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Abra Provincial Disaster Risk Reduction and

Management Plan

Under the Administration of

Hon. MARIA JOCELYN V. BERNOS GOVERNOR

2016-2018


Management Plan

Introduction

I. PROVINCIAL PROFILE

General Information 1

II. RISK PROFILE

a. Brief Overview 12

b. Areas Prone to Natural Hazards 14

c. Other Environmentally-Constrained Areas 18

d. Geological Hazards 27

e. Summary 31

f. Vulnerability and Consequence Analysis 32

g. Conclusive Remarks 44

h. SWOC Analysis 45

III. PDRRM PLAN

a. Vision/Mission 57

b. Provincial Plan 58

c. Conclusion 62

IV. STRUCTURE AND STANDARD OPERATING PROCEDURE

a. Abra PDRRMC

i. Organizational Chart 66

ii. Early Warning System 67

iii. Evacuation System 75

iv. Search and Rescue System 93

v. Medical Services System 100

vi. Relief Distribution System 106

vii. Rehabilitation and Recovery System 108

viii. Security System 110

b. Incident Command System 128

c. General Disaster Guide for the Public 136

V. ANNEXES

a. Pictorials

PDRRMC Trainings and Other Activities 142

Capacitating the Public on DRRM 159

b. List of Equipments 168

c. List of Community Disaster Volunteers 172

d. Executive Order Reconstituting the Abra PDRRMC 174

e. Memorandum Circular Creating the PDRRMO 179


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INTRODUCTION

The Abra Provincial Disaster Risk Reduction and Management (PDRRM) Plan was formulated in particular compliance to RA 10121. The PGA nonetheless recognizes the importance of the PDRRM plan as the chief reference for the province in crafting and implementing effective disaster risk reduction and management programs in the province.

The Abra PDRRM Plan has particularly mapped out the details of how we in the

council could maximize the utilization of our meager revenues allocated for our disaster preparedness and mitigation activities, including our rescue and rehabilitation efforts.

This plan outlines the geo-physical attributes of the province, and based on these data, proposes appropriate interventions to mitigate susceptibility of the province to hazards. Apart from a geo-phycial inventory, this plan likewise examines the capacity of the PDRRMC, both in terms of knowledge and inputs, and recommends capacity-building measures accordingly. Lastly, this plan also contains basic standard operating proceduresof PDRRMC operations for quick reference.

The Abra PDRRM Plan is the result of a series of consultations with the different

member-agencies of the council, spearheaded by the Office of the Governor and the PDRRMO.


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I. GENERAL INFORMATION

LOCATION, LAND AREA AND POLITICAL SUBDIVISIONS, OVERVIEW OF PROVINCIAL PROFILE

A. BRIEF HISTORY

The first inhabitants of Abra were the ancestors of the Bontocs and the Ifugaos. These

inhabitants eventually left to settle in the old Mountain Province. Other early inhabitants were the

Tingguians, or Itnegs, as they are also known. In 1598 a Spanish garrison was established in Bangued to

protect the Ilocanos who converted to Christianity from Tingguian raids. Originally the area was called

El Abra de Vigan ("The Opening of Vigan"). During the Spanish Occupation of the Philippines, Gabriela

Silang and her army fled to Abra from Ilocos and continued the revolt begun by her slain

husband, Diego Silang. She was captured and hung by the Spanish in 1763.

In 1818, Ilocos Province was divided into the province of Ilocos Norte and Ilocos Sur, in which

ABRA became a part of Ilocos Sur. On October 3, 1846, Abra became a politico-military province under

a Spanish military Governor and remained so until the arrival of the Americans in 1899.On February 28,

1905 the Philippine Commission enacted Act 1306 annexing the province of Abra to the province of

Ilocos Sur for financial economic reasons. Twelve years later, on March 9, 1917 the Philippine

Legislature enacted Act 2683 authorizing the segregation of the Province of Abra for the Province of

Ilocos Sur and establishing the Province of Abra to full provincial status. Then the Governor General

Francis Burton Harrison issued Executive Order No. 23 implementing it and declaring the provisions of

A t 8 to e i full for e effe t i the Pro i e of A ra.

From then on, Abra started to chart its own destiny as a province producing and adding to its

already long list of luminaries. Worth mentioning are such names as Supreme Court Justice Ignacio

Villamor (First Filipino President of the UP); Don QuintinParedes, statesman, jurist and legislator; Col.

Jesus Villamor (from whom Villamor Air Base is named); and other sons and daughters that make Abra

No. 1 province, not only in the alphabetical listing of provinces, but also in terms of sterling

performances and outstanding personalities.

B. LOCATION

The province of ABRA is located on the northwestern side of the Cordillera Administrative

Region in Northern Luzon. Its deep valleys, wide plains and sloping hills are shut-off by rugged

mountains, except on the western portion where the Abra River flows towards the coastal plains of

http://en.wikipedia.org/wiki/British_Occupation_of_the_Philippines

http://en.wikipedia.org/wiki/Gabriela_Silang

http://en.wikipedia.org/wiki/Gabriela_Silang

http://en.wikipedia.org/wiki/Diego_Silang


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Ilocos Sur. It is bounded on the north by the provinces of Ilocos Norte and Apayao, on the east by the

province of Kalinga, on the west by the province of Ilocos Sur and on the south by Mountain Province

(Maps 1 and 2). It lies between 120.07º and 120.28º east longitude and 14.58º north latitude. It is

approximately 408 kilometers north of Manila and 197 kilometers northwest of Baguio City. The

province is roughly rectangular in shape with irregular boundaries.

The province has a total land area of 397,555 hectares, the largest in terms of area in the region

with the division of Kalinga and Apayao into two separate provinces. Geographically, Abra may be

divided into two parts, the east and northwestern portions and the southern and western portions.

The east and northwestern portions border the provinces of Ilocos Sur, Kalinga and Apayao and

considered the uplands/highlands. This comprise of rolling hills and rugged mountains that constitute

more than half of the provincial land area. The southern and western portions of the province

comprise of what is considered lowlands in the province, where most of the plains and valleys are

located.


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Total Land Area and Number of Barangays by Municipality

Province of Abra


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Name of MunicipalityNumber of

Barangays

Total Land Area

(sq.km.)% to the Total

Bangued 31 105.70 2.66

Boliney 8 136.40 3.43

Bucay 21 127.60 3.21

Bucloc 4 50.00 1.26

Daguioman 4 101.00 2.54

Danglas 7 172.90 4.35

Dolores 15 36.40 0.92

La Paz 12 80.70 2.03

Lacub 6 295.30 7.43

Lagangilang 17 66.70 1.68

Lagayan 5 100.50 2.53

Langiden 6 105.20 2.65

Licuan-baay 11 266.90 6.71

Luba 8 137.90 3.47

Malibcong 12 316.10 7.95

Manabo 11 81.10 2.04

Penarrubia 9 37.50 0.94

Pidigan 15 50.00 1.26

Pilar 19 93.20 2.34

Sallapadan 9 89.00 2.24

San Isidro 9 35.90 0.90

San Juan 19 72.90 1.83

San Quintin 6 69.30 1.74

Tayum 11 42.70 1.07

T ineg 10 793.70 19.96

Tubo 10 423.90 10.66

Villaviciosa 8 87.00 2.19

ABRA 303 3,975.50 100.00

C. PHYSICAL RESOURCES

C.1 GENERAL LAND AND WATER CHARACTERISTICS


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C.1.1 TOPOGRAPHY AND SLOPE

The topography of the province is generally rugged to mountainous. Elevation ranges from 5 in

San Quintin to 2,468 meters above sea level specifically located at Mt. Bangbanglan in the

municipalities of Boliney and Tubo. The ridges of the mountains generally follow a north-south

direction conformable with the major geologic lineaments of the region. In contrast, the western flank,

where the Abra River flows has comparatively less rugged topography and lower relief.

Most of A ra’s la d area is hara terized by steep to very steep slopes. More than 71% of its

land has slope of 30 percent and above predominantly located in north, northwestern, eastern and

southern portions of the province bordering the provinces of Ilocos Norte, Kalinga, Apayao and

Mountain Province. Approximately 29% is classified under flat to moderately steep slopes, and these

are mostly found in the western and southern portions of the province where most of the agricultural

lands and built-up areas located.

A out % of A ra’s la d lies on elevation of 1000 meters above sea level roughly 15 percent of

the regio ’s total falls u der this ategor Ta le 8-9 and Map 9). Areas with this elevation category are

mostly found in northeastern and southeastern portions of the province.

Slope Characteristics

Province of Abra

Categories/Description

Slope Class

(%)

Area

(estimates in

hectare)

Percent

Level to nearly level 0-3 458.25 11.53

Gently sloping to undulating 3-8 106.50 2.68

Undulating to rolling 8-18 272.50 6.85

Rolling to moderately steep 18-30 296.25 7.45

Steep 30-50 221.00 5.56

Very steep <50 2,621.05 65.93

Total 3,975.55 100.00 Source: DENR-CAR


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C.1.2 WATER RESOURCE

Abra as part of the Cordillera serves as the watershed of North Luzon. It hosts one of the major river basins in the country which has been affirmed to have enormous water-holding capacity – the

ABRA RIVER. The Abra River Basin has a drainage area of 5,125 square kilometers, and extends to more


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or less the whole Abra province and to adjoining areas of the provinces of Apayao, Benguet, Kalinga,

Ilocos Sur, locos Norte, Ifugao and Mt. Province (Figure 1). The area of the province corresponds more

or less to the central and lower portions, and represents 78 percent of the area of the river basin.

Abra River originates at Mt. Osdong in the municipality of Mankayan, province of Benguet and

traverses north until Lagangilang and Tayum where it is joined by Tineg River and turns west to drain

into the China Sea through the coastal plains of Cauayan, Ilocos Sur. Major tributaries include Tineg

(Anayan, Binongan and Palsuguan rivers), Sinalang, Malanas, Soot, Malapaao, Damanil, Utip, Dilong,

Ikmin, Manikbel, Bucloc and BaayRivers. The drainage areas of these rivers range from 25 to 500

square kilometers and channel widths varies from approximately 500 meters to 3 kilometers. These

rivers are currently utilized as source of water for irrigation, micro-hydro projects particularly in upland

areas and a potential source of domestic water supply.

Based on the data, it is estimated that approximately 79,105 hectares of the watershed area of

Abra River in the province of Abra is severely eroded. This corresponds to about 20% of the whole area

of the province. Main causes for erosion are natural events (earthquake with consequent slides) and

the impact of man and animals (overgrazing, mining, and slash-and-burn). Most of the heavily eroded

lands are pastureland/grasslands which are regularly burnt and which are generally very steep.

Lakes (Kimkimay, Limbo and Banahaw lakes) are also found in the province. The first two are

located in the municipality of Villaviciosa and the latter in the municipality of Luba.

C.1.3 GEOLOGICAL FEATURES

The province of Abra is part of the physiographic province known as the Luzon Central

Cordillera. As delineated by the Bureau of Mines and Geosciences, this physiographic unit occupies the

central portion of northern Luzon, from Benguet to Aparri (BMGS, 1982) .

The eastern highlands of Abra consist of metavolcanic and metasediments, with a diorite

intrusive as part of the Central Cordillera Plutonic Complex. Gold, copper and silver prospects are

associated with this complex. The foothills of the eastern flanks and the western highlands of Abra are

dominated by relatively recent caustic sediments, including greywacke,sandstone and limestone

deposit. The limestone deposit of Bucay is part of this sedimentary sequence.

Highlands of Abra are dominated by relatively recent caustic sediments, including greywacke,

sandstone and limestone deposit. The limestone deposit of Bucay is part of this sedimentary sequence.

Northern Luzon including Abra is traversed by numerous faults. The most dominant of these are

the splays of the Philippine Fault and a complementary set of northeast lineaments. The splays assume a more northerly to northeasterly strike traversing the western side of northern Luzon. Based on

available data, the Abra Fault is one of the prominent splays of the Philippine Fault Zone and emerges


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Apayao

at the southern part of the Central Cordillera with a north-northwesterly strike. Abra Fault traverses

the Abra River longitudinally onwards into Ilocos Norte where it joins Bangui Fault, another suspected

strike-slip fault. Large earthquakes (e.g. from 1923 to 1990) are associated with these faults.

VIGAN,ILOCOS SUR

Banaoang Bridge

ABRA

San Diego, Pidigan

Aerial view of the Mighty Abra River


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C.1.4CLIMATE

The climate of the Philippines can be classified into four types according to rainfall pattern. The province of Abra is classified under Type I Climate of the Coronas Classification which is characterized

by two pronounced seasons: dry from November to April and wet the rest of the year.


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The average annual rainfall recorded was 3,000 millimeters (minimum -1,500 mm/year and

maximum – 5,500 mm/year). The maximum rainfall was observed during August, while the minimum

was during February. Temperatures range from 21ºC to 33ºC in average and a humidity of between 65-

94% and a mean average of 81%. The hottest month is May (28.8ºC) while the coolest is January

(25.5ºC).

Agriculturists differentiate climate in Abra between two climate zones: Agro-climatic Zone A

and Agro-climatic Zone B. The former covers the lowland and hilly areas on the western/southwestern

parts of the province with annual rainfall range of 2,100-3,000 millimeters and a temperature range of

26-28ºC. The latter zone covers the northern, eastern, and southeastern highlands or mountainous

areas of the province with annual rainfall of 3,100-4,000 millimeters and a temperature range of 16-

18ºC.

Municipalities which fall within agro-climatic zone A include San Quintin, Langiden, Pidigan, San

Isidro, Pilar, Villaviciosa, Manabo, Peñarrubia, Bucay, Bangued, Lagangilang, Dolores, La Paz, San Juan,

Danglas and Lagayan while municipalities under agro-climatic zone B include Tineg, Lacub, Licuan-baay,

Malibcong, Daguioman, Bucloc, Boliney, Luba and Tubo.

II. RISK PROFILE

INTRODUCTION


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Hazards, both man-made and natural are imminent threats to humans. Exposure and

vulnerability to these hazards determine the levels of risks. While natural hazards are beyond the

bounds of humans, reduction to the exposure and vulnerability reduces the levels of risks.

Determining the exposure and vulnerability of natural hazards, we can estimate risks and thus

mitigating measures may be identified to reduce risks. The study will serve as a basis for decision

making and policy direction. It is within this context that this study was conducted.

The formulation of the Disaster Risk Reduction (DRR) / Climate Change Adaptation (CCA)

Enhanced Provincial Development and Physical Framework Plan (PDPFP) was in response to the

observed frequent occurrences of disaster and climate change and its effect in the province.

Integrating the DRR/CCA to the PDPFP is in accordance with the National Economic and Development

Authority (NEDA) Guidelines on the Provincial / Local Planning and Expenditure Management (PLPEM).

It also responds to the Administrative Order No. 1 of President Benigno Simeon C. Aquino III which

directs to adopt and use the guidelines to enhance natural DRR efforts in the local planning process

among others.

Generally, the study will estimate the levels of risks of the various hazards. Through geographic

information system, we will be able to analyze the frequency and consequence of these hazards and

determine who, where and how much these risks would cost.

Initially, the Disaster Risk Assessment (DRA) process was undertaken by generating and

processing hazard maps based on the collected available historical data from PHILVOCS, NAMRIA and

other agencies using the Rapid Earthquake Damage Assessment System (REDAS). Maps generated

were used in analyzing hazards that may potentially affect the province.

Likewise, reports from previous calamities/disasters from the Provincial Social Welfare and

Development Office (PSWDO) and Office of the Civil Defense (OCD) were collected as basis on the

analysis of the Provincial Hazard Profile.

HAZARD CHARACTERISTICS

A. BRIEF OVERVIEW

The most frequent natural hazards that affected the province were flooding, landslides and ground

shaking. These were either triggered by typhoons or earthquakes.

These were 18 typhoons recorded that affected the province from 2001 – 2010

LIST OF TYPHOONS


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YEAR NAME DATE

2010 TY JUAN Oct. 17-18

2009 TY EMONG May 6-29

TY KIKO Aug. 3-20

TY ONDOY Sept. 26-28

TY PEPENG Oct 3-8

2008 TY COSME May 16

TY HELEN Jul 14

TY JULIAN Aug 4

TY KAREN Aug 19-22

TY NINA Sept 21-23

2007 TY CHEDENG Aug 7

TY EGAY Aug 13

TY HANNA Sept 28

TY INENG Oct 2

TY KABAYAN Nov 4

TY MINA Nov 23

2004 TY IGME Jul 24

2001 TY FERIA Jul 4-5

More than a week

In terms of spatial extent, typhoons Feria and Igme were the most significant where almost all the

ten (10) upland municipalities and barangays situated along water bodies were isolated. During

typhoon Feria, there were 20 casualties reported, 11 missing and 29 injured. There were 4,084 families

affected and a total of P5.35 M cost of damages to houses and P 11.6 M estimated cost of damages to

infrastructures.

Typhoon Igme affected a total of 584 families and damages on infrastructures reported reached a

total of P498.3 M, P201.9 M on agricultural and P247.5 M on houses.

HISTORICAL DISASTER, PROVINCE OF ABRA


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Hazard Flood

Ground Shaking

Earthquake Event Typhoon

Feria Typhoon

Igme Typhoon Pepeng

Typhoon Juan

Date Jul 4-5, 2001

Jun 29-30, 2004

Oct 3, 2009 Oct 17-18, 2010

Jul 16, 1990

Affected Area 20 muns. 20 muns 20 muns 18 muns Province wide

Number of

Casualties

Dead 20 2 2 0 5

Missing 11 3 0 0 1

Injured 29 7 1 0 78

Number of

Families

Affected

Families 36,636 4,084 22,961 6,015 584

Persons 188,541 28,915 113,144 30,307 3036

Number of

Houses

damaged

Totally 1,976 130 43 3 104

Partially 7, 312 685 911 119 149

Estimated

Cost of

Damages

(Millions P)

Houses 247,493 5,350 0.78 ND

Agri 201, 852 171,528 124,834 38,366 ND

Infra 498.281 207,226 127.5 3.898 ND

Source of Information PSWDO PSWDO PSWDO PSWDO OCD

There are 18 recorded earthquakes with epicenters within the province from 1862 to 2003. The

epicenter of the July 16, 1990 earthquake was located in the municipality of Tubo with a magnitude of

4.7 on the Ritchersacle (NEIC-USGS) and a depth of 33 meters. There were five (5) fatalities reported,

one (1) missing and 78 injured. The depth was 5th shallowest among the data. There were three (3)

reported earthquakes that had 0 meter depth, the epicenters of which were located in the

municipalities of La Paz (Dec. 14,1879), Malibcong (September 8, 1862) and San Quintin (October 28,

1931).

B. AREAS PRONE TO NATURAL HAZARDS

This category includes areas subject to natural or environmental hazards such as earthquakes,

typhoons, tsunami, volcanic eruption, active fault line, flooding and landslides.

There are two major (2) identified areas as prone to natural hazards in the province. These are

the severe flooding and potential landslide areas and the fault line areas.

Flood prone/severe flooding mostly occurs in areas along the Abra River and its major

tributaries affecting the municipalities of Manabo, Bucay, San Juan, Lagangilang, Dolores, Tayum, La Paz, Bangued and Pidigan. The occurrence of severe flooding in these areas is attributed by the river constricts at San Diego, Pidigan where only a passage of 200 m width is available for large floods

resulting in a tail water effect.


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Based on available data, there are major faults in CAR one of this is the Abra River Fault- a splay

of the Philippine Fault. This fault line dissects the province lengthwise following the Abra River

traverses portions of Kabayan, Bugias and Mankayan in Benguet and portions of Manabo, Lagangilang,

Dolores, San Juan and Lagayan in the province of Abra.

ABRA


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FLOOD SUSCEPTIBILITY LEVELS, PROVINCE OF ABRA

MUNICIPALITY

SUSCEPTIBILITY LEVELS (BARANGAYS)

HIGH MODERATE/LOW BANGUED STA. ROSA, CABULAON, CALABA

(LOWER) PALAO, LIPCAN

LINGTAN, SAN ANTONIO, BANACAO,

SAGAP


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BOLINEY DANAC EAST, DANAC WEST,

KILONG-OLAO, DAOANGAN,

POBLACION, BAOYAN, DUMAGAS

BUCLOC DUCLIGAN, LAMAO, LINGEY, LABAAN

BUCAY ABANG, PAGALA, SALNEC, POB

NORTH, POB SOUTH

DUGONG, TABIOG, BANGCAGAN,

QUIMLOONG, PATOC, LAYUGAN,

MADALIPAY, PAQUILING, BANGBANGCAG, PALAQUIO

DAGUIOMAN PIKEK, TUI, CABAROYAN ABLEG

DOLORES ISIT, CARDONA, MUDIIT, POB.,

SALUCAG, BAYAAN

LANGANGILANG TAPING, DALAGUISAN,

NAGTUPACAN, PAOA, PRESENTAR, AGUET, BALAIS, LAGBEN

POB. SAN ISIDRO

LAGAYAN PANGOT, QUIWAS, POB. BAI,

COLLAGO

LANGIDEN MABONGTOT, MALAPAAO, QUILIAT,

BAAC

NALNAS, DALAYAP

LA PAZ MUDENG, BULBULALA, TOON, BULI SAN GREGORIO, POB. MALABBAGA,

CANAN

LUBA LUZONG, POB. AMPALIOC,

GAYAMAN, SABNAGAN

MANABO STO. TOMAS, LUZONG, AYYENG/POB. SAN RAMON EAST,

SAN RAMON WEST, SAN JUAN SUR,

SAN JUAN NORTE

PIDIGAN POB WEST, PAMUTIC, SAN DIEGO, SULBEC, GARRETA

PILAR SAN JUAN EAST, KINABIL BROOKSIDE

SAN ISIDRO TANGBAO

SAN JUAN ABUALAN, BAUG, COLLIONG,

BADAS, CABCABBURAO, QUIDAOEN,

SILET, POB. LAMAG, PATTAOIG, DAOIDAO, SABANGAN, TAGAYTAY

SALLAPADAN GANNGAL, NAGUILIAN

SAN QUINTIN PALANG, LABAAN POBLACION

TAYUM BASBASA, BUMAGCAT, BAGALAY,

GADDANI, DEET, POB. PATUCANNAY, CABAROAN

TUBO POB. WAYAGAN, SUPO, DILONG,

TUBTUBA, TABACDA, KILI

C. OTHER ENVIRONMENTALLY CONSTRAINED AREAS

Included areas under this category, but not limited to,areproclaimed catchment, coastal zones,

severely eroded andNetwork of Protected Areas for Agriculture(NPAA) areas.


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In the province, there are two (2) identified under the category of environmentally-constrained

areas: the severely eroded areas and NPAA highly restricted agricultural lands.

NPAA are located and concentrated mostly in lowland and some in the uplands except the

municipalities of Daguioman, Bucloc, Lacub, Tubo and Boliney.

Erosion of soil cover in the uplands is a dominant problem of the province. Unprotected soil or

land and those without vegetation are easily washed away by rain and floods. This consequently

results to losses in agriculture as potential agricultural land is lost. Steep slopes, instabilities because of

earthquakes and other natural phenomena, human and animal activities such as overgrazing, slash-

and-burn are the main causes of soil erosion. The latter is greatly practiced in most of the upland

municipalities to augment food deficiencies or shortage. It is noted that approximately 79,105 hectares

or about 20% percent of the provincial area is greatly affected by erosion.

Erosion largely occurs in the municipalities of Tineg, Licuan-Baay, Tubo and Lacub. In the

municipality of San Isidro, more than 72 percent of its municipal area is greatly affected by severe

erosion. Most of the severely eroded areas have grassland vegetation and found in higher slopes.


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RAINFALL-INDUCED LANDSLIDE SUSCEPTIBILTY

MUNICIPALITY

SUSCEPTIBILITY LEVELS (BARANGAYS)

HIGH MODERATE/LOW

BANGUED SAN ANTONIO, BANACAO, SAGAP


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BOLINEY AMTI, BAOYAN, DANAC EAST, DANAC WEST, POB.

DAOANGAN, DUMAGAS, KILONG OLAO

BUCLOC LAMAO, LINGEY, DUCLIGAN, LABAAN

DAGUIOMAN ABLEG, CABAROYAN, PIKEK, TUI

DANGLAS CAUPASAN, NAGAPARAN, CABAROAN, ABAQUID

LANGIDEN MALAPAAO, MABUNGTOT

LICUAN BAAY LICUAN BAAY

LUBA SABNAGAN, POB. AMPALIOC, GAYAMAN

MALIBCONG BAYABAS, BINASARAN, BUANAO, DULAO,

DULDULAO, GACAB, LAT-EY, POB. MATARAGAN, PACQUED, TARIPAN, UMNAP

MANABO

PIDIGAN ARAB, IMMULI, SUYO, GARRET, SULVEC,

MONGGOC

SALLAPADAN MAGUYEPYEP, NAGUILLIAN

SAN ISIDRO

SAN QUINTIN TANGADAN, VILLA MERCEDES, PANTOC

TAYUM PATUCANNAY

TINEG POB. ALAOA, ANAYAN, APAO, BELAAT, CAGANAYAN, COGON, LANEC, LAPAT-BALANTAY,

NAGLIBACAN

TUBO ALANGTIN, AMTUAGAN, DILONG, KILI, POB. SUPO, TIEMPO, TUBTUBA, WAYAGAN, TABACDA

VILLAVICIOSA TUQUIB, CALLAO


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Lateral erosion of the Abra River presents another problem for settlement and agriculture use

of the land. Most of the severely eroded is somehow natural in meandering and braided rivers, but it

attacks riverbanks and foundations of infrastructure measures. Various segments of the Abra River experienced active channel migration. Avulsions have

occurred in some parts of the Province are re-occupied. The most active part of the Abra River System


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is the section from Luba up to San Diego (Pidigan) Constriction. Significant channel migration from

1952 to the present is notable in the Poblacion of Bucay, Barangay Bangbangar, Sta Rosa and Barangay

Palao, all in Bangued. Channel migration has also been noted in some major tributaries.

Alluvial terraces immediately adjoining river channels, areas located along old river channels or

meander, areas located in the outside of the meander bend and point bar deposits are severely

affected by fluvial hazards.

Bank erosion is common in river bends particularly in San Ramon, Manabo, Bucay,

Langangilang, Sta. Rosa, Bangued to Pidigan and La Paz affecting rich agricultural lands.

SUMMARY OF HYDROMETEROLOGIC HAZARDS THAT MAY POTENTIALLY OCCUR IN THE PROVINCE

MUICIPALITY

HYGROMETEOROLOGIC HAZARD

RAIN INDUCED LANDSLIDE FLOOD

HIGH MOD LOW HIGH MOD LOW

BANGUED X X X X X


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BOLINEY X X X

BUCAY X X X X

BUCLOC X X

DAGUIOMAN X X

DANGLAS X X X X

DOLORES X X X

LA PAZ X X X X X

LACUB X X X

LANGAGILANG X X X X

LAGAYAN X X X X X

LANGIDEN X X X X X

LICUAN BAAY X X X X

LUBA X X X X X

MALIBCONG X X X

MANABO X X X X X

PENARRUBIA X X X X X

PIDIGAN X X X X X

PILAR X X X X X

SALLAPADAN X X X X

SAN ISIDRO X X X X

SAN JUAN X X X X

SAN QUINTIN X X X X X

TAYUM X X X X X

TINEG X X X X

TUBO X X X X

VILLAVICIOSA X X X X

D. GEOLOGIC HAZARDS GEOLOGIC FEATURES


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The province of Abra is part of the physiographic province known as the Luzon Central

Cordillera. As delineated by the Bureau of Mines and Geosciences, this physiographic unit occupies the

central portion of northern Luzon, from Benguet to Aparri.

The eastern highlands of Abra consist of metavolcanic and metasediments with a diorite

intrusive as part of the Central Cordillera Plutonic Complex. Gold, copper and silver prospects are

associated with this complex. The foothills of the eastern flanks and the western highlands of Abra are

dominated by relatively recent clastic sediments, including greywackle, sandstone etc. and a limestone

deposit. The limestone deposit of Bucay is part of this sedimentary sequence.

Northern Luzon including Abra is traversed by numerous faults. The most dominant of these are

the splays of the Philippine fault and a complementary set of northeast lineaments. The splays assume

a more northerly to northeasterly strike traversing the western side of northern Luzon. Based on

available data, the Abra fault is one of the prominent splays of the Philippine Fault Zone and emerges

at the southern part of the Central Cordillera with north-northwesterly strike, Abra fault traverses the

ABRA RIVER longitudinally onwards into Ilocos Norte where it joins Bangui fault, another suspected

strike-slip fault. Large earthquakes (e.g. 1923-1990) are associated with these faults.

For the past years, there were four(4) earthquakes that occurred in the province based on the

report of NEIC-USGS and around 19 earthquakes reported from 1979 to 2003. These are the

September 9, 1979 earthquake, occurred at 12:51 with magnitude of 4.5 and depth of 48 meters with

epicenter at Danglas, Abra; July 30, 1985 earthquake, occurred at 6:54 with a magnitude of 4.8 and

depth of 14 meters with epicenter in Tineg. Another earthquake was that of April 15, 1999, occurred at

12:26 am with a magnitude of 4.9 and depth of 33 meters with epicenter at Tubo and felt again at 8:35

PM with a magnitude of 4.6 and a depth of 33 meters in the same epicenter. Finally, the July 17, 1990

earthquake, occurred at 5:26 PM with a magnitude of 4.6 and depth of 33 meters with epicenter in

Tubo and shake was again felt at 9:47 PM with a magnitude of 5.2 and depth of 33 meters with the

same epicenter.

Report from SOEPD showed that of the 19 earthquakes, the April 22, 1996 earthquake which

occurred at 2:23PM recorded the highest intensity with a magnitude of 5.4, depth of 18 with epicenter

at Sallapadan, Abra. The lowest intensity was the earthquake that occurred last January 4, 1999 at

12:19 pm with a magnitude of 4.5, depth of 33 meters and epicenter located at Lacub, Abra. Based on

available reports, the July 16-17, 1990 earthquake resulted to (5) five casualties, 78 injured, (1) one

missing, 584 families affected, 104 houses totally and partially damaged.

Two active fault lines are found in the province and these are the Abra River Fault Line and the

West Ilocos Fault Line. The Abra River Fault Line traverses the municipalities of Tineg, Lagayan, San

Juan, Dolores, Langagilang, Bucay, Manabo, Luba and Tubo. The West Ilocos Fault Line on the other

hand traverses the municipalities of San Quintin, Langiden and Northeastern Bangued.

Based on presumed scenario that, IF EVER an earthquake epicenter lies in the center of the

province along the Abra River fault Line, if it has a depth of zero and reaches a magnitude of 7.8 which


Management Plan

was based on the maximum intensity of the July 16, 1990 earthquake, the following may possibly

happen and be experienced in the province of Abra.

GROUNDSHAKING SCENARIO

Based on ground shaking hazard map generated, about 70% of the total land area of the

province may be affected by intensity VII and VIII 30% by intensity VI. The municipalities of San Juan, La

Paz, Dolores, Langangilang, Tayum, Bucay, Penarrubia, Bangued,Langiden, San Quintin, Pidigan, San

Isidro, Pilar, Villaviciosa, Manabo, Luba, Tubo, Boliney, Bucloc, Daguioman, Licuan-Baay and Sallapadan

may experience earthquake intensity VII and VIII, while the municipalities of Tineg, Lacub,

Malibcong,Lagayan and Danglas may experience intensity VI.

EARTHQUAKE INDUCED LANDSLIDE SUSCEPTIBILITY SCENARIO

Based on Earthquake Induced-Landslide Susceptibilty map generated,about 10% of the

province may fall under high susceptibility to earthquake induced-landslide, 12% under moderate

susceptibility and 45% under low susceptibility.

The municipalities of Lagayan, Danglas, Bangued, Langiden and San Quintin may be highly

susceptible to earthquake induced-landslide, while the municipalities of Licuan-Baay, Lacub, Tineg,

Tubo, Luba, Pilar, Villaviciosa, Boliney, Bucloc,Sallapadan, Daguioman and Malibcong may be low and

moderate susceptible.


Management Plan


Management Plan

E. SUMMARY

The geomorphologic characteristic and varying width channel of the ABRA RIVER and

deforestation present high potential of flooding and bank erosion in the province. Such hazard greatly

affects the municipalities situated along the Abra River and its tributaries. Likewise, the presence of a

fault line located along the Abra River makes the province susceptible to earthquakes with accompanying effects of ground shaking, earthquake-induced landslides and liquefaction. The worst

scenario that may occur is a strong earthquake with epicenter located in Bangued (Capital town). This

scenario would greatly affect the economy of the province, being Bangued as the center of commerce,

seat of the provincial government, social services, major health facilities and education center.

Bangued is where private medium rise building are concentrated.

F. VULNERABILITY AND CONSEQUENCE ANALYSIS

METHODOLOGY

An assessment of risks to natural disaster and climate change is not complete without an

assessment of vulnerability. The Offi e of Ci il Defe se defi es ul era ilit as the hara teristi s a d


Management Plan

circumstances of a community, system or asset that make it susceptible to the damaging effects of a

hazard .

Analysis will include the determination of the sensitivity, exposure and adaptive capacity of

selected sectors strategic or relevant to the province. Weights were assigned to indicators and sub-

indicators to derive a vulnerability index and a categorization scale. Natural conditions and

characteristics were also considered as a factor of vulnerability to a hazard. Descriptive and qualitative

analysis were used in the vulnerability analysis.

With the river constriction of the Abra River in Barangay Cabulaon, Bangued and San Diego,

Pidigan, Abra,more intense and longer duration of rain would induce flooding in areas along the banks

upstream of the Abra River. This is further compounded by the accumulated erosion debris from past

rains that silt the main body of the Abra River. Riverbeds had become shallower and their width had

become wider.

POPULATION AND SETTLEMENTS

There are 28,198 populations who are highly exposed to flooding. This represents 12% of the

provincial population of 230,953. They are either settled along the river banks of the Abra River or its

tributaries. Most families living in these areas are low-income families depending mostly on

agriculture. The municipalities of Bangued, Dolores and Tayum have the highest number of population

exposed to flooding in high susceptible areas. Bangued has a total of 7,158 population exposed to high

susceptible areas 3,958 in Dolores and 3,460 in Tayum, 2,966 in La paz and 1,743 in San Juan. However

as to population exposure percentage in high susceptible areas,the municipality of Dolores have the

highest with 37 percent followed by Tayum with 26 percent, La paz with 20 percent, San Juan and

Manabo with 18 percent since most of the population living in this areas depends mostly on

agriculture, increase in the number of population exposed to flooding is expected in the future.

Likewise, property incidence will consequently be in the affected areas .

Population in the municipalities of Bucloc, Daguioman, Lacub, Malibcong,Sallapadan, Tineg and

Tubo are not exposed to flooding considering the topography and terrain in the areas.


Management Plan

The worst flooding was experienced during typhoon Feria in 2001 which affected 36,638

families or 188,541 persons. There were 20 deaths, 11 missing and 29 injured reported. It damaged

1,976 houses totally and 7,312 houses partially.


Management Plan

The event brought about the destruction of several utilities and services affecting greatly the

economy of the province during the succeeding months.

An estimated 66,296 or 28% of the population of the province are highly exposed to rain-

induced landslide.Generally, they are the settlers in the upland municipalities in the province where

settlements are mostly situated in slope which are prone to landslides.

However, the highest number of population exposed to RIL is found in Bangued. Though Bangued is

not an upland municipality, the identified barangays highly susceptible to RIL are situated in a higher

elevation and have large number of population with a total of 12,350 highly exposed to RIL. Large

number of population highly exposed to RIL is also found in the municipalities of Tubo and Tineg with a

total of 5,439 and 3,828, respectively. These are upland municipalities where settlements are situated

in steep slopes. As to percentage exposure to RIL in highly susceptible areas, the municipality of San

Isidro have the highest with 6 percent of the total population of the municipality followed by the

municipalities of Bangued, La Paz, Pidigan, Pilar, San Quintin and Villaviciosa with 4 percent.

Rain-induced landslide could cause the migration of the affected population to other

municipalities. This could burden them of reestablishing new residence or farmlands that need scarce

capital or investments.

BUILDING / BUILT-UP AREAS

Public buildings and structures like school buildings, municipal halls, hospitals, Rural Health

Units (RHUs),Cell Sites, and bridges are too affected by flooding. Bangued, the center of growth have

the most building structures that will be affected by flood. Priority I structures located in flood prone

areas in Bangued include 12 school buildings (AHS, Agtangao, Elem Sch., ASIST,AVC,Bacsil Elem Sch.,

Bangbangar Elem. Sch.,Bangued North Elem Sch., Bangued Central School, DWCB,HSAB, and

Sinapangan Elem Sch.),2 hospitals (APH and Seares Hospital) and 1 bridge (AgtangaoBridge). Among

these structures, SinapanganElem School was found to be highly exposed to flooding while the rest are rated low to moderate.

Buildings and Structures with high exposure to flooding within highly susceptible areas are also

found in the municipality of San Juan. This includes priority I buildings and structures namely; Lam-

agElem.Sch., San Juan Central Sch., St John national Sch., Badas Bridge and Malanas bridge. Priority 2

with high exposure to flooding in the areas is the SMART cell sites located at South Poblacion and

priority 3, the San Juan Municipal Hall, including their gymnasium, and San Juan Police Station all

located in Poblacion. In La Paz, Mudeng National high School was categorized as priority I with high

exposure to flooding and Soot Bridge both located in barangays Mudeng. The Municipal Halls of Bucloc

and Luba are also among the buildings/structures under priority 3 with high exposure.

Possible increase in the number of buildings and space which will be exposed to flooding is

expected in the municipality of Bangued being the capital town in the province where economic


Management Plan

activities and government social services are concentrated. Likewise, increase in the number of

buildings and structures highly exposed to flooding are also expected in secondary growth centers (La

Paz, Lagangilang and Manabo) in the province.

Destruction of the identified buildings would probably limit access to social services not only in

the growth centers but also in other affected areas. Likewise, destruction of bridge identified with high

susceptibility to flooding would result to disturbance in the flow of economic activities especially in the

growth centers.

On the other hand, buildings and structures categorized as priority I with high exposure to Rain

Induced Landslides (RIL) are Villaviciosa Central School and St. Paul High School both located in

Poblacion, Villaviciosa and Luba Footbridge in the municipality of Luba.SMARTCell Site located in

Bilabila, Sallapadanis categorized as priority 2 and also highly exposed to RIL. Municipal halls inBucloc

and Malibcong, Barangay Hall in Tubo and Police Station in Villaviciosa are among the buildings in the

province categorized as priority 3 which were identified as highly exposed to RIL.

In the same manner, destruction of buildings and structures brought about by Rain Induced

Landslides (RIL) would consequently affect the delivery of social services and communication services

in the affected areas.

Built up areas which include residential, commercial and institutional areas are also affected by

flooding. A total of 1,207.3327 hectares of built-up areas in the province are within highly susceptible

areas to flooding. This represents 13.75% percent of the total built-up areas of the province while

28.64 percent or a total of 2,515.61599 hectares are within low susceptible areas to flood. Most of the

areas with high susceptibility to flooding are found in the municipalities of Bangued with a total

320.59934 has, San Juan with 156.88777 has, La Paz with 83.52391 has and Manabo with 63.83953

has. Exposure to flooding in these areas is high because there are barangays where built –up areas are

situated near the Abra River and its tributaries.

Of the total built–up area in the province, 11.81 percent or 1,042.7751 hectares are highly

susceptible to RIL and these are mostly found in the municipalities of Licuan-Baay, Malibcong, Tubo,

Lacub and Boliney. These are all upland municipalities where built-up areas are situated in steep

slopes. Highest exposure percentage was in Malibcong of which 96 percent of its total land area

ishighly exposed to RIL. Built-up areas with low susceptibility to RIL totaled 3,352.2834 hectares. These

are mostly found in lowland municipalities where most of the built-up areas are situated in flat to

gently sloping.

Competition to access of services provided by these localities is expected when these localities

suffer from landslides. The burden will be most felt in Bangued which it is the center of service which

caters not only to residents of Bangued but also to most of the province.

ECONOMIC SECTOR ACTIVITIES


Management Plan

Agricultural lands,usually cultivated with corn, root crops and vegetables is normally located

near the banks of the Abra River and its tributaries. The Abra River also serves as a fish production area

and a major source of water for irrigation.

In the province, 14.83% of the total agricultural area or 3,602.726 hectares are exposed with

high susceptibility to flooding. These areas are mostly found in the municipalities of Bangued with a

total of 692.031 has followed by Dolores with 400.558 has, San Juan with 389.184 has and

Langangilang with a total of 371.634 has. As to exposure percentage within highly susceptible areas,

the municipality of Langiden registered the highest with 91 percent or 108.147 has out of 188.710 has.

The lowest percent exposure within high susceptibility areas isLagayan with only 1 percent or 226.980

has. The municipalities of Danglas, Pilar, San Isidro,Tineg,Tubo and Villaviciosa have no exposed

agricultural areas with high susceptibility to flooding.

A total of 399.904 hectares of agricultural lands in the province are also exposed to Rain

Induced Landslides (RIL) with highly susceptible areas. Most of these areas are found in the

municipalities of Sallapadan,Tubo, Danglas,Manabo,Luba and Lagayan, planted with

rice,corn,vegetables, and mixed perennial crops. The municipality of Sallapadan has the largest

affected area with a total of 96.584 hectares, followed by Tubo with a total of 59.629 hectares,Danglas

with 53.394 hectares,Luba with 27.313 hectares and Lagayan with 21.486 hectares. Upland

u i ipalities like i “allapada , Tu o, a d Lu a here kai gi is ei g do e i slopi g areas are prone to landslides.

Restoration of damaged of farmlands involves additional capital or investments which farmers

are scarce of.Supply of food commodities will likewise decrease and thus, affecting the development

thrust of the province on economic acceleration and food self-sufficiency.

INFRASRUCTURE, LIFELINE

The existing road networks in the province include national, provincial, municipal and barangay

roads. Most of these roads with good condition are found in Metro Bangued which covers the

municipalities of Bangued, Tayum, Penarrubia, and Pidigan.The road network from Bangued to the

different municipalities plays an important role in accessing goods and services where they are

concentrated in the capital town of Bangued.

Local roads (provincial, municipal and barangay roads) in the province highly exposed to

flooding are mostly found in Bangued specifically roads going to barangay Sagap, Banacao and other

barangays located across Abra River and its tributaries. A total of 7.7236 kms of local roads within the

municipality is exposed to flooding within highly susceptible areas. However, as to exposure

percentage, only 17% of the identified local roads within the municipality are highly exposed to

flooding. Local roads within the municipality of Langangilang have higher percentage exposure of 20% or 4.1435 kms.


Management Plan

National roads exposed to flooding within highly susceptible areas are also found within the

municipality of Langangilang with a total length of 1.652 kms, 1.115 kms in Tayum, 0.9778 kms in La

Paz, 0.9388 kms in Bangued and 0.917 in Bucay. Of these national roads lengths highly exposed to

flooding, highest percentage exposure is found in Langangilang with 14 percent.

The municipalities where these local and national roads are located either along the Abra River

or its tributaries or on its meandering bends. Disruption of these road networks will greatly influence

the economy in the province.

National and Local roads in most of the upland municipalities in Abra are also exposed to rain-

induced landslide (RIL) in highly susceptible areas. Most of it is found within the municipality of Licuan-

Baay with a total length of 59.379 kms of which 31.8077 kms are local and 27. 5714 are national roads.

More than 50% of this road networks have high degree of exposure.

Considering the high slopes and the soil type (sandy loam) where the road networks are located, the

degree of exposure to RIL is high.

Contributory to the high degree of exposure of road network to RIL in this municipality is the

rampant small mining activities particularly in SitioCapcapo.

A total of 23.8505 kms of national roads within the municipality of Tubo are also highly exposed

to RIL. As an upland municipality, road networks are mostly located within high slopes and soil type

prone to landslides. Percentage exposure to RIL of the total national road within the municipality is

very high at 99%. Road lengths with low exposure to RIL are located mostly in lowland municipalities.

Damages of road networks caused by RIL eventually would-result to isolation of the affected

areas especially those without alternative routes. Also, the delivery of basic services in these areas

would be disturbed.

VULNERABILITY OF FOREST TO EROSION

In Abra, soil erosion especially in the uplands is a dominant problem because of the presence of

unprotected soil and land. In most cases, farmers cultivate even forest and sloping areas to augment

food deficiencies and as an additional source of income. In fact, many portions of the uplands are

already degraded to the extent that sub-soil layers are starting to be exposed.

Steep slopes, soil textures,rainfall volume and land cover are among the factors considered to

assess soil erosion sensitivity while extent of denuded areas and extent of kaingin or cultivated areas

were identified to asses soil erosion exposure in the province. As to adaptive capacity, reforestation

efforts, agroforestry and soil and water conservation practices were considered.


Management Plan

The forest areas in the municipalities of Bangued, Boliney, Bucloc,Daguiaman,La Paz,

Lacub,Lagayan, Langiden, Licuan-baay, Luba, Malibcong, Sallapadan, San Juan, San Quintin and Tubo

are found to be highly vulnerable to erosion.The rest of the municipalities are found to be moderately

vulnerable.

The vulnerability of erosion to forestry can create a larger type of hazard like rainfall induced

landslide, forest degradation and disturbance to bio-diversity. Also, it can cause siltation to agricultural

lands in the lowlands thereby affecting agricultural activities in the province.

VULNERABILITY OF AGRICULTURAL CROPS TO TYPHOON

The province is frequently visited by typhoons which affect families and cause damages to

agricultural crops. As per records, a maximum of six (6) typhoons in a year occurred in the province

within the last ten years (2001-2010). The frequent occurrence of typhoon in the province presents a

threat to majority of families since most of their family income depends on agriculture.

Two significant typhoons, namely; typhoon Feria and lgme greatly affected the province. Based

on reports, a total of 4,084 families were affected when typhoon Feria hit the province and a total of

P201.9M damages on agriculture was reported during typhoon lgme.

To assess the vulnerability of agricultural crops to typhoon, the following indicators and sub-

indicators are considered. On sensitivity, average intensity/wind velocity of typhoons and rainfall

volume are among the factors considered while affected areas, affected families and income losses are

among the sub-indicators in assessing typhoon exposure to crops in the province. Access to typhoon

information, typhoon resilient irrigation system and access to loans and subsidies are also considered

in terms of adoptive capacity. With these sub-indicators assessing the sensitivity, exposure and

adaptive capacity of crops to typhoon in the province, vulnerability of crops to typhoon is high in the

municipalities of Bangued, Boliney, Bucloc, Daguioman, Lacub,Lagayan, Luba, Langiden, Manabo,

Malibcong, Licuan-Baay, San Juan, Tineg, Sallapadan and Tubo. The remaining 12 municipalities are moderately vulnerable.

High vulnerability of agricultural crops to typhoon can cause shortage of food supply, increase

in prices of food commodities and decrease in family income among farming households. This will

eventually affect health status as well as property incidence in the province.


Management Plan

VULNERABILITY OF CROPS TO TYPHOON


Management Plan

MUNICIPALITY Vulnerability Index (weighted Average Vulnerability Category

BANGUED 0.65 High

BOLINEY 0.71 High

BUCAY 0.59 Moderate

BUCLOC 0.71 High

DAGUIOMAN 0.75 High

DANGLAS 0.59 Moderate

DOLORES 0.59 Moderate

LA PAZ 0.59 Moderate

LACUB 0,71 High

LANGAGILANG 0.59 Moderate

LAGAYAN 0.67 High

LANGIDEN 0.63 High

LICUAN BAAY 0.75 High

LUBA 0.75 High

MALIBCONG 0.75 High

MANABO 0.67 High

PENARRUBIA 0.59 Moderate

PIDIGAN 0.59 Moderate

PILAR 0.59 Moderate

SALLAPADAN 0.71 High

SAN ISIDRO 0.59 Moderate

SAN JUAN 0.67 High

SAN QUINTIN 0.59 Moderate

TAYUM 0.59 Moderate

TINEG 0.75 High

TUBO 0.75 High

VILLAVICIOSA 0.59 Moderate


Management Plan


Management Plan

G. CONCLUSIVE REMARKS


Management Plan

Based on maps provided by MGB and historical events in the province, majority of the

pro i e’s la d area is fou d to e highl sus epti le to rai fall i du ed la dslides. Like ise, parts of all the municipalities traversed by the Abra River and its tributaries are highly susceptible to flooding,

elements like population, built-up areas, critical points, agricultural areas and infrastructure are

affected by such hazards. Agricultural crops are also found to be highly vulnerable to typhoon and

forestry to rain induced landslide.

With the growing population, increase in the number of population exposed to flooding and RIL

is expected in the future.Increase in the number of buildings highly exposed to such hazards is also

expected in primary (Metro Bangued) and secondary growth centers which would probably limit access

to basic social services not only in the growth centers but also to other municipalities. Likewise, high

exposure of built-up areas would result to competition of access to services provided by the affected

areas where burden will be most felt in the municipality of Bangued, the capital town of the province.

High exposure of agricultural areas to flooding and RIL greatly affects food supply and

household income among farming households which would worsen nutrition status and increase

poverty incidence in the province. In addition, high exposure of road network to such hazards would

result to isolation of the affected areas especially those with no alternative routes thereby flow of

economic activities in the province will be disturbed.

Such situation shall be considered in the enhancement of the Provincial Development and

Physical framework Plan (PDPFP)

REFERENCES/LIST OF AGENCIES CONSULTED

Office of Civil Defense-CAR

National Economic Development Author

Mines and Geo Science Bureau

Department of environment and Natural Resources

H. SWOC ANALYSIS


Management Plan

IDENTIFYING STRENGTH, WEAKNESS, OPPORTUNITIES AND CHALLENGES (SWOC)UNDERTHE FOUR (4) DRRM

THEMATIC AREAS: DISASTER PREVENTION AND MITIGATION; DISASTER PREPAREDNESS; DISASTER RESPONSE; and REHABILITATION AND RECOVERY.

DISASTER PREVENTION AND MITIGATION

ASSESSMENT AREAS

INTERNAL ANALYSIS EXTERNAL ANALYSIS Recommendations STRENGTH WEAKNESS/PROBLEM OPPORTUNITY CHALLENGES

LDRRMC Structure

With existing

Executive Order amending: EO No. 11 amending EO No. 2 series of 2012, creating standing committees of the PDRRMC (composition of LDRRMC is well-represented by government and non-government organizations and other C“O’s PDRRMO Created by Designation through Memorandum No. 69, S. of

2014; DRRM personnel: separate

PDRRM Office

Lack of FULL-TIME Staff

to man specific function/designation. Irregular Council meetings. Inactive participation of some LDRRMC members. Lack of commitment and dedication from some of the LDRRMC members. DRRM Office not duly-created yet as plantilla positions as mandated by law due to budget constraints

Availability of

trained personnel Organic staffs to be detailed Strong linkaging with OCD

Conduct of Regular

Council Meetings particularly to orient members of their specific roles and to update the body on new operating procedures and hazard mapping results

ASSESSMENT INTERNAL ANALYSIS EXTERNAL ANALYSIS Recommendations


Management Plan

AREAS STRENGTH WEAKNESS/PROBLEM OPPURTUNITY CHALLENGES

established; Operation

Center but needs improvement

Capacity of Council and PDRRMO

Many of the members/personnel are adequately trained, including responders

Adequate Logistics and Facilities (i.e. rain gauges, AWS, communication system) for Use of the Council

Some members not yet adequately trained because of low commitment from members, incl. Specialized training

(i.e. WASAR/MOSAR) Majority of Council members do not prioritize DRRM trainings No accreditation of responders from OCD.

With support from the OCD-CAR in terms of capacity building

Trainings from national and international partners Acquisition of additional logistics, tools, equipment and facilities support from local and international partners.

Commitment-building through regular conduct of meetings

Financial resources

With Available LDRRM Fund (17% of the 70% LDRRMF)

Too much time given for review and approval of work and financial plan

Support from Government and Non-government organization

Must strictly enforce mainstreaming of PDRRM in the regular budget procedure

Partnership

Building

With available and

identified partner agencies With e isti g MOA’s with Partner agencies; MOA-NFA, MOA-PRC

No clear

understanding of roles and functions among partners Terms of References TOR’s ot full

adhered

Support from

national and international partners

Conduct of regular

council meetings


Management Plan

ASSESSMENT AREAS

INTERNAL ANALYSIS EXTERNAL ANALYSIS Recommendations STRENGTH WEAKNESS/PROBLEM OPPURTUNITY CHALLENGES

Management / Leadership

With structured leadership and management Team player (PDRRMO designated personnel and technical working

group)

LGU’s ith regards to program implementation of disaster

preparedness and management.

Programs, Projects and Activities PPA’s i

Prevention & Mitigation

Availability of data (Hazard maps, etc.) Acquisition/ installation of AWS-early warning system devices Dredging of Abra River being done Ongoing project on the Rehabilitation of Inlet of irrigation system (Tayum, Pidigan&Bangued)

Inadequate number of identified partners to support projects Insufficient funds to support PPAs No regular inspection of buildings and other structures esp. in disaster-prone areas No proper evaluation of new building construction as to adaption to climate change Inadequate side slope protection and flood control systems in the province, particularly in hazard-

prone areas

Installation of Automatic Sensor for water level CHARMP II (2nd Cordillera Highland Agricultural Management Program) Reforestation, construction and rehabilitation of domestic water supply NAPC & KALAHI, Bottom up, Budgeting (DILG)

Strengthen linkaging efforts with potential partners Integrate inspection of buildings and other structures as a regular function of PEO as member of PPOC Advocacy on strict implementation of compliance to climate change requirement on construction of new building for the issuance of building permit Construction of

mitigation projects in hazard-prone areas Conduct of Tree Planting


Management Plan

ASSESSMENT AREAS



Management Plan

Knowledge Management

LDRRMP Created following OCD standard template, Adherence to RA 10121

No contingency plan for all types of disasters Evacuation centers not identified, particularly for hazard-prone areas No identified resettlement areas for families in hazard-prone areas

Lack of awareness of community on disaster risk and what to do during disasters

Prioritize contingency plan, identification of evacuation centers and resettlement areas as immediate tasks of the Council

Political Provincial Government is supportive of the LDRRM

Lack of cooperation

and support from

some LGUs to

implement the

existing LDRRM

programs and

policies

Development through support from the national, regional, international and partners

Changes in the political dynamics and unanticipated effects of elections Regulations, budget and conflicting or overlapping interventions that affects the continuity of the projects/programs and activities.

Strengthen linkaging efforts Intensify efforts to mainstream DRRM in planning

Economic (Agriculture,

Forestry and Services Sector)

Funds allocated to

support farmers Perennial Trainings on agriculture

Insufficient funding

Allocation for disaster mitigation on agriculture and economic projects/programs

Support from outside

partners (i.e. CHARMP2, PDRP, JICA etc.)

Effects of the occurrence

natural calamities

Strengthen techno demo farms to

promote new agricultural technologies and practices

ASSESSMENT AREAS



Management Plan

DISASTER PREPAREDNESS ASSESSMENT

AREAS INTERNAL ANALYSIS EXTERNAL ANALYSIS Recommendations

STRENGTH WEAKNESS/PROBLEM OPPORTUNITY CHALLENGES

Individual, family and community preparedness

Availability of trained personnel HEMS/DSWD/PRC to conduct preparedness advocacies, seminars and trainings

Conduct of IECs on disaster preparedness in some areas and respondents

Lack of full-time staff for the conduct of training Inactive participation of some LDRRMC members to conduct community

preparedness measures Other disaster equipage is/are still not available

Available partner agencies to facilitate the conduct of trainings

Some communities are not receptive to the PDRRM programs.

Designation of full-time PDRRMO personnel for admin and training Conduct of disaster preparedness training for 100%

coverage of hazard-prone areas Procurement of additional equipage based on current inventory

Perennial program on livestock upgrading Improvement of traditional farming system of upland areas Sloping agriculture land technology

(SALT) implementation gree terra es

Perennial program on Artificial Insemination Reforestation efforts

Gradual rate of acceptance of the program

Weak information dissemination and other forms of IECs Lack of coordination and support among MDRRM and BDRRM

Development through support from the national, regional, and

international partners

Effects of the occurrence of natural calamities

Strengthen linkaging efforts with lower level LDRRMCs

ASSESSMENT INTERNAL ANALYSIS EXTERNAL ANALYSIS Recommendations


Management Plan

AREAS STRENGTH WEAKNESS/PROBLEM OPPORTUNITY CHALLENGES

EWS installed and improvised EWS Partial disaster equipage procured Agencies/NGOs conduct their own community preparedness

training

Current Open not adequate BDRRMCs not active in some areas DRRM not integrated in school curricula Uncoordinated

conduct of disaster preparedness training sometimes results to duplication

Improve Open Strengthening of BDRRMCs through trainings, etc. Advocacy with DepEd local leadership for enrichment of

curricula to integrate DRRM Coordination of separate disaster preparedness training through the Council

Human Resources

Availability of designated PDRRMO personnel and committed volunteers, strict adherence to CSC rules and regulations, incl. benefits and personnel movement

Lack of Full-Time Manpower No plantilla for PDRRMO positions

Budgetary requirement and / of allocation for PDRRMO staffs

Financial Resources

With available LDRRM funds (23% of the 70% LDRRMF)

Insufficient fund for specific purposes (i.e. procurement of other disaster tools and

equipments)

Potential international and national donors

Establishment of access among partners

Strengthen linkaging with outside partners

Partnership Building

Existing partner agencies

No clear understanding of roles and functions among partners Terms of references TOR’s ot full

Adhered to

Support from national and international partners

Establishment of network and linkages amongpartners Creation of MOAs and MOUs

Strengthening of linkaging efforts and clarification of roles and expectations with partner agencies


Management Plan

ASSESSMENT AREAS



With structured leadership and management

No clear understanding in the exercise of the specific function

Conduct of Council meetings

Programs, Projects and Activities

(PPAs) in Preparedness

Stockpiling of emergency supplies & food commodities and NFIs for relief

operation such as

Food & water

Non-food items (clothing, mat etc.)

Medicines & Medical supplies

Lack of identified partners to support projects

Inadequate OPCEN Lack of ideal Rescue Vehicles Insufficient number of other rescue tools &equipments (i.e. chainsaw, rain gears, hatchet, utility rope, pulley, carabineer etc.) Inadequate community kitchen tools and other equipment necessary for disaster operations

Installation of Automatic Sensor for Water Level

CHARMP II (2nd Cordillera Highland Agricultural Management Program) Reforestation, Construction and rehabilitation of domestic water supply. NAPC &KALAHI

Establishment of ideal OpCen location and

set-up Acquisition of complete disaster equipage Conduct of orientation and delineation of specific roles and functions among PDRRMC members and orient them on RA 10121 and ICS Conduct of quarterly PDRRMC meeting to discuss

important concerns

Improve current OpCen Procure additional

disaster equipage Conduct of orientation and delineation of specific roles and functions among PDRRMC members and orient them on RA 10121 and ICS Conduct of quarterly PDRRMC meeting to discuss important concerns

DRRM OPERATION CENTER

With existing policies on DRR

Complacency with our claim that ABRA is not vulnerable to disasters. Strong anticipation

.

Conduct of Regular Council Meetings for presentation of hazard map of Abra


Management Plan

DISASTER RESPONSE

ASSESSMENT AREAS


that the province is not vulnerable to disasters Lack of support from the community settlers Lack of implementation of

LDRRMP

Strengthen linkaging with lower level LDRRMCs for updating with hazard susceptibility profile of Abra

ASSESSMENT AREAS


Functioning ICS and COMMAND CONTROL and Coordination

With ICS composition and structure

No existing EO or ordinance on pre-emptive evacuation No clear understanding of the role and responsibilities for some ICS members Lack of awareness, commitment and dedication from some members to assume their roles and responsibilities

Follow-up with SP on Proposed Ordinance on Pre-emptive Evacuation Conduct of regular council meetings to clarify roles and responsibilities or ICS

Public Advisories in accordance with developed policies

Specialized training is not fully implemented on time No standardization of trainings Lack of facilities and logistics (Incomplete)

With support from the OCD-CAR in terms of capacity building, Training from national and international

Training programs being conducted by the Council and its member organizations should be standardized and well-coordinated


Management Plan

ASSESSMENT AREAS


No accreditation from OCD yet.

Work for the accreditation of OCD of local trainers

Human Resources

Designated PDRRMO personnel and committed

volunteers Existing policies of promotions, benefits, etc. as per Civil Service Policies Not all Council members are adequately trained on disaster assessment & needs analysis (DANA)

Lack of manpower, multi-tasking of staffs Work overloaded

No plantilla for PDRRMO positions

Human Resources

Designated PDRRMO personnel and committed volunteers

Existing policies of promotions, benefits, etc. as per Civil Service Policies Not all Council members are adequately trained on disaster assessment & needs analysis (DANA)

Financial Resources

With available LDDRM Funds (30% of LDRRMF)

Potential local, national and international donors

Strengthen linkaging efforts with potential partners



No clear understanding of roles and functions among partners

Terms of references TOR’s ot full

adhered

Support from national and international partners

Establishment of network and linkages among

partners Creation of MOAs and MOUs

Conduct of regular Council meetings to include partners to clarify roles and

functions



No clear understanding in the exercise of the specific function

Conduct of regular Council Meetings


Management Plan

REHABILITATION AND RECOVERY

ASSESSMENT AREAS


Programs, Projects and Activities (PPAs) in RESPONSE

Use of disaster assessment & needs analysis (DANA) Clear-cut Guidelines on Disaster Relief Service and Evacuation

Lack of participation from some communities LDRMC members and LGUs Lack of coordination among LDRRMC

members and various agencies Absence of clear-cut communication plan, especially during disasters with lower level LDRRMCs

Support from local, national and international partners

Mainstream use of DANA tool Commitment building among Council members Establish solid

communication plan with lower level LDRRMCs through the Council

ASSESSMENT AREAS


Emergency Rehabilitation Programs/Projects

With existing Infrastructure & development plans

Lack of staff to man specific function designation

Designation of function to Council members

Cleaning Up Organized teams to work on clearing operations (PEO, DPWH,

ABRECO, PDRRMC etc.)

With support from the OCD-CAR in terms of capacity

building Training from national and international partners

Financial Resources

With available LDRRM Fund (60% of the 70% LDRRMF) to support


Management Plan

ASSESSMENT AREAS


Rehabilitation and Recovery and Livelihood programs



No clear understanding of roles and functions among partners Terms of references

TOR’s ot full adhered

Support from local, national and international partners

Establishment of network and linkages among partners

Creation of MOAs and MOUs

Conduct of Regular Council meetings to apprise partners of their role and functions

Management /Leadership


Lack of understanding in the exercise of the specific function

Conduct of regular Council meeting to clarify role and functions of members

Programs, Projects and Activities (PPAs) in Rehabilitation and Recovery Program

Clear-cut guidelines/flowchart on the conduct of Rehabilitation and Recovery Programs

Formulation of LDRRMP

With existing LDRRMP

Complacency with our claim that ABRA is not vulnerable to disasters Strong anticipation that the province is not vulnerable to disasters Lack of support from the community settlers

Conduct of regular Council meetings to apprise members of hazard susceptibility of the province Strengthen community awareness and preparedness campaigns


Management Plan

PROVINCIAL DISASTER

RISK REDUCTION AND

MANAGEMENT PLAN


Management Plan

VISION

ABRA IS ENVISIONED TO BE A DISASTER RISK RESILIENT PROVINCETHROUGH AN ABLE, PREPARED

AND WELL-EQUIPPED ABRA LOCAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCILS.

MISSION

TO CAPACITATE CONSTITUENTS AND ESTABLISH/BUILD EFFECTIVEDRRM SYSTEMS and

INFRASTRUCTURES TOWARDS A SAFER ABRA.


Management Plan

PROVINCIAL PLAN


Management Plan


Management Plan

CONCLUSION

THE DISASTER RISK RESILIENCY OF THE PROVINCE BASED ON HYOGO FRAME WORKIS FAIRLY

SATISFACTORY.

The Provincial DRRM Office had been established and provided the necessary budget for disaster risk

reduction. Created positions have yet to be filled up. Meantime, personnel from different provincial

departments are functioning as designates. A Provincial DRRM Council was organized which was well

represented by government, non-government and other civil society organization.

Presently, disaster risk reduction assessment and climate change adaptation is being prepared and

mainstreamed in Provincial Development and Physical Framework Plan of the province. This is in addition to

the formulated Provincial Disaster Risk Reduction Management Plan formulated by the Technical Working

Group. Aside from the hazard maps provided by National Government, the Provincial Government is

generating exposure maps to hazards of different sectors identifying municipalities which have the greatest

exposure.

The PDRRMO being in its initial and temporary stage has yet to perform tasks as indicated by the

Hyogo Framework.

Relative to the Local Government Unit mandates under Climate Change Act (RA 9729), the province

allocated annual appropriation for climate change programs and plans. The PDRRMO provides technical

assistance in support of municipal climate change action plans. Through the PDRRMC which is represented by

component LGUs, NGAs, NGOs and CSOs, the province is able to conduct inter-local government collaboration

in the conduct of climate change-related activities.

The PDRRMO had formulated the PDRRM Plan. The plan was formulated after deliberating on the

strengths, weaknesses, opportunities and challenges on different stages namely; prevention and mitigation,

preparedness, response and rehabilitation and recovery. The plan lies within the context of national council

and Office of Civil Defense standards and guidelines.

The PDRRMO had organized and conducted several trainings, orientation and knowledge

management activities on disaster risk reduction. Emergency simulation drills are organized and conducted

every now and then. It is now establishing a well-functioning Operation Center with basic office and

communication facility.

However, as indicated in the above SWOC analysis, there remain weaknesses that need to be

addressed and are mostly institutional. Foremost is the capacity of the council. The members must be

accepting of their roles and functions and consequently, must be willing to undergo the necessary training for


Management Plan them to become effective members of the council. There is also a need to establish guidelines on detailed,

but very important, tasks of the council. An immediate task is the formulation of contingency plan for

different kinds of disaster. IECs on community awareness and preparedness has also been found to be

lacking. Establishment of better coordination framework with lower level LDRRMCs is also of crucial

importance. Presently, DRRM is not yet fully mainstreamed in planning and budgeting processes of the LGU.

Such is obviously crucial to ensure that DRRM programs and activities are carefully formulated and thus,

appropriate and responsive to the needs of the community.


Management Plan

STRUCTURE

and

STANDARD OPERATING

PROCEDURES


Management Plan

PROVINCIAL DISASTER

RISK REDUCTION and

MANAGEMENT COUNCIL

Abra Provincial Disaster Risk Reduction and Management Plan

MARIA JOCELYN V. BERNOS GOVERNOR

CHAIRPERSON PDRRMC

ORGANIZATIONAL CHARTS

PROVINCIAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL PROVINCE OF ABRA

A.TURQUEZA HEMS

66

RONALD S. BALAO-AS

VICE GOVERNOR VICE CHAIRPERSON

ACCREDITED COMMUNITY DISASTER VOLUNTEERS

SEARCH & RESCUE AFP, PNP, BFP,

HEMS,PNRC, BOY

SCOUTS, GIRL

SCOUTS, METRO WATER DISTRICT,

TRAINED

RESPONDENTS

RELIEF & REHABILITATION PSWDO, PEO, DPWH,

PGSO, AFP, PNP, DOH PHO, PNRC, ABC

PRESIDENT, ABRECO, ADTEMPCO,

AFEMPCO,N NFA, OPVET, OPAG, PACO,

PBO, , ROTARY CLUB OF BANGUED, PTO

SECURITY PNP AFP

ARESCOM

RESPONSE COMMITTEE

Chairman: D. CABANG-PSWDO

PREPAREDNESS &MITIGATION COMMITTEE

Chairman: H.CAMCAM-PDRRMO

REHABILITATION & RECOVERY COMMITTEE

Chairman: C. PLURAD-PPDC

MEMBERS:

AFP, DOST, PNP, PPDC, PEO, ENRO, OPAG, OPVET,

PACO, PBO, PADO, PSWDO

MEMBERS:

AFP, ARESCOM, PNP, ABC PRESIDENT,

ABRECO, ADTEMPCO, DILG, DOH, DSWD,

DPWH,DTI, NFA, DEPED, OPAG, OPVET,

PADO, PCDO, PENRO, PEO, PIO,

PHILHEALTH, PHO, MPD, PRC, PSWDO,

ROTARY CLUB BANGUED, TESDA

COMMUNICATIONS PIA, DZPA, RADIO GROUPS, CCAGG,

CATHOLIC WOMENS LEAGUE, DILG, DTI,

PIO

TRANSPORT & EVACUATION

PSWD, DPWH, PEO, AFP, PNP, MTORPOOL

DIV., ABRA ENDURO CLUB

MEDICAL SERVICES

DOH, PHO, HEMS, PNRC, PHIL. NURSES

ASSN.

PDRRMO STAFF

ENGR.HECTOR CAMCAM

DRRM OFFICER

SERAFIN ALZATE

Admin & Training

ELMER BERSAMIN

Research & Planning

ANTONIO ROSETE

Operations & Warning

ENGR. JOMERIC BELLO

DANA Officer


Management Plan

EARLY WARNING

SYSTEM


Management Plan

EARLY WARNING SYSTEM

Release of

severe

weather

advisory and

activation of

Regional

Disaster

Operations

Center

Dissemination of

severe

weather

advisory and

activation of

Provincial

Disaster

Operations

Center

Dissemination of

severe

weather

advisory and

activation of

Municipal

Disaster

Operations

Center

Dissemination of

severe

weather

advisory and

activation of

Barangay

Disaster

Operations

Center

Dissemination of

severe

weather

advisory to

local residents

Dissemination of

severe

weather

advisory to

local residents

and conduct

of

precautionary

measures

Provision of

feedback on

local situation

Formulation

on National

Disaster

Situation

Report

Provision of

feedback on

Regional

Situation

Provision of

feedback on

Provincial

Situation

Provision of

feedback on

Municipal

Situation

Provision of

feedback on

Brgy Situation

NDRRMC RDRRMC M/CDRRMC LOCALITY BDRRMC PDRRMC


Management Plan

Public

Warning

Signal

Observation/

Impacts

COMMUNITY WARNING SYSTEM

Remarks Alert

Signal

Actions to

be taken by

DCC

Risk

Reduction

Measures

Church

Bells

Siren

Mega

Phone

Public

Storm

Signal

No. 1

(winds of

30-60

KPH may

be

expected

at least 36

hours)

Light at

moderate rains

People are

advised to

listen to the

latest Severe

Weather

Bulletin

issued by

PAGASA

every six

hours

5:00 AM

11:00 AM

5:00 PM &

11:00 PM

Three(3)

bells

30 sec

intervals

repeated 5x

20 sec

siren 5

sec

intervals

repeated

3x

Brgy patrol

announces

warning

Business

may be

carried out

as usual

when the

tropical

cyclone is

intensifying

or is moving

closer, this

signal may

be gradually

increased

Activate

alert status

for

emergency

responders

Alert

level 1

“GET READY”

Disseminates

warning

A tropical

cyclone

will affect

the

locality

Activate

DCCs

People

residing

in low

lying

areas

should get

ready and

tune into

their radio

stations

for

announce

ment

Remain

contact with

higher DCCs

Small flow

detected by the

sensor

OCD/JICA

rain gauge

station records

5-10 mm/hr

rainfall

Twigs and

branches of

small trees

may be

sheltered

Some banana

plants may tilt

Houses made

of light

materials

(nipa& cogon)

may be

partially

blown-out

Very light or

no damage at

all may be

sustained by

the exposed

communities


Management Plan

Public

Warning

Signal

Observation/

Impacts


Remarks Alert

Signal

Actions to be

taken by

DCC

Risk

Reduction

Measures

Church

Bells

Siren

Mega

Phone

Few

Storm

Signal

NO. 2

(winds of

greater

than 60

KPH up

to 100

KPH may

be

expected

in at least

24 hours

Play in the

flowering

stage may

suffer

significant

damage

The sea and

coastal

waters are

dangerous to

smaller sea

crafts.

Fishermen

are advised

not to

venture in

sea

5

consecutive

bells 15 sec

intervals

(repeated

5x)

30 sec

sirens 10

sec

intervals

(repeated

5x)

Barangay

patrol

announces

warning

Special

attention

should given

to the latest

position,

direction and

speed of

movement

and intensity

of the

tropical

cyclone as it

may

intensify and

move

towards the

locality

Alert

level 2

“GET SET”

Prepositions

rescue,

transportation

and

evacuation

facilities relief

&medical

service in the

endangered

areas

Some coconut

trees may be

titled with few

damaged or

destroyed

Few big trees

may be

uprooted

Avoid

unnecessary

risks.

Traveling by

sea or air is

risky.

A

moderate

tropical

cyclone

will affect

the

locality

Makes

available all

pre-

designated

evacuation

centers

Reports to

higher DCC

of the ongoing

activities

Significant

banana plants

may be

destroyed

Stay indoors.

Palay and corn

may be

adversely

affected

Secure

properties

Large nipa and

cogon houses

may be

partially or

totally

unroofed

Some old

galvanized

iron fooring

may roll off


Management Plan

Public

Warning

Signal

Observation/

Impacts


Remarks Alert

Signal

Actions to

be taken

by DCC

Risk

Reduction

Measures

Church

Bells

Siren

Mega

Phone

Public

Storm

Signal

NO. 3

(winds

greater

than 100

KPH up

to 185

KPH may

be

expected

in a least

18 hours

Light to

moderate

damage to

palay in

flowering

stage.

People are

advised to

evacuate

and stay in

a sturdy

buildings

Continuous

bells

Continuo-

us siren

Brgy

patrol

announce

s the

threaten

families

to

proceed

to

designate

d pick-up

points for

immediat

e

evacuatio

n

The

disturbance

is

dangerous

to

threatened

or affected

communitie

s.

The passage

of the

“EYE” of the typhoon

is in

indicated by

sudden

change

from bad to

fair

weather.

Fair

weather

Alert level 3

“GO”

Start

evacuating

families in

dangered

areas

3-5ft flow in

river channels

Moderate

volume of

river flow

Rain gauge

station records

20 mm/hr

rainfall enough

to trigger

flooding

Significant

volume of

flows

cascading from

rivers & creeks

are observed

by the primary

& secondary

WP

A strong

tropical

cyclone will

affect the

locality

Sudden

movement of

soil masses

Increased

turbidity in

steam water

flow

Provision of

relief &

medical

services to

the victims Majority of

nipa and cogon

houses maybe

blown or

destroyed and

there may be

considerable

damage to

structures of

light to

medium

construction

Protect

slopes

Replant

trees

Keep

records of

erosions,

landslides

& falling

rocks

Renders

report to

higher of the

on-going

disaster

operation


Management Plan

Public

Warning

Signal

Observation/

Impacts


Remarks Alert

Signal

Actions

taken by

DCC

Risk

Reduction

Measures

Church

Bells

Siren

Mega

Phone

Big volume of

water flows

Sudden

appearance of

sea page traces

/cracks

Stay away

from coasts

and river

banks

may last for one or

two hours after which

the worst weather

resumes with very

strong winds

generally coming

from the opposite

direction.

Response agencies/

organization are

activated/mobilized

as appropriate

Sudden

appearance

and rapid

enlargement

of cracks on

walls of

houses

Tilting or

leaning trees,

lampposts,

poles,

retaining

walls

Almost all

banana plants

may be

destroyed and

large number of

trees may be

uprooted

Suspend all

classes

Evacuate

residents in

low-lying

areas

Palay and corn/

crops may

suffer heavy

damage

Watch out

for the

passage of

the “EYE” of the

typhoon

Continuous

heavy rains

During the

passage of

the “EYE”, do not

venture

away from

the shelter

There may be

widespread

disruption of

power, water

and

communication

services

In general,

moderate to

heavy damages

may be

expected in both

the agriculture

and industrial

sectors

Travel by sea

and by air is

very risky

Sea and coastal

waters will be

dangerous to all

sea crafts


Management Plan

Republic of the Philippines

Cordillera Administrative Region

PROVINCE OF ABRA

LOCAL DISASTER RISK REDUCTION AND MANAGEMENT OFFICERS

MUNICIPALITY NAME POSITION CONTACT NUMBER

1 ABRA ENGR. HECTOR E. CAMCAM PE/PDRRMO 0917-8149589

2 BANGUED MR. JUAN GO, JR. MDRRMO

3 BOLINEY MR. RAMESES R. BAAY MDRRMO/MPDC 0916-7085501

4 BUCAY MR. BENJIE BALLERA MDRRMO 0908-5552854

5 BUCLOC MR. SANDY B. LINGAYO MDRRMO 0917-9972301

6 DAGUIOMAN ENGR. DOUGLAS Q. BATALLA MDRRMO 0926-9235462

7 DANGLAS ENGR. ROLANDO PATAGUID MDRRMO 0908-5552813

8 DOLORES ENGR. NORWIN Z. BISARES MDRRMO 0915-5756200

9 LA PAZ MS. MARIE JUVY ALERA MDRRMO 0928-6334766

10 LACUB MS. DELIA A. BERNAL MDRRMO 0916-7316783

11 LAGANGILANG MR. JEMEN MATEO MDRRMO 0917-5690985

12 LAGAYAN MS. DAISY B. MADRIAGA MDRRMO 0917-3697026

13 LANGIDEN MS. EVELYN CASTILLO MDRRMO 0906-2405333

14 LICUAN-BAAY MR. WILLY A. PRINCER MDRRMO 0916-2582153

15 LUBA MR. LORETO R. CABARRUBIAS MDRRMO 0921-4993276

16 MALIBCONG MR. VICENTE TOCATTI MDRRMO 0906-8350480

17 MANABO MR. JOEL LINGBAOAN MDRRMO/MLGOO 0906-3171159

18 PEÑARRUBIA ENGR. MYRNA G. BAGA MDRRMO/ME 0926-7991797

19 PIDIGAN MR. EMMANUEL P. BRINGAS III MDRRMO 0917-3511079

20 PILAR MS. FELY VENUS DUFALE MDRRMO 0915-6544879

21 SALLAPADAN MR. MELVIN POBLETE MDRRMO 0916-8548482

22 SAN ISIDRO MR. ALEXIS C. SANTUA MDRRMO 0915-6407547

23 SAN JUAN ENGR. ELPIDIO V. GALINATO, JR. MDRRMO 0926-7073514

24 SAN QUINTIN MR. RUDY A. PALECPEC, JR. MDRRMO 0906-7940323

25 TAYUM MS. JENNIFER T. TINGDAY MDRRMO 0906-1192131

26 TINEG MR. RODOLFO T. CANAM MDRRMO

27 TUBO MS. REGINA TAYAWA MDRRMO 0915-4403540

28 VILLAVICIOSA MS. EVELYN S. VERGARA MDRRMO/SWO 3 0916-5004247


Management Plan

Republic of the Philippines

Cordillera Administrative Region

PROVINCE OF ABRA

MUNICIPAL MAYORS

MUNICIPALITY NAME CONTACT NUMBER

1 BANGUED HON. DOMINIC VALERA 0916-5817543

2 BOLINEY HON. BENIDO BALAO-AS 0915-9340038

3 BUCAY HON. VICTORINO BAROÑA 0915-9340038

4 BUCLOC HON. GODY CARDENAS 0906-3566658

5 DAGUIOMAN HON. SALMA PADILLA 0926-7388626

6 DANGLAS HON. ESTHER BERNOS 0917-5000544

7 DOLORES HON. ROBERT VICTOR SEARES JR. 0917-5685628

8 LA PAZ HON. JOSEPH STO. NINO BERNOS 0918-8881006

9 LACUB HON. ESTELITA BERSAMINA 0905-5525974

10 LAGANGILANG HON. PATROCINIO ABAYA JR. 0918-5361564/0929-2304316

11 LAGAYAN HON. JENDRICKS LUNA

12 LANGIDEN HON. NOEL CASTILLO 0905-3455651

13 LICUAN-BAAY HON. ALEJO DOMINGO 0999-9905625

14 LUBA HON. MARCELO BISCARRA 0917-8083422

15 MALIBCONG HON. BENIDO BACUYAG 0915-8390036

16 MANABO HON. DARREL DOMASING 0916-9643676

17 PEÑARRUBIA HON. GERALDINE BALBUENA 0917-8678088

18 PIDIGAN HON. JANNSEN VALERA 0917-5785955

19 PILAR HON. JAJA JOSEFINA DISONO 0917-8238212

20 SALLAPADAN HON. NENITA CARDENAS 0917-5565336

21 SAN ISIDRO HON. ERNESTO PASCA JR. 0917-3485673/0917-3485673

22 SAN JUAN HON. MARCO BAUTISTA 0917-5693365

23 SAN QUINTIN HON. AMADOR DIAZ 0905-2753756

24 TAYUM HON. PLACIDO EDUARTE 0926-7212121

25 TINEG HON. CORINTHIA CRISOLOGO 0999-9940948

26 TUBO HON. GUILBER BALANGAN 0915-8897343

27 VILLAVICIOSA HON. MARJORIE MONTALBO 0928-5202400


Management Plan

EVACUATION SYSTEM


Management Plan

Guidelines for the Management of Evacuation Centers

Pre-Evacuation Process:

Planning

Prior to disaster months, preparatory activities should be planned out such as:

Identification of hazards that are likely to pose threats to the community and the families who

are potentially at risk.

Inventory of resources in the community which includes among other human, physical, and

infrastructure resources.

Inventory of needs and requirements.

Ensure availability of viable communication/information facilities for accurate, timely and clear

dissemination and waning.

Set up system for immediate dissemination of warning which special consideration on type,

method, warning and procedures of dissemination.

Determine system of control and coordination of evacuation movement considering:

- number of people involved

- types of transport used

- number of vehicles available

- designation of routes and alternative routes

- designation of pick-up points

- identification of staff and coordinating movements

- flow of communication/decisions and feedback

Identification of evacuation centers considering the following:

- Number of families/persons who are in actual danger needing immediate movement or

transfer to safer areas.

- Number of families/persons who are potentially at risk in the neighboring areas likewise

needing evacuation.

- Transport facilities to be pre-positioned to ferry the families/evacuees.

- Viable communication facilities.

- Preposition stockpile of foodstuff, clothing, domestic items and medicines to be able to

immediately meet the needs of disaster victims to include reporting forms.


Management Plan

- Set-up latrines (one latrine for every 20 people) in areas accessible from any part of the

camp to encourage its use.

- Conduct drills and exercises in evacuation centers to ensure order in the movement of

disaster victims.

- Preparation of spot maps indicating the danger zones to ensure order and avoid panic and

chaos during the actual evacuation.

- Installation/posting of directional signs in conspicuous places to direct people to the

location of the evacuation centers.

- Conduct training/orientation of worker including volunteer involved in the management of

evacuation centers.

Carefully plan out reception requirements at evacuation centers which shall cover the

following:

- general care, welfare and accommodation

- registration

- inquiries

- feeding

- medical and health arrangements

- communication with the evacuation authority

- assurance of security for evacuees homes and property

- evacuees self-help

- Center coordination

- SWO I – to assist in direct relief service delivery

- SWO I p to handle NGOs desk and volunteers activities

- Welfare Assistance – to act as Public Relation Officer and take charge of reporting and

records.

- Welfare Assistance – to take charge of the food distribution, releases and receipt of relief

goods/supplies

Evacuation Process:

Conduct inspection of available facilities and amenities required and evacuation centers using

Checklist for Environmental Health/RAS and plan accordingly based on result of assessment

particularly to provide identified lackings.

Compost pits, empty bag cans/drums and large plastic bag for garbage disposal.


Management Plan

Activate the evacuation center. Conduct of a short briefing of all the staff to be involved in the

operation, stressing that round the clock service will provided for the victims. Briefly make a

run-down of agreements along;

- Standard Operating Procedures

- Visibility thru use to identification cards/name plates blazers, jackets, shirts, with marking

for easy identification

- Decision – making flow of information and feed back

Activate the Disaster Welfare Inquiry Desk and Non-Government Organization (NGO) Desk.

Designate the person in-charge and review its main function and responsibilities.

- An NGO Desk shall:

o serve as advisory for NGOs needing assistance

o Organize and systemize distribution of relief assistance by NGOs, GOs and POs to

disaster victims in order to maximize use of resources by avoiding duplication and

assistance thus covering more areas and reaching more beneficiaries/ affected

population.

o Enhance the complementation and supplementation of the ser i es et ee GO’s a d NGO’s duri g disaster operatio a d the i ple e tatio of de elop e tal activities that may be pursued after the disaster operation as part of rehabilitation

- A Disaster Welfare Inquiry Desk shall:

o Respond to inquiries of people residing within the country or abroad on the status

and/or condition of their relatives, friend, acquaintances who are victims of disaster

especially those in the evacuation centers or those in a communities adversely

affected by disaster.

o Serve as the source of information for media and other concerned units/individuals.

Streamers and sign boards shall be displayed at evacuation centers for identification and

visibility, designate and appropriately level specific location of Disaster Operation Center,

emergency clinics/health station, police and security warehouse, Disaster Welfare Inquiry Desk,

NGO Desk and rooms for occupancy by victims classified by place of origin.

Register names and place of origin of incoming evacuees and assign to their designated rooms.

Special attention is given to accompanied children, sick, elderly, disable and pregnant women.

Provide evacuees with basic requirements of food and non-food items. Identify and

immediately extend comfort to victim manifesting anxiety, pain, fears and trauma.

Ensure availability of all times of adequate supply of water for drinking, washing and laundry.

Immediate mass feeding or RTEF during the first two (2) days of emergency operation.

Given priority attention to 0-6 years old children, sick person and the elderly evacuated at the

center.


Management Plan

Evacuees shall sign in the relief distribution sheets for any assistance received.

Conduct a master listing of families evacuated using attached Master List of Evacuees form

- Post master list of occupants in their respective room.

- Assist the evacuees in the identification and selection of their respective room leaders.

- Consolidate master list and come up with profile evacuees

- Organize evacuees into work brigades/committees/sub-committees, to be organized shall

include but not limited to the following:

o Committee on cleanliness and sanitation

o Committee survey and master listing

o Committee on relief (tasks to undertake food distribution and preparation of relief

distribution sheets for ready use.

o Committee on community kitchen/mass feeding and preparation

o Committee on drills and exercises

o Committee on sports and recreation

Conduct orientation of committee members on their duties/responsibilities

Assess other needs of evacuees and determine their eligibility for other social welfare services.

However, such assessment should not interfere with immediate provision of food assistance

during the first three (3) days of disaster operation.

Undertake the following activities/services at Evacuation Center:

- Set up community kitchen and undertake mass feeding immediately or as necessary.

- Mobilize the working groups among evacuees.

- Undertake updating of master list of evacuees as basic for allocation-distribution of

relief goods and for preparation of rehabilitation activities for victims.

- Receive/allocate/distribution relief good either purchased/donate.

- Set up rules and guidelines for entities operating evacuation center.

- Maintain and update disaster bulletin board indicating number of evacuees by

families/person, place of origin, service extended, NGOs and GOs including policies and

procedure and guidelines to entities operating in the center.

- Post spot indicating location of families and danger zones.

- Plan out drills and exercise for evacuees t undertake while in the evacuation center to

be prepared at all times for impending danger.

- Conduct periodic group and general assembly meeting to discuss policies,

concerns/problems and plans and option evacuees.

Prepare updates and submit disaster monitoring reports regularly or as often needed.


Management Plan

- Profile of Evacuation Center

- Master List/Profile of evacuees

- Health status/services (Baseline/Initial Survey)

- General Intake Sheet

- Communicable Disease Surveillance Daily Report

- RIVs/acknowledgement letters/receipts of relief goods received whether purchased or

donated

- Weekly updates/consolidation of relief goods received and released

- Index cards of supplies/materials/equipment

- Stock cards to be posted at bodega

- Relief Distribution Sheet

- NGOs/NGAs volunteers directory

- Minutes of meetings of staff, NGOs/NGAs and evacuees

- Narrative and statistical disaster monitoring reports

- Stock inventory and request for replenishment of stock

Install recording/filing system

Link the Disaster Coordinating Council, NGOs other NGAs volunteers operating in the

evacuation center to ensure systematic and orderly operation and management of the

evacuation center.

Ensure proper management of resources including donation received.

The evacuees shall sign in the relief distribution sheets for any assistance received.

All donations to centers received should be properly receipted/ acknowledged/ recorded.

Relief goods should be stored properly to ensure protection form rodents and other infection

For easy accounting and monitoring, goods received, allocated, consumed and balances should

be prepared daily and consolidated on a weekly basis.

Special attention should be given to long term problems caused by disaster. These are:

- Extended needed for medical need

- Surveillance of communicable diseases

- Care for orphans or an unaccompanied children

Conduct consultation sessions with evacuees to discuss among the other following areas:

o update on disaster situation, relief efforts, existing and prospective rehabilitation efforts

o needs and problems

o plans and actions

o inventory of skill and identifying skills required

Assist families in preparing their rehabilitation plan.


Management Plan

Initiate regular consultation with other service providers and NGOs, Pos present to them the

result consultation dialogue with evacuees and identify areas support.

Post-Evacuation Process

Conduct assessment to cover the following areas:

a. Management of pre-evacuation and evacuation activities at the evacuation centers with

other service providers and leaders of evacuees.

b. Assessment of families served to determine who should be sent home and who needs

further assistance.

c. Assessment on the strengths and weaknesses of systems and strategies employed

during the emergency operation.

d. Documentation of Post-Evacuation Assessment. This shall be a component of the

terminal reports for submission to higher authorities. The narrative terminal reports

shall contain among other the following information:

Situationer:

i. nature and date of disaster occurrence

ii. areas and population of affected including casualties

iii. extend of damage to properties and livelihood activities, etc.

iv. Disaster Response

v. Emergency services extended including CISD

vi. Strategies used/adopted

vii. Stockpiling

viii. Deployment of manpower pool, regular personnel and volunteers

ix. Settings/capability building activities

x. Activation or Disaster Relief and Rehabilitation Service items

xi. GO & NGO linkages

xii. Learning points

xiii. Strengths/innovation

xiv. Master list of dead, injured, and missing victims

xv. Action taken

xvi. Recommendation of Further Action

xvii. Highlights of Rehabilitation Action

xviii. Summary and Budget Requirements

xix. Annexes and Statistical report


Management Plan

xx. Detail rehabilitation plan which contain specific activities/proposed

project to be undertaken.

xxi. Among the project/activities which could be considered are:

emergency shelter assistance, cash for work, food for work, shelter

assistance (core shelter or emergency shelter), day care service,

supplementary feeding, disaster management, capability building

activities, replenishment of stockpile, etc.

e. Discuss with evacuees arrangement for their return to their homes or relocation to

other areas.

f. If evacuation center is already deactivated, conduct general cleaning and fumigation of

all room.

g. Undertake inventory of all its supplies and equipments and stored these to safe room.


Management Plan

Profile of Evacuation Center

Nature of the Emergency/Disaster :____________________________________________________

Place : ______________________________________________________________________________

Type of Evacuation Center : School * No. of Rooms _______

Makeshift * No. of makeshift shelters ______

Date opened: __________________________________

Place/s of origin of evacuees:

___________________________________________________________________________________

Total no. of Evacuees: _________

No. of Families: _____No. of Males: _______ No. of Females: _______ No. of Children: ______

No. of Elderly:_________ No. of Pregnant: _______ No. of PWD: _______

Persons Managing the camp:

1. Camp Chief:________________________________________________________________________

2. SWD representatives: A. ______________________________________________________________

B. ______________________________________________________________

3. BHWs:

From Host Barangay: ____________________________________________________________________________________

____________________________________________________________________________________

______ ______________________________________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________ ____________________________________________________________________________________

From Barangay of Origin:

____________________________________________________________________________________

____________________________________________________________________________________

______ ______________________________________________________________________________

____________________________________________________________________________________

____________________________________________________________________________________ ____________________________________________________________________________________


Management Plan

4. Barangay chairpersons

Host Barangay: _________________________________________________________________

Barangay/s of Origin: ____________________________________________________________

5. MHO responsible: ___________________________________________________________________

Place of Health Unit: _________________________________________________________________

6. Nutritionist/s responsible: ____________________________________________________________

Barangay Nutrition Scholars: __________________________________________________________

__________________________________________________________

7. Sanitary Inspectors: _________________________________________________________________

_________________________________________________________________

8. Security Personnel: __________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

9. Volunteers: __________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________ __________________________________________________________________

__________________________________________________________________

__________________________________________________________________

__________________________________________________________________


Management Plan

I. Identifying Information

1. Name*

Male Female

3. Date of Birth*

Single Other, Specify

Married ________________

II. Health Information

1. Height 2. Weight 3. Food Allergies:

4. Other Allergies (Drug, etc) :

5. Current Illness/es and Injury/ies:

6. Are you currently under any medication: Yes If Yes, please indicate:

No

III. Other Important Information

Interviewed by: Confirming data above:

Name and Signature

Last Name First Name Ext (Jr,Sr)Middle Name

2. Sex*

Abra Provincial Disaster Risk Reduction and ManagementCouncil (PDRRMC)

General Intake SheetEvacuation Center: ________________________

MM DD YYYY

YYYY MM DD4. Address*

Region Province City/Municipality Barangay No/Street/Purok

6. Civil Status* 7. Religion* 8. Nationality*

9. Highest Educational Attainment* 10. Skills/Occupation* 11. EstimatedMonthly Income*

P .00

12. PhilHealth No.

Name/Signature of Interviewee


Management Plan

Master List of Evacuees

(to be sourced from Individual General Intake Sheet)

Name of Evacuation Center:

____________________________________________________________________________________

Date Accomplished: ____________ Accomplished by: ______________________________________

Number Name Sex Age Room

Assignment

Special

Circumstances

Remarks


Management Plan

Health Status/Services

(Baseline/Initial Survey)

Date Accomplished: ____________________

Evacuation Center: ____________________________________________________________________

Type of Emergency/Disaster: ____________________________________________________________

No. of Evacuees: ___________________

Place/s of origin: ______________________________________________________________________

No. of Families: ________

No. of Males: _________

No. of Females: ________

No. of Children: ________

Accomplished by: _____________________________________________

Designation: ___________________ Contact No.: _________________________

A. Health Personnel: ____________________________________________________

MHO in Charge: ______________________________________________________

Other Health Personnel: _______________________________________________

Other

____________________________________________________

Physicians

____________________________________________________

Nurses

____________________________________________________

Midwives:

____________________________________________________

BHWs:

____________________________________________________

Clinics/Hospitals for referral: _______________________________________________

_______________________________________________ _______________________________________________ _______________________________________________ B. Health Profile:

Immunization coverage: o Measles: _________________________________ o DPT: _____________________________________ o Hepatitis B: _______________________________


Management Plan

o BCG: _____________________________________

No. of TB patients in DOTS program: ______________________

(Make available the list)

No. of individuals with CVD: _____________________________

(Make available the list)

No. of individuals with diabetes: __________________________

No. of pregnant: _______________________________________

No. of women breastfeeding: _____________________________

No. of elderly: _________________________________________

No. of person with disability: _____________________________


Management Plan

Communicable Disease Surveillance Daily Report

Date: __________________

Prepared by: _____________________________________________

Designation: _____________________________________________

Office: __________________________________________________

Contact No.: _____________________________

Evacuation Camp: ____________________________________________________

Clinic Site: __________________________________________________________

No. of New Cases with Under 5 yrs Over 5 yrs Total

1. Fever (38°C)

2. Cough

3. Fever and Cough

4. Diarrhea

5. Diarrhea with blood

6. Fever and diarrhea

7. Vomiting and/or diarrhea

8. Fever and rash

9. Dog Bite

10. Snake bite

11. Burns

12. Trauma

13. Jaundice and diarrhea

14. Deaths

15. Skin Disease

16. Conjunctivitis (Red Eye)

Remarks: ____________________________________________________________________________

____________________________________________________________________________

Status of Evacuation Today:

No. of Evacuees: _________________________

No. of New Arrivals: ______________________

No. of Consults Today: ____________________

Significant changes in the water/sanitation/food supply: ______________________________________________________________________________

______________________________________________________________________________


Management Plan

Checklist for Environmental Health/RAS survey

Evacuation Camp address: _______________________________________________________

Type: _______________ School: _______________ other buildings ________ makeshift

Date opened: ___________________________________________________

Date of RAS: ___________________________________ RAS No. ________________________

Done by: ___________________________________________________________________

Designation: ________________________________________________________________

Contact No: _________________________________________________________________

Population:

o No. of Evacuees: ___________________________________________

o No. of Families: ____________________________________________

o New Arrivals: __________________ Date of Arrival: _______________

SHELTER:

For School/Buildings

No. of rooms occupied: ______________________________

No. of Families per room: ____________________________

Remarks: __________________________________________________________________

__________________________________________________________________

___________________________________________________________________

WATER SOURCE:

Level 1: ________

Level 2: ________

Level 3: ________

No. of faucets/water points: _______

Rate of Discharge: _______

No. of Tanks for Water: __________

Capacity per tank: ________

Other source of water:

Rationing: ________ Frequency: ___________

Bottled water: ____________

Water safety:

Rapid Testing: _____ Method: ____________________

Date of Test: _____________

Results: ____________________________________________

____________________________________________

Bacteriologic: ______________________

Date of test: ______________


Management Plan

Results: _________________________________________

_________________________________________

Water Treatment:

Chlorine tablets: _________________________

Chlorine solution: ________________________

Remarks: ___________________________________________

___________________________________________

___________________________________________

LATRINES:

No. of water sealed: _________________

No. of pit/kybos: ____________________

No. of portable toilets: _______________

Soap and water: ____________________

Toilet papers (for portable toilets) ___________

Remarks: _____________________________________________________________________

_____________________________________________________________________

_____________________________________________________________________

SOLID WASTE DISPOSAL:

Segregation practiced: ___________________________

No. of receptacles available: ___________

Capacity: ________

No. of dug pit: ____________ Cover: Yes/No

Composting: _____________________________________

Open Burning: ___________________________________

Collected: __________________________

Frequency: ____________________________

Collected by:

Remarks: _______________________________________

_______________________________________

WASTE WATER DISPOSAL:

Presence of drainage Yes/No

Presence of Sewer Yes/No

Other systems present:

________________________________________________________________

________________________________________________________________


Management Plan

Remarks:

_______________________________________________________________

_______________________________________________________________

_______________________________________________________________

VERMIN and VECTOR

Presence of accumulated water Yes/No

(ground, receptacles)

Presence of uncollected garbage Yes/No

Presence of flies, ants, mosquitoes Yes/No

Remarks: ________________________________________________

________________________________________________

________________________________________________


Management Plan

SEARCH AND RESCUE

SYSTEM


Management Plan

Search & Rescuers Deployment Flowchart

NO

YES

NDRRMC RDRRMC PDRRMC PDRRMC

Lower Level LDRRMCs/s

and Community Reports

of Disasters

NO

YES

YES

END

NO

YES

Is there a

high

probabilit

y that the

hazard

will

directly

affect the

Deployment of

the Response

Committee

Are there sudden

changes that warrant

the attention of

council?

Places the

Response

Committee

Standby Alert Demobilizes

the Response

Committee

0

Has

the

threat

ceased

to

Activates

Regional

Disaster

Operations

Center

Activates

Provincial

Disaster

Operations

Center

Conducts

Emergency

Meeting

START


Management Plan

Search and Rescue System SOP

I. Preplanning

A. Search and Rescue shall be handled only by skilled teams such as those coming from the

Bureau of Fire, Coast Guard, 501 Engineering Brigade, CSSR, 505 Fighter Wind, etc.

B. Abra Provincial Disaster Risk Reduction and Management Office (PDRRMC) Search and

Rescue Team members should:

1. Thoroughly understand the guidelines listed herein,

2. Possess and maintain at all times a 24 hour ready pack. Members should be

equipped to endure the rigors of an operation without outside support.

3. Maintain themselves in a fit manner to be able to endure the rigors of an Operation

for 24 hours.

4. Train on a regular basis to remain proficient in the skills needed to participate in

Operations.

5. Possess appropriate personal clothing and gear for the weather conditions and

terrain that are likely to be encountered in an Operation.

C. U dersta d a d e a le to ork ithi the I ide t Co a d “ ste IC“ .

D. Maintain with the PDRRMO a current address, home Response Team, telephone

number, and work telephone number. Members shall if available, also provide a cell

phone number, pager number and an e-mail address.

II. Notification and Dispatch for an Operation Response:

A. Member Notification

1. Members will be notified via a telephone calling tree and via e-mail by the PDRRMO.

2. Dependent upon the needs and location of the Operation it is possible that all

Members will not be notified of an Operation.

B. Prior to dispatch, the ICS Planning Unit should map out and identify the following:

1. Impact Zone


Management Plan

2. Command Post Area

3. Advance Medical Post Area

4. Evacuation Area

5. Staging Area

6. VIP and Press Area

7. Access Roads

III. Departure to Scene:

A. Prior to responding to the Staging Area, responders shall take the necessary time to be

certain that they are properly dressed and have the necessary equipment.

B. All members when responding to the Staging Area of an Operation shall abide by all

laws of the road. They shall not speed and shall not be under the influence of alcohol or

drugs.

C. Members must transport themselves to the Staging Area in a safe and responsible

manner.

D. Emergency lights and/or audible warning devices of any kind are not to be used on

route from a callout. Use of emergency lights or audible warning devices will result in

automatic suspension and possible expulsion from the team.

IV. On Scene Arrival:

A. First arriving Response Team member assumes the responsibility as Team Leader until a

member of higher authority or seniority arrives at the Staging Area.

B. In a search, the Team Leader should report to the Incident Commander once the team is

assembled. In the case of a carry out, individual members shall approach the Incident

Commander and may be dispatched without the team fully assembled.

C. The Team Leader is in charge of setting up the appropriate Sector of the Incident

Command System (ICS) as it relates to the mission assigned to the Team.


Management Plan

D. Signing In:

1. All members must sign the Volunteer Log as soon as they arrive at the Staging Area.

2. Before leaving the Staging Area, members need to complete a Mission Log entry

including:

a) Name

b) Mission

c) Time

d) Estimated time of completion of mission

3. Members returning to the Staging Area must complete the Mission Log by signing

their return time.

4. A separate Mission Log entry must be completed any time any member leaves or

returns to the Staging Area.

5. Members arriving after the first arriving team has been assigned missions shall

remain at the Staging Area until dispatched.

V. On Scene Behavior:

A. Professionalism:

1. Behavior of all members must display a professional attitude.

2. Professional attitude is dictated by common sense, the standard of technical skill

level to which each member is trained, and a regard for personal safety above all

other issues.

B. Continuum of Command:

On scene changes in the command structure, must be clearly communicated to all

involved. Both members, the one giving up the position, and the one undertaking the

position must be present together and aware of the exchange and all others in the

Tea ’s hai of o a d ust e otified.


Management Plan

VI. Planning, Strategy, Tactics and Operations

A. The Chain of Command

1. The overall planning and operational authority of a field response belongs to the

PDRRMC.

2. The overall incident will be run under the Incident Command System (ICS).

Members must be familiar with the form and vocabulary of the ICS in order to

function smoothly with other agencies. The Team Leader is in charge of all team

operations and the Safety officer is allowed and dictated to top any unsafe behavior.

B. Knowledge and Skills of SAR

All members should, at a minimum, be familiar with:

1. Personal safety

2. Land navigation (e.g., map and compass)

3. Basic Search Techniques (e.g., Types I-III, confinement operations, concepts of active

and passive search)

4. Basic patient packaging and transport techniques (e.g., Stokes litter)

5. CPR and Basic First Aid

C. Communicating with the Media

The PDRRMC Responders should not communicate with the news media. Media

personnel should be referred to the Information Officer for proper handling.

D. Safety

Personal and team safety are of the highest priority in all phases of search and rescue

operations. Any member uncomfortable with a particular duty or situation due to

safety concerns should relay the circumstances by the appropriate chain of command to

the Team Safety Officer or the Team Leader.


Management Plan

E. Providing Medical Care in the Field

Team members are expected to perform to their level of training and within the limits of

relevant laws and regulations when providing medical care while on an Operation.

F. Personal Preparation

It is the responsibility of the individual team member to be appropriately prepared for

SAR operations. Any unprepared member may be required to end their participation in

an Operation and possibly depart the scene.

G. Attitude

Members are expected to behave professionally at all times. Any behavior

ou terprodu ti e to the tea ’s efforts a d or fu tio ithi the IC“ ill ot e tolerated. Unessential critiques and dissent have no place during the course of an

Operation and they should be reserved until such operations have ended. Strict

adherence to the chain of command is absolutely necessary in the field.

VII. Upon Completion of an Emergency

A. Leaving the Scene

The Team Leader must verify by the Mission Log that all members have departed the

scene before the Team Leader leaves the scene.

B. Debriefing Report

It is the responsibility of the highest ranking Officer or Team Leader present on the call

to collect all relevant information for post incident review.

C. Critical Incident Stress Debriefing

Members are encouraged to undergo stress debriefing after any incident that may have

been psychologically trying. A Critical Incident Stress Debriefing can be arranged

through the Incident Commander.


Management Plan

MEDICAL SERVICES

SYSTEM


Management Plan

I. Preplanning

A. Abra PDRRMC Medical Service Team members should:

1. Thoroughly understand the guidelines listed herein.

2. Members should be equipped to endure the rigors of an operation without outside

support.

3. Maintain themselves in a fit manner to be able to endure the rigors of an Operation

for 24 hours.

4. Train on a regular basis to remain proficient in the skills needed to participate in

Operation.

5. Possess appropriate personal protective equipment, including mask and gloves.

B. U dersta d a d e a le to ork ithi the I ide t Co a d “ ste IC“ .

C. Maintain with the Provincial Disaster Risk Reduction and Management Office a current

address, home Response Team telephone number, and work telephone number.

Members shall if available, also provide a cell phone number, pager number and an e-

mail address.

II. Notification all dispatch for an Operation Response:

A. As determined in the Incident Action Plan, Incident Commander notifies/mobilizes

Medical Service Team.

B. Incident Commander will notify the team of the type of incident and other necessary

data for the team to determine needed medical supplies/equipment to be brought to

the site.

III. Departure to Scene

A. Prior to responding to the Staging Area responders shall take the necessary time to be

certain they are properly dressed and have the necessary equipment.


Management Plan

B. All members when responding to the Staging Area of an Operation shall abide by all

laws of the road. They shall not speed and shall not be under the influence of alcohol or

drugs.

C. Members must transport themselves to the Staging Area in a safe and responsible

manner.

IV. On Scene Arrival:

A. First arriving Response Team member assumes the responsibility as Team Leader until a

member of higher authority or seniority arrives at the Staging Area.

B. The Team Leader should report to the Incident Commander.

C. The Team Leader is in charge of setting up the appropriate Sector of the Incident

Command System (ICS) as it relates to the mission assigned to the Team.

D. Signing In:

1. All members must sign the Volunteer Log as soon as they arrive at the Staging Area.

2. Before leaving the Staging Area, members need to complete a Mission Log entry

including:

e) Name

f) Mission

g) Time

h) Estimated time of completion of mission

3. Members returning to the Staging Area must complete the Mission Log by signing

their return time.

4. A separate Mission Log entry must be completed any time any member leaves or

returns to the Staging Area.

5. Members arriving after the first arriving team has been assigned missions shall

remain at the Staging Area until dispatched.


Management Plan

V. On Scene:

A. Behavior

1. Professionalism:

a) Behavior of all members must display a professional attitude.

b) Professional attitude is dictated by common sense, the standard of technical skill

level to which each member is trained, and a regard for personal safety above all

other issues.

2. Continuum of Command:

On scene changes in the command structure, must be clearly communicated to all

involved. Both members, the one giving up the position, and the one undertaking

the position must be present together and aware of the exchange and all others in

the Tea ’s hai of o a d ust e otified.

B. Operations

1. Set-up Triage Areas & Advance Medical Post. The Triage system to be used is as

follows and should only be done by nurses, EMTS or other skilled personnel:

a) Red tags – (immediate) are used to label those who cannot survive without

immediate treatment but who have a chance of survival.

b) Yellow tags – (observation for those who require observation possible later re-

triage). Their condition is stable for the moment and, they are not in immediate

danger of death. These victims will still need hospital care and would be treated

immediately under normal circumstances.

c) Green tags – ait are reser ed for the alki g ou ded ho will need

medical care at some point, after more critical injuries have been treated.

d) White tags – dis iss are gi e to those ith i or i juries for ho a do tor’s care is not required.

e) Black tags – (expectant) are used for the deceased and for those whose injuries

are so extensive that they will not be able to survive given the care that is

available.


Management Plan

2. After classification/triaging, all victims, except black tags will be given first-aid

treatment. Prioritization on the administration of first-aid treatment and

referral/transfer to a definitive medical facility is as follows:

First – Read Tags

Second – Yellow Tags

Third – Green Tags

Fourth – White Tags

Fifth – Black Tags

VI. Communicating with the Media

A. Responders should not communicate with the news media during field operations. All

media correspondence should be solely handled by the Information Officer.

VII. Upon Completion of an Emergency

A. Leaving the Scene

The Team Leader must verify by the Mission Log that all members have departed the

scene before the Team Leader leaves the scene.

B. Debriefing Report

It is the responsibility of the highest ranking Officer or Team Leader present on the call

to collect all relevant information for post incident review.

C. Critical Incident Stress Debriefing

Members are encouraged to undergo stress debriefing any incident that may have been

psychologically trying. A Critical Incident Stress Debriefing can be arranged through the

Incident Commander.

VIII. Other Reminders:


Management Plan

A. Safety

Personal and team safety are of the highest priority in all phases of search and rescue

operations. Any member uncomfortable with a particular duty or situation due to

safety concerns should relay the circumstances by the appropriate chain of command to

the Team Safety Officer or the Team Leader.

B. Personal Preparation

It is the responsibility of the individual team member to be appropriately prepared for

SAR operations. Any unprepared member may be required to end their participation in

an Operation and possibly depart the scene.

C. Attitude

Members are expected to behave professionally at all times. Any behavior

ou terprodu ti e to the tea ’s efforts a d or fu tio ithi the IC“ ill ot e tolerated. Unessential critiques and dissent have no place during the course of an

Operation and they should be reserved until such operations have ended. Strict

adherence to the chain of command is absolutely necessary in the field.


Management Plan

RELIEF DISTRIBUTION

SYSTEM


Management Plan

DISASTER RELIEF ASSISTANCE FLOW CHART

Consolidate

BDRRMC reports &

submit to PSWDO,

indicating

requested relief

assistance that

cannot be

accommodated by

their own DRRM

fund

Submit

Certification by

MDRRMC that

their DRRM fund is

already exhausted

MDRRMC

(TRU

MSWDO)

BDRRMC PDRRMC

(THRU

RESPONSE

COMMITTEE)

Prepare report of

affected families and

relief assistance

needed, including

*No. of Household

affected.

*No. of injured

person.

* No. of Population

affected. No. of

missing person.

*No. of house

destroyed.

*No. of dead

person.( 2 days after

onslaught of

disaster)

Consolidate Reports

Validate report(the

day after the receipt of

report)

Distribution of Relief

Assistance

*Relief assistance is

extended based on

validated reports.

(after validation of

report)

Extension of

Emergency Shelter

Assistance

*extended to victims

whose houses are

partially and totally

destroyed.

Submit

provincialreport to

NDRRMC/RDRRMC

and indicate needed

relief assistance, if any


Management Plan

REHABILITATION AND

RECOVERY SYSTEM


Management Plan

PDRRMO PDRRMO PDRMMO/PDRRMC

Rehabilitation & Rehabilitation & Rehabilitation &

Recovery Committee Recovery Committee Recovery Committee

Provide

livelihood and

shelter

assistance to

disaster victims

Formulate

Rehabilitation

and Recovery

Plans

Consolidate

reports from

MDRRMC’s a d other partners for

basis of

rehabilitation and

recovery plan

Rehabilitation of

public buildings

and other

infrastructures

Identify

relocation sites

for disaster

victims

Stress debriefing

to victims &

responders


Management Plan

SECURITY SYSTEM


Management Plan

ABRA PPO IMPLAN 01-2014

Abra PPO Critical Incident Management Operational Procedures

1. REFERENCES:

a. NHQ CMC No. 2013-021 (Critical Incident Management Operational Procedure) dated

December 13, 2013;

b. National Crisis Management Core Manual (NCMCM) October 2012;

c. PNP Incident Command System (ICS) Organizational Structure and Checklist Handbook 2012;

and

d. Republic Act 10121 (The Philippine Disaster Risk Regulation and Management Act of 2010); and

e. PRO-COR IMPLAN 01-2014 Critical Incident Management Operational Procedures.

2. PURPOSE:

This IMPLAN prescribes the policies and general procedures for handling critical incidents to guide

PNP Units at all levels in addressing different crisis situations. It is applicable to all PNP Units from the

Provincial down to the Municipal level. It discusses the Incident Management Procedures and the

organization of Incident Management Committee, Critical Incident Management Task Group (CIMTG)

and Disaster Incident Management Task Group (DIMTG). It also establishes the authority to exercise

their functions and defines their specific roles.

3. DEFINITION OF TERMS:

a. Crisis or Emergency – is a threatening condition that requires urgent action of response.

b. Crisis Management – involves plans and institutional arrangement engage and guides the

efforts of Government, Non-government, Voluntary and Private Agencies, comprehensive and

coordinated ways to respond to the entire spectrum of the crisis needs.

c. Crisis Management Council (CMC) – is a governing body that takes decisive action to resolve

crisis and emergency. It is primarily concerned with the formulation of crisis management

policies, integration and orchestration of government and public efforts towards the control of

crisis.


Management Plan

d. Critical Incident – is any emergency event, whether human-induced (man-made) or natural,

that requires the implementation of special laws by one or more of the urgent services of the

Philippine Government and will generally include the environment, either directly or indirectly

of the Philippine National Police.

e. Criminality- is an act or omission against public law which tends to prejudice the community

and is punishable by the courts of justice.

f. Destabilization/Public Disturbance – are threats pose by the destabilizers that include military

uprisings, demonstrations, rallies, sabotage of key installations or a combination thereof,

undertaken separately or jointly by anti-government forces. These critical incidents, back

oftentimes by disgruntled uniformed personnel and politicians with vested interest, are

undertaken primarily to undermine the present leadership, thereby rending it unstable and

incapable of effective governance, or surviving with the end in view of averting the status qou

to replace the government.

g. Disaster Incident - refers to serious destruction 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.

Disasters are often described as a result of the combination of the exposure to a hazard; the

conditions of the vulnerability that are present and insufficient capacity or measures to reduce

the cope with 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 the damage to property, destruction and environmental degradation.

h. Disaster Risk Reduction Management Council (DRRMC) – this pertains to the DRRMC from

regional to local level. Its powers and functions are defined in Republic Act 10121 also known as

the Philippi e Disaster Risk Redu tio Ma age e t A t of .

i. First Responder- any person or Units who arrive first at the place of incident and endeavor to

render assistance to the victim and to protect and secure the incident scene.

j. Human-induced (Man-made) Critical Incident- refers to acts of terrorism, destabilization/public

disturbances and/or criminal activities that require prompt implementation of police

procedures or interventions to contain the incident scene.

k. Incident Command System- a set of personnel, policies, procedures, facilities and equipment

integrated into a common organizational structure designed to improve emergency response

operations of all types and complexities.

l. Incident Commander – is the single person who commands the incident response and is the

decision-making final authority on the ground.


Management Plan

m. On-Scene Commander- is an individual in the vicinity who temporarily assumes command of

the incident.

n. Terrorism- is an act punishable under any of the following provisions of the revised Penal Code:

Arti le Pira i Ge eral a d Muti i the High Arti le a Coup d’-etat); including acts

committed by private persons; Article 248 (Murder) thereby sowing and creating a condition of

widespread and extraordinary fear and panic among the populace, in order to coerce the

government to give into an unlawful demand. (Source: RA 9372-Human Security Act of 2007).

4. SCOPE OF APPLICATION:

This IMPLAN shall apply to all PNP Offices/Units from the Provincial and Municipal levels in

addressing critical incidents (man-made or natural/disaster incidents) in accordance to the existing

protocols of Peace and Order Councils (POC) in Executive Order 320, and Disaster Risk Reduction

Councils (DRRMC) in Republic Act 10121.

Man-Made Incidents- in the event man-made incidents, Abra PPO shall respond to two different

situations: 1) to manage an incident that could be resolved by the responding policemen

without the environment of the CMC (ex: hostage-taking of a father to his son; 2) to manage an

incident that needs a CMC – directed operations, that requires the implementation of a special

task by one or more urgent services of the Philippine government (ex: raids or attracts by

lawless elements on a community causing significant impacts on the social, economic, security,

and political situation in the affected area). Both actions of this PPO in either situation follow

the ICS operational procedures.

Natural/Disaster Incidents- in the event of natural/disaster incidents, Abra PPO shall act as the first

responder in the affected area in order to provide area security and support to the conduct of search and rescue operations to be spearheaded by the DRRMCs.

All actions of this PPO in addressing these critical incidents are in support to the POC – CMCs and

DRRMCs with common objectives of saving lives and properties resolution of the critical incidents at

the earliest possible time, and restoration of the normalcy in the affected areas.

Based on the New National Crisis Management Core Manual (NCMCM) series of 2012 the National

Crisis Management Framework provides a comprehensive approach to understanding the components

of a risis of or the P’s of a risis a age e t. Predi t, Pre e t, Perfor a d Post- Action and

Assessment.

a. 5 Ps of Crisis Management


Management Plan

The 5Ps are executed in three phases – proactive (predict, prevent, prepare); reactive (perform;

and post conflict) (post action and assessment).

PROACTIVE PHASE – is designed to predict or prevent the probability occurrence of crisis at the

same time prepare to handle them when such occur.

1) Predict – attempts to remove uncertainly from the future. The Predict component is

undertaken through Strategic, Operational, and Tactical Situation Awareness (SA) processes.

Strategic Situation Awareness is producing foresight and conveying strategic warnings through

Horizon Scanning or Strategic Forecasting. It scans the environment identifying weak signals,

drivers , inhibitors, wildcards, threats, hazards, risk, opportunities and vulnerabilities, among

others, develops foresight and conveys strategic warnings. Operational and Tactical Situation

Awareness is a producing detailed reports against a specified threat, describing the operating

environment where a threat or crisis could emerge, the threat or crisis itself, its potential of

becoming a crisis; and current efforts and capabilities of Agencies/Departments addressing the

threat of crisis.

2) Prevent – a deliberate action aimed at avoiding future harm by addressing its causes. It

is closely related to mitigation which accepts that a potentially harmful incident cannot be

prevented, but harmful consequences arising from it can be minimized by precautionary

measures are; the first involved in a long-term strategy that is expected to yield effects over

years; and, the other is operational in nature (e.g target hardening), Prevention capability is

essentially physical security. It is the responsibility of the Government Security Forces with the

support of Barangay Peacekeeping Action Teams (BPATs). For man-made incidents, it requires

vigilance and alertnessto sign and manifestation of suspicious looking individuals, warning and

alert systems have to be established to alert the population to minimize the effects of terrorism

attracts in terms of casualties and damages, active and passive security measures.

3) Prepare – esse tial for effe ti e poli e respo se. It o ers si esse tial a ti ities’ Pla , Organize, Train, Equip, Exercise, and Evaluate and Improve. Simulation and tabletop exercises

evaluate the effectiveness of preparations, bring out flaws and weaknesses and enable

corrections and remedies to be effected to heighten levels of readiness of Systems, Procedures,

Organization, Equipment and Logistics to better cope with actual crisis.

REACTIVE PHASE – is the institution of passive and active security measures, remedy or solution

to destabilizing factors or security flaws to such crisis, or emergency, vigilance and alertness to

signs or manifestations of developing crisis, or emergency and establishments of alert systems.

4) Perform – the actual implementation of the contingency plans when a crisis occurs,

despite the pro-active measures undertaken. One a crisis occurs, priorities shift from building or enhancing capabilities to employing resources to save lives, protect property and environment

and preserve the social, economic and political structure of the jurisdiction.


Management Plan

Actions during Crisis:

1) Contain the incident

2) Isolate the affected area

3) Evacuate person at risk

4) Appropriate Police Action

5) Restore normalcy/rehabilitation

POST CONFLICT PHASE- is the situation when the proactive and reactive phases were all done.

5) Post – Action and Assessment- a component which begins when the crisis has been

addressed and the situation is deemed clear. It is in this phase where the organization is

preparation and actual execution.

b. Incident Command System (ICS)

This IMPLAN prescribes that in responding to Critical Incident or Disaster Incident, the

NCMCM’s IC“ as the template is adapted for its Incident Management Structure and

Procedures.

ABRA PPO is therefore structured into six major functional areas; Command, Operations,

Planning, Logistics, Finance/Administration and Intelligence/Investigation as an optional six

functional area that is activated in a case to case basis.

Every level of ICS has the corresponding role in the Critical Incident Management Operations.

1) Incident Command/ Commander (IC)- the person designated by the chairman, CMC to

provide the overall supervision and management in handling incident response operations.

He manages the human and other resources necessary to address the crisis.

2) Command Staff (CS)- provides technical advice to the IC and they are:

a. The Safety Officer (SO)- monitors safety conditions and develops measures for assuring

the safety of all assigned personnel.

b. The Public Information Officer (PIO)- serves as the conduit for information to internal

and external stakeholders, including the other organization seeking information directly from the incident or event.


Management Plan

c. Liaison Officer (LO)- serves as the primary contact for supporting agencies assisting at

the incident.

d. Negotiation Team (NT)- serves as the lead team in communicating negotiating with the

suspects or perpetrators of the crisis incident (Negotiations Team will be included only

when the critical incident requires like during hostage incidents)

3) General Staff (GS)- provides planning and operations direction and supervision, resources

procurement and allocation, and support services.

They are primarily composed of:

a. Operations/Plans Staff (OPS)- tasked with directing all actions to meet the incident

objectives.

b. Intelligence and Investigation Staff (OPS)- tasked with the collection and display of

incident information, primarily consisting with the status of all resources and overall

status of the incident.

c. Budget and Logistic Staff (BLS)- tasked with tracking incident related cost, personnel

records, requisitions, and administrating procurement contracts required by Logistics.

d. Administrative Staff (AS)- tasked with supervising all human resources and other

administrative services and support required by the incident.

c. Alert Levels during Human –Induced (Man-made) Critical Incident

Appropriate man-made critical incident alert level shall be disseminated by POPB to all

concerned Offices through the Provincial Tactical Operations Center (PTOC).

1) Level 1 (Low) – There is no information to suggest a specific man-made

Critical Incident may occur.

2) Level 2 (Moderate)- Man-made Critical Incident is possible, but not likely.

3) Level 3 (High) – There is strong possibility that man-made Critical

Incident may occur within a short period of time.

4) Level 4 (Extreme)- A man-made Critical Incident has just occurred or has

just been pre-empted; or incidents are expected.


Management Plan

d. Stages in Disaster Management

1) Pre – Disaster Stage - Pro-Active Assessment (Level 1 – Green):

When there are no disasters or calamities:

a) Conduct of Risk Mapping and identification of disaster – prone areas;

b) Identification of staging areas, evacuation routes and evacuation centers;

c) Conduct disaster drills (earthquake, fire, etc.) simulation exercises and Trainings

d) Holding of regular Task Groups and Sub-Task Groups meeting together with respective

levels of the Provincial Disaster Risks Reduction and Management Councils;

e) Capability enhancement (Manpower, Machines, Materials, Money and Methods;

f) Production and distribution of Information Education Campaign materials; and

g) Conduct of community organizational work for various purpose such as:

1. Sewerage clean-up;

2. De-clogging of water ways, canals, esteros;

3. Clearing of squatter shanties and unauthorized occupants in disaster prone areas;

and

4. Other community mobilization activities.

2) Disaster Response Stage- Disaster Incident Management (Level 2- Red):

When there is an official forecast of an incoming natural disaster in the country and when

an unexpected natural disaster suddenly occurs in the country:

a. Activation of Disaster Incident Management Task Groups in areas expected to be hit by

the weather disturbance twenty-four (24) hours prior to the expected landfall or

occurrence;

b. Employment of alarm and warning systems as stipulated under the DILG MC 2009-165,

such as the use of Police Sirens and other portable warning systems capable of

producing loud wailing sound;

c. Activation of the Abra PPO Disaster Incident Management Committee;

d. Coordination with the PDRRMC to support its disaster response;

e. Activation of Abra PPO SCDM Provincial Disaster Operations Center (PDOC) to be co-

located at the PHQ, Abra PPO, Provincial Tactical Operations Center;

f. Activation of Command Post by Task Group whose area is hit by the disaster; g. Forced relocation/pre-emptive evacuation of residents in flood-prone areas in

coordination with corresponding LDRRC; and


Management Plan

h. Conduct of timely and rapid disaster response according to the needs in the

disaster/calamity area such as search and rescue operation, evacuation and relief

operation, emergency medical services and security and traffic management operation

in support and coordination with the PDRRMC.

3) Post-Disaster Stage- Support to Recovery and Rehabilitation efforts (Level 3- White):

a. Get reports from concerned Disaster Risk Reduction and Management Council the

Damage Assessment and Needs Analysis of the affected areas;

b. Deployment of relief personnel for relief operations;

c. Provide Security and Traffic Assistance to returning evacuees;

d. Submit After Disaster Response Report to Provincial Director copy furnished to

PDRRMC; and

e. Deactivation of the Abra PPO SCDM by Provincial Director through the Chairman/Task

Coordinator, Abra PPO SCDM when the situation is already manageable in disaster-

stricken area.

5. ORGANIZATION AND STRUCTURE OF CIMC/CIMT/DIMTG:

In accordance with Executive Order 320, as amend, in e NPOC has constituted Crisis Management

Committees (CMCs) at all levels specifically to take decisive action in emergency situations.

a) The CMCs are primarily concerned with the formulation of Crisis Management Procedures,

Integration and Orchestration of Government, Military/Police and public efforts towards the

prevention and control of Crisis Incidents. All actions and decisions taken by the CMC shall be

within the policies laid by the corresponding Peace and Order Councils (POCs). (Annex B

b) In support to the mandates of CMCs, Abra PPO shall organize its Critical Incident Management

Committee (Abra PPO CIMC) with four (4) subcommittees namely: sub-committee on Criminality, sub-committee on destabilization/public disturbances, sub-committee on terrorism

and sub-committee on disasters.

c) This Committee shall take cognizance of all human-induced (man-made) critical incidents and

shall supervise/oversee operations of concerned Units and Agencies to mitigate its effects on

the general populace. It shall be composed of DPDA as the chairman, DPDO as the Vice-

Chairman with C, PHRDD, C, PIB, C, POPB, C, Supply Branch, C, Invest and C, PCR/PIO as

members of Abra PPO CIMC and chief PTOC as the Head “e retariat A e . Prese ted is the functional structure of the committee:

1) Sub-Committee on Criminality- shall take cognizance on act/s or Omission/s against public law/s which tends to prejudice the community and is punishable by the courts of

justice. Chief PIDMB as Chairman, Deputy Chief, PIDMB as Vice- Chairman with the


Management Plan

following members: PCR, POPB, PIB, Supply, CIDT, PCLS, PTOC, COPs, Other NSUs in

AOR and PIDMB as the Secretariat.

2) Sub-Committee on Destabilization/ Public Disturbances- shall take Cognizance on the

threats posed by destabilizers which include military uprisings, demonstrations,

rallies, sabotage of key installations, etc., or a combination the political spectrum.

These critical incidents, backed often times by disgruntled uniformed personnel and

politician primarily to with vested interest, are undertaken primarily to undermine the

present leadership thereby rendering it unstable and incapable of, effective government.

Chief POPB as chairman, Deputy Chief POPB as Vice-Chairman with the following

members: PCR, PHRDD, Finance, Supply, PIDMB, CIDT, PCLS, PHPT, PTOC, PPSC,

COPs, Other NSUs in AOR and Chief POPB, as Secretariat.

3) Sub-Committee on Terrorism – shall take cognizance on acts punishable under any of

the following provisions of the Revised Penal Code: Article 122 (Piracy in general and Mutiny in

the High Seas or in the Philippine Waters); Article 134 (Rebellion or Insurrection); Article

a Coup d’ etat i ludi g a ts o mitted by private persons; Article 248 (Murder) thereby

sowing and creating a condition of widespread and extraordinary fear and panic among the

populace, in order to coerce the government to give in an unlawful demand, Chief, PIB as

Chairman with the following members: Finance, Supply, PCR, PIDMB, COPs Stations, other

NSUs in AOR and Chief PIB as the Secretariat.

4) Sub-Committee on Disaster Management (Abra PPO SCDM)-Chief, PCR as the

Chairman/Task Force Commander, Deputy Chief, PCR as the Deputy Chairman and the

following are the members: PHRDD, PIB, Supply, POPB, Finance, PIDMB, Other NSUs in AOR

and Chief, Community Affairs Section, PCR as the Secretariat.

Abra PPO shall organize Task Groups from the Provincial Headquarters down to Municipal Police Stations following the Incident Command System (ICS) Structure: Critical Incident

Management Task Group (CIMTG) to address human-induced (man- made) Incidents and

Disaster Incident Management Task Group (DIMTG) to address disaster incidents.

The Critical Incident Management Task Group (CIMTG) – To carry out the mandates of the

Abra PPO Critical Incident Management Committee (Abra PPO CIMC) on human induced (man-

ade i ide ts A e D . Criti al I ide t Ma age e t Task Groups (CIMTGs) shall be

organized and replicated at the MPS (Municipal) level following the Abra PPO Structure (Annex

A .

The Incident Commander shall be designated by the Chairman, Abra PPO CMC and CIMTG to be complemented by the Officers of the Office/Unit who has functional staff functions in

the organizations.


Management Plan

At the Provincial and Municipal levels, the response of Abra PPO to any crisis will be to

activate CIMTG for human-induced incident and DIMTG for natural disaster. The COP in the

area shall have the authority to activate the CIMTG or DIMTG.

The following are considered as Human- Induced Critical Incident:

a) Incidents like abduction, involving prominent personalities such as National and Local

Government Officials, Foreign Nationals (diplomats, ambassadors, consuls, attaches, and

foreign tourists), religious leaders from various religious congregations and other

personalities whose involvement in incidents may result in controversies;

b) Incidents involving national security such as attacks on vital installations, communities

and prominent personalities;

c) Jailbreaks;

d) Heinous crimes like assassination, ambush involving prominent personalities;

e) Robbery hold-up, armored van robbery and bank robbery perpetrated by syndicated

groups;

f) Election- Related Violent Incident (ERVI);

g) Surrender of enemy personalities and notorious criminals wanted by law;

h) Coup d’ etat; a d i) Other similar man-made critical incidents that may result in human casualties and/or

destruction of properties.

The following shall be designated to handle the functional responsibilities of the CIMTG

depending on the level of this activation:

Incident Commander : DPDO,COPS

Deputy Incident Commander : C, POPB

Public Information Officer : PIO Liaison Officer : C,PCR

Safety Officer : Dep C, POPB

Operations/Plans Staff : C, POPB

Intel/Invest Staff : C, PIB/C,PIDMB

Budget and Logistics Staff : C,Supply, C, Finance

Admin Staff :C,PHRDD

d. Disaster Incident Management Task Group (DIMTG)- shall also be established and shall serve as

a Special Operating Task Group of the Abra PPO SCDM and assist the MPS Disaster Incident

Management Task Group as the Chairman/Task Coordinator, Abra PPO SCDM may direct. Abra

PPO shall be composed of the NSUs headed by GD PPSC as Task Group Commander. DIMTGs shall also be activated at the MPS level depending on the affected area.


Management Plan

As a matter of rule, Abra PPO DIMTG shall be activated if two (2) or more municipalities are

affected by disaster and a Municipal DIMTG shall be activated if two(2) or more barangays are

affected.

The following are considered natural disaster incidents:

a. Floods;

b. Landslides;

c. Earthquake;

d. Typhoons;

e. Drought; and

f. Other natural hazards that may lead to colossal loss of property and lives.

The following shall be designated to handle the functional responsibilities of the DIMTG:

A e E .

Incident Commander : DPDA,PPSC/COPs

Deputy Incident Commander : DPDO,PCR

Public Information Officer : Chief, PIO

Liaison Officer : C, PCR, Stations PCR PNCOs

Safety Officer : C, PCR, Stations PCR PNCOs

Operations/Plans Staff : C,POPB/DC,POPB/PPSC, Stations

Operations and Plans PNCOs

Budget and Logistics Staff : C, Supply, C, Finance, Supply and

Finance PNCOs

Admin Staff : C, PHRDD/DC, Deputy PHRDD and

Stations PHRDD PNCOs

6. GUIDELINES:

1) All Sub- Committee Chairmen/Task Coordinators shall submit to PD, Abra PPO for approval their

Implementing Plan to the CM/DRMMC to define the role of their tasked Units for efficient and

effective execution/measures to address their respective mandated on critical/disaster

incidents;

2) The adjacent PNP Units or Stations not affected by human induced (man-made) critical disaster

incident will be the secondary responders and the NSUs in support when situation warrants;

3) All PNP Units/Offices complementing the Task Groups shall train their men on man-made

critical/disaster incident management using their available resources;

4) In the conduct of human-induced (man-made) critical incident and disaster relief operations, security and safety of personnel must always be considered;

5) Advance Command Post of Task Groups/Sub- Task Groups shall be designated accordingly;


Management Plan

6) All tasked Units shall operate on their existing logistical and financial allocation. This Office shall

provide additional logistics and financial support on a case to case basis;

7) Level of response of all task groups shall be done as much as possible at the lower level and

only seek assistance to the next level when resources (manpower and material) are not enough

to manage the critical incident/disaster);

8) Timely report on man-made critical/disaster operations shall be observed;

9) Lateral and vertical coordination between echelons of the civil government, private

organizations and AFP Unit/counterparts are encouraged;

10) Observance of Human Rights in all police operations is a must; and

11) All Units/Offices are required to conduct at least one (1) table top exercise (TTX) and one (1)

simulation exercise (SIMEX) at least once a year as part of its preparation.

7. REPEALING CLAUSE:

All issuances, memoranda, rules and regulations issued by PNP, NHQ inconsistent herewith are

deemed repealed and amended accordingly.

8. EFFECTIVITY:

This IMPLAN shall take effect immediately.


Management Plan

Annex A

PNP’s INCIDENT COMMAND “Y“TEM IC“

ICS Commander

Negotiation Team

Deputy ICS

Commander

Public Information

Officer Liaison

Officer

Safety Officer

Operations Planning Intel/Invest Finance/Admin Logistics

Figure 1


Management Plan

Annex B

PNP’s INCIDENT COMMAND “Y“TEM IC“

Chairperson

CMC

Technical Advisers as

Needed

Medical Legal Logistics Social

Services

Commun

ity

Relations

Public

Safety

and

Security

Abra PPO

CIMC/CIMTG

/SIMTG

Point Persons

Figure 2


Management Plan

Annex C

The Abra PPO CRITICAL INCIDENT MANAGEMENT COMMITTEE

(Abra PPO CIMC)

Figure 3

Sub-Committee

on Criminality: C, PIDMB-

Chairman, DC, PIDMB-Vice-

Chairman

Sub-Committee

on Disaster

Management C, PCR-

Chairman, DC,

PCR-Vice-

Chairman

Menbers: PCR,

POPB,PIB,FINANCE,SUPPPLY,PPS

C,CIDT,PCLS,PT

OC,PIO, COPs

and other RSUs

Members:

PCR,POPB,PIB,

FINANCE,

SUPPLY,PPSC,CI

DT,

PCLS,PTOC,PIO,

Other NSUs in

AOR and all

COPs

C, CMS, PIDMB, Secretariat

CM

C DPDA

Chairman

DPDO

Vice-Chairman

Members of

Abra PPO

CIMC:

PHRDD,PIB,PO

PB, FINANCE,

PIDMB,

SUPPLY ALL

C, PTOC

Head Secretariat

C, CAD, PCR Secretariat

Sub-Committee

on

Destabilization/Pu

blic disturbances

C, POPB-

chairman, DC

MEMBERS:

PCR,POPB,PIB,SUPPLY,FINANCE, PPSC,

CIDT

,PCLS,PTOC,PIO,

COPs and other NSUs.

C,OPNS,POPB

Secretariat

SubCommitee

On Disaster

Management C, PCR-

Chairman,DC,

PCR-Vice-

Chairman

Members:

PCR,POPB

PIB,SUPPLY FINANCE,

PPSC,CIDT

PCLS,PTOC

PIO,COPs nd other NSUs

C, CAD Officer, PIB Secretariat


Management Plan

Annex D

ABRA PPO CRITICAL INCIDENT MANAGEMENT TASK GROUP (ABRA PPO CIMTG) Organizational Structure at the Provincial and Station Level

Intel/ Invest staff

Invest/

Documentation

Figure 4

Operations/

Plan Staff

Land Opns Unit

Commo. Unit

Special Unit

Other Govt

Agencies

AFP Elements

Budget and

Log Staff

Budget

And Fiscal

Unit

Logistics

Unit

Other Go ’t Agencies/NGO

CMC

Incident

Commander

Deputy Incident Commander

Public Information Officer

Safety Officer

Advisory Group

Liaison Officer

Negotiation Team

Admin Staff

Medical

Unit

Personnel Mgmt Unit

Legal

Assistance Unit

Situation Unit

Intel/ Invest staff

Invest/ Documentation


Management Plan

Annex E

ABRA PPODISASTER INCIDENT MANAGEMENT TASK GROUP (Abra PPO-DIMTG)

Organizational Structure at the Regional, Provincial ans Station Level

STG Legal

Assistance

Legal

Officer

Admin Staff

C,PHRDD

STG

Personnel Mgmt

Dep C,PHRDD

PDRRMC

Public

Information

Officer

C, PIO

Liaison Officer

C, PCR

Incident

Commander

DRDA Dep,IC,

DPDO

Advisory Group

All D-Staff

Safety

Officer

C,PCR

Other Govt Agencies

STG Transportation

ScvDep C,SUPPLY

STGCommo Svc

C, PTOC

STG Medical Svc

C, RHSAbra Field

STG Log &Enng Svc

Dep C, SUPPLY

Budget & Log

Staff C, SUPPLY

STG Budget &

Fiscal

Dep C, FINANCE

Operations

Staff

C, POPB

STG Search &

Rescue GD, PPSC

Other Govt Agencies

Other Concerned

NSus

STG Evacuation &

Relief GD, PPSC

STG Security &

Traffic C, PHPT

STG Invest &

Victim Identification

Dep C, PIDMB

Figure 5


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INCIDENT COMMAND

SYSTEM


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PROVINCIAL DISATER RISK REDUCTION AND MANAGEMENT COUNCIL

PROVINCE OF ABRA

INCIDENT COMMAND SYSTEM

STANDARD OPERATING PROCEDURES

INCIDENT COMMANDER

Task and Responsibilities:

Assesses situation / receives briefing from Responsible Officials or outgoing incident

Commander;

Determines incident objectives and strategies;

Establishes priorities in consultation with the staff;

Establish Incident Command Post (ICP);

Establishes appropriate ICS organization based on the situation;

Ensures planning meeting are scheduled as required;

Approves and authorizes the implementation of the Incident Action Plan;

Ensures that adequate safety measures are in place;

Coordinates with key people and officials;

Approves request for additional resources and for the release of resources;

Keep DRRMC Chairperson and/or Responsible Official informed of incident status;

Authorizes release of information to the news media;

Coordinates activity for all Command and General staff.

Establishing an Incident Command Post:

Initially, the ICP shall be established near the incident areas;

ICP provides a central coordination point;

ICP can be any facility that is available and appropriate;

Should not be moved unless absolutely necessary;

Only one ICP for the Incident.

Decisions and Objectives based on the following priorities:

Life safety

o Responders

o Disaster victims o General Public


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Incident stabilization

Property Protection / Conservation

INFORMATION OFFICER


One lead Officer per Incident (may have assistants).

Central point for dissemination.

Works closely with all the different information officers/media.

LIAISON OFFICER


Contact point for representatives of assisting and cooperating agencies (DRRMC member and

partner/agencies).

Assisting agency – provides tactical or service resources.

AGENCY REPRESENTATIVES

Role

NOT part of the Command Staff They are individuals assigned to an incident by assisting / cooperation agency.

Agency representatives have authority to make decisions for their agency.

Agency representatives report to the Liaison Officer (if designated) or to the Incident

Commander.

SAFETY OFFICER


One Lead Officer/ Incident; may have assistant(s);

Work with Operations on tactics;

Anticipate, detect and correct unsafe situations;

Has emergency authority to stop unsafe acts/operations.

OPERATION SECTION

First organization assigned to the incident.

Have the most incident resources.

May have Staging Areas and special organizations.


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OPERATIONS SECTION CHIEF


Direct and coordinates all incident tactical operations;

Organization develops as required;

Organization can consist of:

o Branches, Divisions, Groups

o Task Forces and Strike Teams

o Staging Areas

DIVISION GROUPS BRANCHES

Divide an incident

geographically

Describe functional

areas of operation

Are used when the

number of Divisions or

Groups exceeds the

span of control. Can

be either geographical

or functional.

TASK FORCES

Task Forces are a combination of mixed resources with common communications operating

under the direct supervision of a task Force Leaders.

STRIKE TEAMS

Strike Teams are a set number of resources of the same kind and type with common

communications operating under the direct supervision of a Strike Team Leader.

SINGLE RESOURCES

Single Resources may be:

Individuals;

A piece of equipment and its personnel complement;

A crew or team of individuals with an identified supervisor.

STAGING AREAS: AVAILABLE RESOURCES

Set up the Incident where resources can wait for a tactical assignment:

All resources in the Staging Area are available and ready for assignment;

Out-of-service resources are not located at the Staging Area.

CHAIN OF COMMAND - Once designated, a Staging Area Manager will:


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Be assigned;

Report to the Operations Section Chief or Incident Commander

PLANNING SECTION CHIEF


Maintains resources status;

Maintains situation status;

Prepares incident Action Plan;

Provides documentation services;

Prepares Demobilization Plan;

Provides technical specialists

FOUR (4) UNITS WITHIN THE PLANNING UNIT

1. RESOURCE UNIT

2. SITUATION UNIT

3. DOCUMENTATION UNIT

4. DEMOBILIZATION UNIT

TECHNICAL SPECIALISTS - Assigned wherever needed depending on the requirements of the Incidents.

Examples are:

Flood Control Specialists

Environmental Impact Specialists

Meteorologists

Fuel Specialists

Structural Engineer

Etc.

LOGISTICS SECTION


Provides services and support to the incident event responsible for:

Facilities

Transportation

Communications

Supplies

Equipment maintenance and Fuel

Food Services

Medical Services


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UNITS IN LOGISTICS SECTION

Supply Unit

Facilities Unit

Ground Support

Communication Unit

Food Unit

Medical Unit

FINANCE /ADMINISTRATION SECTION


Monitors Incident Costs

Maintains Financial Records

Administers procurement contracts

Performs time recording

UNITS IN FINANCE AND ADMINISTRATION SECTION

Time Unit

Procurement Unit

Compensation/Claims Unit

Cost Unit

COMMON RESPONSIBILITIES OF ALL UNIT LEADERS

Obtain briefing from Section Chief.

Participate in incident Planning meetings if necessary.

Determine current status of unit activities.

Confirm dispatch and estimated time of arrival of staff and supplies.

Assign specific duties to staff, supervise.

Develop and implement accountability, safety and security measures for personnel and

resources.

Supervise demobilization of unit, including storage of supplies

Provide supply unit leader with list of supplies to be replenished.

Maintain unit records, including unit log.


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GENERAL FUNCTIONS OF INCIDENT COMMAND SYSTEM

ICS HAS 3 PRIMARY PURPOSES:

To provide for the orderly and predictable division of labor

To provide for the overall safety at the incident or event

To ensure that the work at the incident or event is performed efficiently and

effectively.

ICS is a fundamental form of management established in a standard format, with the purpose

of enabling incident managers to identify the key concerns associated with the incident—often under

urgent conditions—without sacrificing attention to any component of the command system. ICS is

used to organize on-scene operations for a broad spectrum of emergencies from small to complex

incidents, both natural and manmade.

The field response level is where emergency management / first response personnel, under the

command of an appropriate authority, carry out tactical decisions and activities in direct response to

an incident. Resources from the National, Provincial, Municipal, or other local levels, when

appropriately deployed, become part of the field ICS as prescribed by the local authority.

As a system, ICS is extremely useful; not only does it provide an organizational structure for incident

management, but it also guides the process for planning, building, and adapting that structure. Using

ICS for every incident or planned event helps hone and maintain skills needed for the large-scale

incidents.


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GENERAL DISASTER GUIDE

FOR THE PUBLIC


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EMERGENCY PERIOD

1. You should stock your home with supplies that may be needed during the emergency period.

Supplies should include:

a. 3 – 5 day supple of non-perishable food and non-electric can opener

b. Several clean containers for water

c. First aid kit

d. Manual and prescription medicines and special medical needs

e. Battery-powered radio, flashlights and extra batteries

f. Sleeping bags or extra blankets

g. Baby food or prepared formula, diapers and other baby supplies

h. Disposable cleaning cloths, such as soap, toothpaste, sanitary napkins, etc

i. Rubber boots, sturdy shoes and waterproof gloves.

PARTICULAR GUIDELINE FOR EVACUATION OF FAMILIES IN THE FLOOD PRONE AREAS

1. Read and make necessary preparations as provided in General Guidelines for the public.

2. When flood waters begin reaching the lowest level (yellow section). Families should begin preparing

family members, property and emergency kit for a possible evacuation.

3. When Flood waters begin reaching the second level of the marker (green color), evacuation may be

imminent.

4. When flood waters begin reaching the 3rd section (red color), force evacuation will be done. Those

who refuse for evacuation during the red section level cannot be considered priority for the evacuation

phase.

5. Authorities will respect option to stay if the household property is equipped to withstand high level

flooding.

6. Authority assume you have sufficient flood and protective supplies to carry you through at least

three (3) days of flooding.

7. Please pass this announcement to your friends and relatives. Better yet, discuss this matter among

family members and relatives.


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FLOOD GUIDE FOR THE PUBLIC

1. Lear our o u it ’s e erge pla s, ar i g sig als, e a uatio routes a d lo atio of evacuation centers.

2. Plan and practice a flood evacuation drill with your family.

3. Ask relatives or friends to be the family contact in case your family is separated during a flood.

4. Make sure every member of your family knows phone numbers.

5. Inform local authorities about any special needs. For example, elderly, bedridden, disabled.

6. Identity potential home hazards and know how to secure or protect them before the flood

strikes.

7. Turn off electrical power when there is standing water or fallen power line.

8. Turn off gas and water supplies before you evacuate.

9. Secure structurally unstable materials.

10. Secure your home:

a. Close and lock doors and windows

b. Plug drains

c. Turn off water at water meter

d. If your area is under flood watch

d.1. Gather the emergency supplies stocked in your home

d.2. Stay tuned to local radio or television station for updates.

d.3. Have immunization records handy

d.4. Be aware of your last shot

d.5. Bring outdoor possessions secured by tying them


Management Plan

DAGITI ADDANG A SURUTEN NU DUMTENG TI LAYUS

I. PANAGLAYUS

Ditoy Abra, mapasamak ti panaglayus nu nakaru ti panagtutudo. Nu saan nga sumardeng ti tudo iti

uneg ti lima (5) nga aldaw, sanap a malapunos ti Karayan Abra gapu ti kaadu ti danum manipud

Mankayan River agingana Banawang River. Dumakkel dagiti babassit agingana malakarayan a waig.

Saan a makabael dagiti kanal, irigasyon ken dadduma pay a dalan ti ayus. Parukaenna ti daga dita

bambantay ket agregaay ti daga. Agayus ti pitak, marsuod dagiti bato, pinuon ken sangsanga ti kayo,

ruting, plastic, basura ken babassit a mulmula. Sullatan na dagiti (box culvert) rang-tay, pardienna

dagiti pakarso ken lan-akanna ti darat ken bato dagiti kataltalonan.

Iyetnag ti Lo al Disaster Risk Redu tio a d Ma age e t Cou il ti Ora ge Rai fall Ad isor agingana Red Rai fall War i g agsipud ta du a o – 65mm ti dagup ti danum. Isaad ti

LDRRMC ti sibubukel a probinsya ti estado a nadidigra nu nakaruti panaglayus.

II. DAGITI ARAMIDEN TI PANAGSAGANA

1. Kanayon a nakasagana. Naridam kadagiti ballaag ti panawen. Managpaliiw ken naalibtak.

2. Nu natutudo ti panawen, siimen iti panagpangato ti danum. Adda dagiti instrumento a

makatulong ken mangted pagilasinan nga impasdek ti gobierno a kas:

Weather Update ti Pagasa, InforBoard, DOST, PDRRM Office Operation Center, Local

Radio Station ti DZPA, GMA Balitang Ilokano, Peace FM, LDRRM Council,

Rain Gauges –

3. Kalmado ti garaw, saan nga agdardarasudos.

4. Isagana dagiti taraon ken danum, umanay nga agpaay para ti pamilya.

5. Urnosen dagiti alikamen ken gargaret a panawan iti uneg ti balay ken balunen kanito ti

e a uatio . 6. Akayen dagiti dingwen iti nangat-ngato a lugar.

III. DAGITI ARAMIDEN NU MADAMA TI LAYUS

1. Agtalinaed iti uneg ti balay nu kapkapnekan la ketdi a nalagda ken natalged daytoy.


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2. Saan nga urayen ti panagdakkel ti danum, tumawag ti Barangay DRRMO, Municipal DRRMO,

PDRRMO wenu LDRRM Council.

3. Pulos a saan a gamden timangtukod kangrunaanna nu adda dagiti babassit a kameng ti pamilya.

4. Saan kayo pay nga agmaneho wenno agbiyahe nu naapresen ti danum.

5. Saan nga asitgan dagiti poste ken linya ti kuryente.

6. Saan nga agyan ti sirok ti kayo.

7. Saan a gumdeng a tawagan ti hotline # 0927-406-0183.

IV. DAGITI ARAMIDEN KALPASAN TI LAYUS

1. Maki-uman kadagiti maseknan nga ahensya ti gobierno.

2. Ipakaammo kadakuada dagiti napasamak kangrunaan na dagiti naawan wenu nadadael iti

lugaryo.

3. Ipakaammo iti LDRRM Council wenu PDRRM Office dagiti napardi nga struktura, sanikua,

taltalon, dingwen, kable ken poste tikuryente, linya ti telepono, tubo ti danum, irrigasyon ken

dadduma pay.

4. Iyumanti LDRRM Council wenu PDRRM Office nu mabalinentiagawiditilugaryo.

5. No pinanawamtibalaymoiditiempotilayus, naannad la tipanagsukimatmoamangan nu addauleg

a simmeksek.

6. Saanen a kanendagitinalayus a taraon.


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ANNEXES


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PDRRMC

TRAININGS &

OTHER ACTIVITIES


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Linkaging with Lower LDRRMCs


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PREVENTION

AND MITIGATION

PROGRAMS


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MAPPING OF IDENTIFIED HAZARDS


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TURN OVER CEREMONY OF GEO-HAZARD MAPS (OCD-CAR AND MINES AND GEO SCIENCE BUREAU)


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CONSTRUCTION OF MITIGATION MEASURES

(Flood Control)

INSTALLATION OF EWD (Improvised)


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CLIMATE CHANGE ADAPTATION (Tree Planting)


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PREPAREDNESS

PROGRAMS


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FINALIZATION OF PDRRM PLAN

PDRRM PLAN Table of Contents

Message from the Governor

Executive Summary

I. PROVINCIAL PROFILE

General Information

II. RISK PROFILE

Hazard

Vulnerability

Capacity

SWOC

III. PDRRM PLAN

a. Vision / Mission

b. Disaster Prevention & Mitigation

c. Disaster Preparedness

d. Disaster Response

e. Rehabilitation & recovery

IV. ANNEXES

Pictorials

Additional information on

PDRRMC preparedness

Organizational Structure

Provincial Resolution

MOA

PDRRM FUND 2014

PDRRM FUND 2013

ACKNOWLEDGEMENTS

Establishing PDRRMC Emergency HOTLINE through reliable Tele-

communication Service throughout the

Municipalities of the Province.


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TRAININGS OF

PDRRMC MEMBERS


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CONDUCT WASAR AND BLS TRAININGS


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BASIC LIFE SUPPORT, BANDAGING, SPLINTING AND TRANSPORT OF MASS

CASUALTY INCIDENT AT ABRA PROVINCIAL HOSPITAL – JUNE 12-14, 2013

Basic Life Support, Bandaging, Splinting and Transport of Casualties Training to APH-

PHO Staff and RHU Staff (Lapaz, Tayum, San Quintin, Abra) Feb. 12-14, 2013


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Simulation and Disaster Management - July 24-26, 2013

LGU and RHU Staff, Bgy. Officials and Students – Tayum, Abra


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TRAINING ACCREDITED VOLUNTEER’“


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HEM“ VOLUNTEER’“ DI“A“TER PREPAREDNE““ TRAINING PROGRAM

(SURVIVAL AND BASIC FIRST AIDS)


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CAPACITATING THE

PUBLIC ON DRRM


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EARTHQUAKE DRILL AT DATA CENTER COLLEGE OF THE PHILIPPINES

JULY 2013


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PDRRMO DESIGNATE ENGR. HECTOR E. CAMCAM INSPIRES THE PARTICIPANTS OF RED

CROSS 143 TRAINING AT THE MUNICIPAL GYM, SAN JUAN, ABRA ON SEPTEMBER 10-23,

2013. THE PARTICIPANTS OF THE 3-DAY TRAINING CAME FROM THE 18 BARANGAYS. IT

WAS SPONSORED BY THE PROVINCIAL GOVERNMENT OF ABRA (PGA) AND SUPPORTED BY

LGU SAN JUAN. PGA HAS IDENTIFIED SEVERAL LGUs AS RECIPIENT FOR THIS CAPABILITY

BUILDINGTRAINING.


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RESPONSE AND

RELIEF PROGRAMS


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ACTUAL INSPECTIONS ON DAMAGED AREAS

DEPLOYMENT OF CLEANING OPERATIONS


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ESTABLISHMENT OF WELFARE DESK AND MEDICAL ASSISTANCE

EARLY WARNING ANNOUNCEMENT


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REHABILITATION

AND RECOVERY

PROGRAM


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RELIEF OPERATION ON AFFECTED FAMILIES

DISASTER ASSESSMENT AND NEEDS ANALYSIS (DANA)


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RELIEF OPERATIONS

(INITIATED BY PDRRMC, PSWDO AND 503RD IB, PA


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LIST OF EQUIPMENTS

1. VEHICLE (HEAVY DUTY EQUIPMENT)

QTY UNIT ITEM

1 unit BULLDOZER, DRESTA TD15M

1 unit MOTORGRADER, VOLVO G930

1 unit VIBRATOR COPACTOR, VIBROMAX 1103

1 unit WATER TRUCK, NISSAN UD FD6

4 units DUMP TRUCK, HINO/HYUNDAI/NISSAN/HOWO

1 Unit TRACTOR HEADWITH LOW BED, FUSO 8DC9

2. SANITARY AND LODGING SUPPLIES

QTY UNIT ITEM

127 BLANKET

200 pcs PILLOW WITH CASE

5 pcs MAT

12 pcs CAMP PAD, DOUBLE SIDED

195 pcs MATS, PLASTIC

37 pcs CARPET

250 pcs CANDLES

167 pcs MOSQUITO NET

16 pcs FOLDING BED

48 pcs HELMET

1000 pcs MATCHES

16 pcs TOWEL

235 pcs WATER JUG

16 pcs LAMINATED SACKS

30 pcs BLACK CRATES

20 pcs BLUE CONTAINER

6 pcs COOKWARE SET

6 pcs DINNERWARE SET

3 pcs EMERGENCY TOILET TENTS 4ft x 4 ft

6 pcs GAS STOVE

4 pcs TENTS W? BLUE COVER,4m x 4m

54 pcs WATER BARREL, 60 LTRSCAPACITY

40 pcs WATER BARREL, 80 LTRS

3. RADIO COMMUNICATION EQUIPMENT

QTY UNIT ITEM

1 unit RADIO TM 271A Kenwood Radio Base

6 Unit Transceiver, THK2AT Kenwood Transceiver

1 pc ANTENNA


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4. COMMUNICATION EQUIPMENT

QTY UNIT ITEM

2 UNITS DIGICAM

VIDEO CAM

1 UNIT LCD TV

2 UNIT LAPTOP

1 PC NYLON LAPTOP CASE

1 PC BELKIN RETRACTABLE MOUSE

1 UNIT D-LINK WIRELESS ROUTER

4 UNITS PRINTER

1 UNIT MEGAPHONE

1 UNIT PROJECTOR

1 UNIT PHOTOCOPIER

1 UNIT FAX MACHINE

1 UNIT SPEAKER

1 SET DESKTOP COMPUTER

1 UNIT POWER SUPPLY

5. WATER SEARCH EQUIPMENT

QTY UNIT ITEM

1 UNIT MOTORBOAT, YAMAHA ENDURO

2 UNITS RUBBER BOAT

1 UNIT OUT BOARD BOAT

1 UNIT RUBBER BOAT TRAILER

6. SEARCH AND RESCUE EQUIPMENT

QTY UNIT ITEM

6 PCS HARD HATS FIBER METAL

96 PCS FLASHLIGHT

1 PC SPINAL BOARD WITH STRAP

1 PC SPINE BOARD-WOOD

1 PC KEDS SPINAL BRACE

48 pcs HELMET

60 pcs HAND AXE 30 SACKS x 10 PCS

40 pcs RAKE

60 pcs SHOVEL

48 pcs UMBRELLA

6 pcs WHEEL BARROW


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PDRRMC EQUIPMENTS AND SUPPLIES


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LIST OF COMMUNITY DISASTER VOLUNTEERS

NAME AGENCY CELLPHONE NUMBER

1 GRACE TABULA (Nurse) APH 09172780901

2 KATHERINE REYES (NURSE) APH 09279788640

3 CARMELO ATMOSFERA (NURSE) APH 09163804097

4 WYNARD PASCIOLES (NURSE) APH 09159698715

5 APRIL ROSE M. BERNAL APH 09275179989

6 KIM AISSA BERSAMIN (NURSE) APH 09165267003

7 BRYAN MOLINA APH 09052332001

8 ROMAR VIRGILIO C. BERNAL (NURSE) APH 09151100880

9 PAULO CASTILLO APH 09166881098

10 ARISTOTLE VISTE APH 09056230007

11 RAYMUND AVILA PEO 09055335607

12 MARIO BARCENA PEO 09177890341

13 FLORANTE COLET PEO

14 NASARIO JARAMILLA PEO

15 ARNULFO BARBON PEO 09262143158

16 ROMEO AVILA G.O. 09062959671

17 ISABELO MARTIN PRE PTO

18 DANNY BERNAL PAO

19 JOY OSORIO PGSO

20 RAMON ACOSTA G.O.

21 LAUREANO VASQUEZ PEO 09152022425

22 JESSIE BORILLO PEO 09154901369

23 RONALD VALERA PGSO

24 TYNDALLE LLABADO BFP 09175796196

25 FRANCISCO FERRER BFP 09273679221

26 JOSEPH DACULLO BFP 09105685752

27 CHARLES GAYAGAY BFP 09156835357

28 JOSELITO BERONILLA BFP 09266928204

29 ELIZER LIBRADO BFP 09161023995

30 RODEL BALDOS BFP 09353569818

31 EFREN PATAC BFP 09058523428

32 LLOYD ADAN QIUOCHO BFP 09129428255

33 JEFFERSON BALLACANG BFP 09483107171

34 RONALD PERDON PNP 09064179354

35 RACHEL GRACE CABALO PNP 09067147220

36 EMILY BERSAMINA PNP 09166825806


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37 ROBERT VALDEZ PNP 09272643236

38 CHERUBIN PARINAS PNP 09065532698

39 ALLADIN BADERE PNP 09175859031

40 JULIE ANN TUAZON PNP 09152607785

41 JEFFERSON VIADO PNP 09165727140

42 RYAN PIEDAD PNP 09461987917

43 GRACE BONNIT PNP 09175681352

44 MIKE JOSE REYES PNP 09061914863

45 NEREO BRILLANTES PNP 09052823435

46 DEXTER BUGTONG PNP 09061255691

47 EDMUNDO CASIMIRO AFP 09494353715

48 BILLY RAY NOBLADO AFP 09159343944

49 RAPHAEL MILLARES AFP 09066047649

50 LOWIE UDAL AFP 09174302227

51 ELADIO MERCULIO AFP 09179565348

52 ADOLFO CABILES AFP

53 RUBEN OLASO AFP

54 RICKY LUCENA AFP 09179478616

55 MARTIN WAYAWAY AFP 09274938783

56 NICESON JIMENO AFP

57 CEDAR RIGOR LGU BANGUED 09267464130

58 NATANIEL ADONA LGU BANGUED 09264375595

59 JOSEPH VIADO LGU BANGUED

60 NEPTALIE MADRIAGA LGU BANGUED

61 LUISITO TAMONTE AFP ARESCOM

62 CESAR BUGTONG AFP ARESCOM

63 JAKE BARONA COMMUNITY VOLUNTEER


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ABRA

PROVINCIAL DISASTER RISK REDUCTION AND

MANAGEMENT COUNCIL

Provincial Government of Abra

ACKNOWLEDGEMENT

MARIA JOCELYN V. BERNOS Provincial Governor

OCD – CAR:

Director ALEX UY JOJO VALERA

PNRC - ABRA

JAMES LAYGO

PDRRMC TECHNICAL WORKING GROUP:

Engr. HECTOR CAMCAM Engr. JOMERIC BELLO

GENALYN VERZOLA – Provincial Administrator SERAFIN ALZATE - GO

Dr. MARITESS BEÑAS - PIA ANTONIO ROSETE - PHO

ELMER BERSAMIN - PSWDO APRIL BERNAL - HEMS

BENJAMIN VILLALOBOS II - PPDO JESUSA FEIR - PPDO

SANTOS BERNARDEZ – PPDO

SUPPORT AGENCIES

MINES AND GEO SCIENCE BUREAU DEPARTMENT OF ENVIRONMENT AND NATURAL RESOURCES (ABRA)

DEPARTMENT OF HEALTH DEAPRTMENT OF INTERIOR AND LOCAL GOVERNMENT

Our Sincere Special Thanks!

GODSPEED

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