters. These include the NDRRM Fund, LDRRM Fund, People's Survival Fund, and
special provisions in the GAA. Funds also come from private sector through donations,
endowments, grants and contributions. The Commission on Audit (COA) reported,
however, that public spending on disaster management is characterized as largely
reactive as shown by the huge balances of calamity funds before the occurrence of a
disaster and the corresponding increase in expenditures during disaster response. It
noted that the national government tends to allocate more funds on disaster response,
not on preparedness. 7) Monitoring of disaster fund expenditures. The NDRRM Fund
generally increased for the past five years. From PhP2 billion in 2010, it substantially
increased to PhP14 billion in 2015, indicating government’s recognition of DRRM
initiatives in view of major disaster events in the country for the past years. RA No. 10121
requires all departments/ agencies and LGUs that are allocated with DRRM fund to
submit to the NDRRMC monthly statements on the utilization of DRRM funds. The same
is true with the utilization of the QRF. There is no data available to be able to assess the
degree of “disaster response adequacy” using the QRF. A Philippine Institute for
Development Studies (PIDS) study revealed that there is no narrative report or document
on QRF funded activities, services, and projects indicating the accomplishments and
timing of fund use. This is a serious systemic concern considering that huge amounts of
money are being poured into the QRF, and that answering efficiency concerns could
mean saving more lives and properties. 8) Slow disbursement of disaster funds. Another
problem in the financing system for disaster risks is the slow disbursement of disaster
funds. The Philippine Development Plan (PDP) 2011-2016 reported that disbursement of
disaster funds to disaster victims sometimes takes up 9 to 12 months from the moment
of application of LGUs. Delays in disbursement of funds are usually caused by the failure
of LGUs to comply with the criteria and requirements set by funding institutions. 9)
Difficulty in tracking foreign disaster assistance. The government launched in November
2013 the Foreign Aid Transparency Hub (FAiTH) 5 to monitor foreign assistance to the

country in response to calamities. The portal came in response to urgent call for the
government to monitor the movement of foreign aid for Yolanda victims so that various
foreign aids will go exactly where they are supposed to go. The portal contains data on
amount pledged and received but it does not contain the dates of commitment and
disbursement, hence, the amounts disbursed per year are not reflected. While the COA
can access information on disaster funds channeled through government agencies, it
cannot track the amount of international assistance channeled through private and other
institutions.
IV. CONCLUSION
In conclusion to this term paper, the need for greater coordination is well
recognized for effective disaster management in the Philippines. Therefore, greater
organizational, management and task synchronization at all levels of the country’s DRRM
system should be a top priority. The usage of the latest modern technology would make
an even greater service effectivity as well. Information and Communication Technology
should be the standard of all the government institutions for a more effective
communication between each department. Proper fund allocations and transparency is
also recommended particularly after a disaster for rehabilitation purposes. Balanced
calamity funds and more trainings and seminar for the citizens.
Terminologies:
Adaptation the adjustment in natural or human systems in response to actual or
expected climatic stimuli or their effects, which moderates harm or
exploits beneficial opportunities
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.
Civil Defense disaster preparedness and prevention activities, other than military
actions, geared towards the reduction of loss of life and property
brought about by natural or human-induced disasters.
Climate
change
a change in climate that can be identified by the 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.
Contingency
Planning
a course of action designed to help an organization respond to an
event that may or may not happen. Contingency plans can also be
referred to as ‘Plan B’ because it can work as an alternative action if
things don’t go as planned.
Covid-19 an acute respiratory illness in humans caused by a coronavirus,
capable of producing severe symptoms and in some cases death,
especially in older people and those with underlying health conditions.
It was originally identified in China in 2019 and became pandemic in
2020.
Disaster a sudden event, such as an accident or a natural catastrophe, that
causes great damage or loss of life.
Disaster
Mitigation
measures are those that eliminate or reduce the impacts and risks of
hazards through proactive measures taken before an emergency or
disaster occurs.
Disaster
Preparedness
Disaster preparedness consists of a set of measures undertaken by
governments, organizations, communities or individuals to better
respond and cope with the immediate aftermath of a disaster, whether
it be human-made or caused by natural hazards
Disaster
Response
The aim of emergency response is to provide immediate assistance
to maintain life, improve health and support the morale of the affected
population.
Disaster Risk The potential loss of life, injury, or destroyed or damaged assets which
could occur to a system, society or a community in a specific period of
time, determined probabilistically as a function of hazard, exposure,
vulnerability and capacity.
Disaster Risk
Reduction
aimed at preventing new and reducing existing disaster risk and
managing residual risk, all of which contribute to strengthening
resilience and therefore to the achievement of sustainable
development.

Emergency a serious, unexpected, and often dangerous situation requiring
immediate action.
Hazard A hazard is any source of potential damage, harm or adverse health
effects on something or someone. Basically, a hazard is the potential
for harm or an adverse effect
NDRRMC National Disaster Risk Reduction and Management Council
Rehabilitation the action of restoring someone to health or normal life through
training and therapy after imprisonment, addiction, or illness.
Risk
Assessment
a systematic process of evaluating the potential risks that may be
involved in a projected activity or undertaking.
State of
Calamity
in the context of disaster management in the Philippines, refers to a
status that could be declared widespread within the country, or certain
localities, in response to a destructive, natural, or man-made disaster.
This measure allows the release of "calamity funds" allocated to local
governments and control the pricing of basic commodities in the
affected areas
Vulnerability the quality or state of being exposed to the possibility of being attacked
or harmed, either physically or emotionally.
IV. BIBLIOGRAPHY
Bollettino Vincenzo, Alcayna Tilly, Enriquez Krish, and Vinck Patrick. (6/2018).
Perceptions of Disaster Resilience and Preparedness in the Philippines.
Domingo Sonny N., Manejar Arvie Joy A. (December 2018). Disaster Preparedness and
Local Governance in the Philippines.
https://pidswebs.pids.gov.ph/CDN/PUBLICATIONS/pidsdps1852.pdf
Dariagan Johnny D., Atando Ramil B., Asis Jay Lord B. (October 26, 2020). Disaster
Preparedness of Local Governments in Panay Island, Philippines.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7587520
UNDRR. (2019). Disaster Risk Reduction in the Philippines.
https://www.unisdr.org/files/68265 682308philippinesdrmstatusreport.pdf
https://hhi.harvard.edu/publications/perceptions-disaster-resilience-and-preparedness-
philippines

Congress of the Philippines. (2010). REPUBLIC ACT No. 10121 “Philippine Disaster
Risk Reduction and Management Act of 2010”
https://www.lawphil.net/statues/repacts/ra2010 10121 2010.html

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