Chinese Immigrants in the Philippines

Copyright © 2010 by Chester B Cabalza. All Rights Reserved.

It was during the Ming Dynasty (1368-1644) that Philippine-Chinese friendship reached its peak. In one of the accounts of Sino-Sulu relations narrated in the Ming Annals, it is recorded that the Sultan of Sulu, Paduka Patara, visited China in 1417 where he was royally received by the Chinese emperor. On his way home after a 27-day visit, the Sultan was stricken ill and died in the city of Dezhou in Shandong province. The emperor honored the Muslim king with the title of Kong Ting (brother) and ordered the building of a handsome mausoleum to mark the tomb of his Filipino friend – the only tomb of a foreign monarch in honor of the 15th century Sulu Sultan (Salvador: 2000).

In one of the murals at the National Defense College of the Philippines, it narrates that the Chinese in the Philippines have always been partners of the Filipino people in the struggle for freedom. During the Spanish occupation, the Chinese rebelled against the oppressive colonial rule. Filipino historians referred to these rebellions as the Chinese Uprisings. In one particular instance, in 1953, Chinese rebels led by P’an Ho Wu killed Governor Luis Perez Dasmariñas. The ilustrado or bourgeois class, which led the Reform Movement and the Philippine Revolution against the Spaniards and the Americans, was basically a Chinese-Filipino mestizo class. Worth mentioning was Jose Ignacio Paua, the full-blooded Chinese general in the revolutionary army. He was responsible for building a munitions factory in Imus, Cavite. He was the revolutionary army’s main fundraiser, and led many battles against the Spaniards. In the war of resistance against the Japanese, the local Chinese organized eight guerilla groups to fight side by side with the Filipino guerillas. Most notable was the Philippine-Chinese Anti-Japanese Guerilla Force, popularly known by its Chinese name Wha Chi or Squadron 48. The group, composed mainly of Chinese blue-collar workers, linked-up with the Hukbalahap. Even in modern times, many of Chinese lineages who are strongly assimilated to Filipino culture have triumphantly succeeded in leading the different sectors of Philippine society. Indeed, the Chinese in the Philippines or Tsinoys are partners of Filipino people in the fight for freedom.


Significance of the Research

With the emerging rise of China as a major power in the region and its possible military prowess in the world, it has posed certain credit to foreign policies of all Southeast Asian states particularly, the Philippines. To take into consideration China’s past glories, in fact, according to Schilling (2001: 75-76) he admits that Asia has enjoyed technological leadership in the past, especially in China, which was the world's most advanced country a thousand years ago. The Chinese invented paper around 105 CE. Government Service exams were established in 154 BCE. As for her technological innovations, the compass came about 1100 CE, gunpowder around 1000 CE, block printing about the same time, and silk by 1300 CE. Chinese porcelain of unrivaled quality was discovered by Europeans in 1709. He also admires the Song dynasty (960-1279), and in that period, great technological, cultural, economic levels were achieved. At the peak of its power, during the Ming Dynasty (1368-1644), Chinese rulers decided that China had achieved superior culture among other civilizations and so foreign culture were neither needed nor welcome.

Today, this unprecedented rise of China, maligned by perceptions of its neighbors whether it will exercise its power as a threat or benign?

Only by fleshing out issues and accounts could we understand features and trends in Sino-Filipino security relation then and now. In the past, Chinese influence throughout Southeast had been vast, reaching even as far as the island of the Philippines. Prior to the coming of western colonial powers of Spain and the United States to the country, Chinese traders had been exchanging goods to the archipelago and even coined the beautiful Philippine islands as Mai. Now that the real giant dragon of the East has been awoken, it is therefore necessary for the Philippines to look East and forge bilateral agreements with China, particularly on security issues that may impede each other’s friendship and cooperation.

Given that China stood for its former glory and now reshaping history by transforming itself as a renaissance mighty state in Asia, the question is, how would the Philippines ride to the fast-paced escalation of China’s strength and confront its security issues with the East’s ultimate dragon which may ultimately achieve a great power status in the region?

This is an exploratory paper that shall highlight Chinese achievements prior to western superiority in China and the Sino-Filipino relations prior to and during the rise of western colonialism in the Philippines as written in my introduction. However, the main flow and artery of the paper shall discuss current issues and problems affecting the status of Chinese immigrants in the Philippines. First, the waves of migration of many Chinese to the Philippines encompassing issues created and brought by these immigrants like human smuggling, transnational crimes, and conflicts within Chinese community to the host country.


Chinese Immigrants and Its Threats to Philippine National Security

Many of Chinese descent in the Philippines originated from Fujian and other southern coastal provinces of China. There are two waves of Chinese migration in the Philippines. The Diaspora started in pre-war and followed in post-war. Many who fled China (Ang See: 2005) to developing Southeast Asian countries like the Philippines entered as “undocumented” and “illegal”. As the migration trend went on, in fact, in 1940’s no new immigration allowed in the Philippines except as investors, students and tourists. But in 1980’s due to economic reform in China, numerous Chinese migrated to all parts of the world and many of those went to developed countries of Southeast Asia as popular destinations. Fortunately, some who have come to the Philippines became billionaires and wealthiest taipans in the country.

According to Teresita Ang See’s report (2005) she deems that earlier reasons of Chinese diaspora increased with the bright desire to improve their lives due to reasons of poverty. New Chinese immigrants into third world countries of Southeast Asia like the Philippines at that time came here which was poorer than People’s Republic of China (PRC) And even with China’s phenomenal economic success, its citizens still bent on leaving the country for good. Unfortunately, Chinese immigrants in the Philippines have created threats to Philippine National Security or an entirely new problematic situation for the host country. The problems created by Chinese immigrants are:

1) Human Smuggling – undocumented immigrants to the Philippines pay huge amounts and these aliens become vulnerable to extortion. But all these happen with the connivance of corrupt immigration officials who allow aliens to stay even if they are aware that the residency is obtained fraudulently.

2) Criminal Syndicates – Chinese syndicates have turned to criminal activities like kidnapping, illegal drugs and white slavery. Furthermore, Chinese nationals own 100% of illegal drugs laboratories raided by the Philippine Drugs Enforcement Agency. Of cases filed in court, drugs of 100 kilos and above, 90% involved Chinese nationals. An alarmist report on “China’s Weaponless War” compiled by the Office of the National Intelligence Agency, submitted to Congress and distributed to selected organizations report that illegal drugs trade worldwide is a deliberate ploy to undermine other countries like the Philippines. Although, some information culled from biased internet sources cite that immigrant Chinese are said to have caused the menace of illegal drugs in the Philippines involving mostly Chinese nationals, from Mainland China, Hong Kong and Taiwan, thus, this perception still persists signifying decadence among Chinese community in the country.

3) Conflict with host country – looking at some Chinese communities in Southeast Asia, it has suffered severe political and economic repression and persecutions from host countries, but in the Philippines, the case is indeed different in which they are assimilated to the mainstream culture. But the problem is, conflict arises also within immigrant Chinese communities. Teresita Ang see says that, the “new Chinese immigrants” xinyimin came to the Philippines late 1970s to the present. In the Philippines, the terms xinqiao refer to the new immigrants (after the 1970s) and jiuqiao (old immigrants) are the earlier immigrants (before the 1970s). Xinqiao is often referred to as TDK (acronym for “mainlanders” in Hokkien), not without derogatory or pejorative connotations. While it is a convenient excuse to blame the corruption in the immigration for illegal aliens, China and the Chinese immigrants must also bear responsibility for the resurrection of old problems brought about by these immigrants. These problems that existed centuries ago have since recurred in new forms and dimensions.

Bibliography

Ang See, Teresita. China, New Chinese Immigrants, and Transnational Crimes in the Philippines: Problems and Challenges. Power Point Presentation, in Philippine-China Relations: Charting New Directions in a Changing Global Environment. October, 2005.

Brookes, Peter. Dragon’s Dance: The Evolving Security Situation in Northeast Asia, in Julian Weiss (Ed), Tigers’ Roar: Asia’s Recovery and Its Impact, Armonk: New York and London: England, An East Gate Book Publication, 2001.

Cheng-Chwee, Kuik. Multilateralism in China’s ASEAN Policy: Its Evolution, Characteristics, and Aspiration. Contemporary Southeast Asia 27, no.1:102-121, 2005.

Graver, John W., Foreign Relations of the People’s Republic of China. New Jersey: Prentic
Hall, Englewood Cliffs, 2003.

Hsiao, Shi-Ching. The Nanshas (Spratlys) Disputes, 2nd Edition, Quezon City: Color Litographic Press, 1999.

Laurel, Salvador H., China Update 2000. Manila: PDM Press, 2000.

Schwarz, Adam. ASEAN, Asia, and the Rise of Regional Identity, in Julian Weiss (Ed), Tigers’ Roar: Asia’s Recovery and Its Impact, Armonk: New York and London: England, An East Gate Book Publication, 2001.

Schilling, Gary. Productivity Growth and Prospects for Asia, in Julian Weiss (Ed), Tigers’ Roar: Asia’s Recovery and Its Impact, Armonk: New York and London: England, An East Gate Book Publication, 2001.

Severino Jr., Rodolfo, ASEAN Economic Integration: The Challenges Ahead, in Julian Weiss (Ed), Tigers’ Roar: Asia’s Recovery and Its Impact, Armonk: New York and London: England, An East Gate Book Publication, 2001.

Singh, Daljit. Security in the Region, in Julian Weiss (Ed), Tigers’ Roar: Asia’s Recovery and Its Impact, Armonk: New York and London: England, An East Gate Book Publication, 2001.

Tay, Simon, S.C., ASEAN, East Asia and the Pacific Rim: Thoughts on the New Regionalism, in Julian Weiss (Ed), Tigers’ Roar: Asia’s Recovery and Its Impact, Armonk: New York and London: England, An East Gate Book Publication, 2001.

Yap, Josef T. China-ASEAN Free Trade (CAFTA). Power Point Presentation, in Philippine-China Relations: Charting New Directions in a Changing Global Environment. October, 2005.

People vs Mabong

Chester Cabalza recommends his visitors to please read the original & full text of the case cited. Xie xie!

People vs Mabong
G.R. No. L-9805-06
March 27, 1957
Concur: Paras. C.J., Bengzon, Padilla, Reyes, A., Labrador, Concepcion, Reyes, J.B.L., Endencia and Felix, JJ.

Facts:

In the afternoon on May 20, 1955, in the barrio of Rizal municipality of Lianga, province of Surigao, Rufo Verano, who was a rural policeman, heard some people shouting that one Dionisio Nabong went berserk. Verano went out of his house armed with a club and saw Mabong stab one Cipriano Tabel with a bolo. After pursuing and attacking his victim, Mabong faced Verano who told him to drop his bolo, and when he refused, Verano clubbed him on the face which caused him to stumble to the ground. Thereupon, Verano grabbed the bolo of the accused, tied him with a rope and brought him on a small boat to Lianga where he delivered him to the chief of police. On May 23, 1955, after proper investigation, Mabong was charged with murder in two separate information by the chief of police before the Justice of the Peace of Lianga. When the, latter conducted the corresponding preliminary investigation, Mabong pleaded guilty, whereupon the Justice of the Peace forwarded the two cases to the court of first instance. In due time, the provincial fiscal filed against the accused the information required by law, and when the court set the same for arraignment, the accused filed a motion to quash and a petition for habeas corpus alleging as main ground that his detention by the local authorities illegal upon the expiration of the period of eighteen (18) hours without having been proceeded with in accordance with law, and that the filing later on of the two criminal complaints against him by the chief of police did not have the effect of validating his detention. From the denial of said motion and petition, the accused took the present appeal.

Issue:

Whether the detention of the accused is illegal under Article 125 of the Revised Penal Code?

Held:

No. With respect to the first ground, it is sufficient to state that the alleged failure of the authorities (who arrested or are detaining the petitioners) to deliver the latter to the judicial authorities within six-hours — which may of course be the subject of criminal prosecution under article 125 of the Revised Penal Code — cannot affect the legality of the confinement of the petitioners which is admittedly under subsisting process, issued by a competent court. Indeed, if it appears that the persons alleged to be restrained of their liberty are in the custody of an officer under process issued by a court or judge having jurisdiction to issue the process, the writ of habeas corpus shall not be allowed. (Rules of Court No. 102, Section 4).

The law indeed provides that a public officer or employee who shall detain any person for some legal ground and shall fail to deliver him to the proper judicial authorities within the period of eighteen (18) hours if the crime for which he is detained calls for an afflictive or capital penalty, may be held amendable to criminal prosecution, but there is nothing said therein that the charge from which he has been detained and for which he has been properly indicted, becomes invalid or nugatory. While public may be held criminally liable, the proceeding taken against him for the act he has committed remains unaffected, for the two acts are distinct and separate.

As a matter of fact, such an act on the part of the public officer is not considered as one of the grounds on which one can predicate a motion to quash the complaint or information under Rule 113, section 2, of the Rules of Court. It is true that the accused was detained in the municipal jail of Lianga for more than three (3) days before criminal charges were preferred against him before the justice of the peace court, and that since his detention no warrant of arrest has been issued by the court as a result of said charges, but the absence of such warrant can have no legal consequence it appearing that when the charges were filed he was already under the custody of local authorities.

People vs Ruben Burgos

Chester Cabalza recommends his visitors to please read the original & full text of the case cited. Xie xie!

People vs Ruben Burgos
G.R. No. L-68955
September 4, 1986
Concur: GUTIERREZ, JR., J.

Facts:

The lower court laid down its decision to the defendant-appellant with the crime of illegal possession of firearm in furtherance of subversion. That in the afternoon of May 13, 1982 and thereabout at Tiguman, Digos, Davao del Sur, Philippines, the accused possessed without the necessary license, permit or authority issued by the proper government agencies, one (1) homemade revolver, caliber .38 with Serial No. 8.69221. The firearm was issued to and used by the accused at his area in Davao del Sur on operations by one Alias Commander Pol for the New People's Army (NPA), a subversive organization organized for the purpose of overthrowing the Government of the Republic of the Philippines through lawless and violent means.

Issues:

a)Whether or not the arrest of the appellant-accused without any valid warrant is legal and for the search of firearm in his house without valid warrant is lawful?

b)Whether he violated Presidential Decree No. 9 in relation to General Orders Nos. 6 & 7?

Held:

Rule 113, Section 6 of the Rules of Court

The trial court justified the arrest of the accused-appelant without any warrant as falling under one of the instances when arrests may be validly made without a warrant. Rule 113, Section 6 of the Rules of Court, provides the exceptions as follows:

a) When the person to be arrested has committed, is actually committing, or is about to commit an offense in his presence;

b) When an offense has in fact been committed, and he has reasonable ground to believe that the person to be arrested has committed it;

c) When the person to be arrested is a prisoner who has escaped from a penal establishment or place where he is serving final judgment or temporarily confined while his case is pending or has escaped while being transferred from one confinement to another.

The Court stated that even if there was no warrant for the arrest of Burgos, the fact that "the authorities received an urgent report of accused's involvement in subversive activities from a reliable source (report of Cesar Masamlok) the circumstances of his arrest, even without judicial warrant, is lawfully within the ambit of Section 6-A of Rule 113 of the Rules of Court and applicable jurisprudence on the matter."

In proving ownership of the firearm

The constitutional right against self-incrimination under Sec. 20 of Art. IV of the Bill of Rights winch provides that, “no person shall be compelled to be a witness against himself. Any person under investigation for the commission of an offense shall have the right to remain silent and to counsel, and to be informed of such right.” The accused-appellant was not accorded his constitutional right to be assisted by counsel during the custodial interrogation. The lower court correctly pointed out that the securing of counsel, Atty. Anyog, to help the accused when he subscribed under oath to his statement at the Fiscal's Office was too late. It could have no palliative effect. It cannot cure the absence of counsel at the time of the custodial investigation when the extrajudicial statement was being taken. The judgment of conviction rendered by the trial court is REVERSED and SET ASIDE. The accused-appellant is hereby ACQUITTED, on grounds of reasonable doubt, of the crime with which he has been charged.

Disaster Risk Management Strategic Planning Workshop

Copyright © 2010 by Chester B Cabalza. All Rights Reserved.

I. OPENING CEREMONY

In his Welcome Address, Major General Glenn J. Rabonza, AFP (Ret), Administrator of the Office of Civil Defense (OCD) and Executive Officer of the National Disaster Coordinating Council (NDCC) laid down the reasons for the need to spread Disaster Risk Management (DRM) in the Department of National Defense (DND). First, he detailed how Presidential Decree 1566, the present law governing the disaster management system in the country, is insufficient to respond to the severity and frequency of recent disasters. Thusly, he pushed for the enactment of the DRM Bill aligned with the visions of the Hyogo Framework of Action (HFA), which will incorporate the shift from the focus of disaster response to disaster risk management and which will facilitate the mandate of the OCD towards a disaster risk reduction function. Secondly, he manifested that the Secretary of National Defense (SND) has recognized the need for the DND to be apprised of the importance of DRM and their corresponding roles. MGen. Rabonza indeed emphasized that the OCD must start the work in its own backyard. He set the agenda of the Workshop by discussing the six (6) objectives of the Workshop as follows:

1.Discuss current initiatives and emerging DRM concepts and approaches
2.Examine past challenges/lessons learned in responding to disasters
3.Understand the significant role of DND/AFP I Disaster Risk Management through the sharing of experiences and practices;
4.Identify capacity gaps and explore coordination mechanisms to improve operational readiness for disaster risk management,
5.Draft a Department-wide DRM Capability Plan by determining the immediate and long-term requisites/concerted actions and needs of DND/AFP
6.Strengthen partnership and collaboration

He ended the Remarks by thanking the participants for their attendance and wishing them good luck in their efforts in the Workshop.

The Guest of Honor, Undersecretary for Defense Affairs, Usec. Antonio C. Santos, Jr. delivered his speech wherein he gave his support for the strategic planning in DRM involving the DND bureaus. He encouraged the participants to apply broad strokes in terms of policies and look toward future horizons, which will help determine the capability needs and requirements in DRM. He said that this is the very essence of Strategic Planning, which the conference is trying to accomplish. He discussed the different stages of planning and advocated for a DRM capability assessment. He underscored the importance of the DND offices working together, which he said will accomplish more than doing things alone. In conclusion, he expressed the importance of disaster management to our country, further pointing out that like a bamboo, we must be resilient to every disaster that comes our way.


II. DOCUMENTATION OF POWERPOINT PRESENTATIONS

A. Philippine Disaster Management System

Atty. Priscilla P Duque, Assistant Civil Defense Executive Officer and Chief of the Training Division of the Office of Civil Defense, discussed the overview of the Philippine Disaster Management System that would cover the following topics: Impacts of Disaster transcending global, regional and national issues; Milestones and Trends of Disaster Management in the Philippines; Current DRM framework; NDCC System; and RP DRM Index that looks at where is the Philippines now in DRM. More so, she also imparted an audio-visual presentation on the NDCC program thrusts and beyond.

In her initial presentation, she quoted the January 2005 WCNDR Declaration that captured the dual effects of disasters and development stating, “that disasters seriously undermine the results of development investments in every short time, and therefore, remain a major impediment to sustainable development and poverty reduction…”

It is a fact, based from the statement of former UN Secretary-General Kofi Anan, as elaborated by Atty. Duque that around 90% of disasters worldwide strike in developing countries. She further argued that disasters bring home several realities:

1. Natural disasters are a major source of risk for the poor;
2. That disasters can reverse hard-won development gains, illustrating the relationships between poverty and reduction, environmental degradation and vulnerability to disasters;
3. That capacity for disaster risk reduction or the lack of it therefore lies at the heart of reducing the risk of disaster.

She also explained statistical data on time trend of natural disasters from 1975-2006. She accounted that most natural disasters that occur in the country are earthquakes, epidemics, cyclones/typhoons, and floods. She believed that disaster risk is lower in high development countries than in low development countries. In terms of impacts of the magnitude in low-income countries, she considered a 98 percent of funds for ex-post relief and reconstruction but only two percent is allocated for risk management.

Among the continents of the world, Asia is the most vulnerable and mostly at risk region caused by natural disasters. In fact, Asia has 75 percent of all human life losses, 88 percent of all affected population and 54 percent of all economic damages. In ASEAN region alone, the following are the major causes of natural disasters: typhoons, flood, haze, earthquake, tsunami, epidemic, landslide, volcano, drought, and fire.

Atty. Priscilla Duque also elaborated reasons why disaster impacts are increasing. She mentioned that there is an increase of wealth and population; improved reporting; climate change; and increased vulnerability due to demographic changes, increased concentration of assets, environmental degradation, poverty, rapid urbanization and unplanned development. On the other hand, she said that social and environmental impacts are difficult to quantify due to the following: loss of life, environmental degradation, loss of natural habitats and destruction of ecosystems, disruption of communities, loss of cultural heritage assets, unemployment, urban migration, hindered development and worsened poverty.

In terms of the current PDMS, she cited it is governed by an antiquated Presidential Decree (PD) 1566; the focus is disaster preparedness and response; engagement of other players is not pronounced; and there is no strong institutional basis especially at the LGU level. Hence, the National Disaster Coordinating Council (NDCC) is mandated to strengthen the Philippine Disaster Control Capability and Establishing the National Program on Community Disaster Preparedness through the PD 1556 enacted on June 11, 1978.

She further explained the declaration of policies of the PD 1566 in Section 1, citing the following:

1. Responsibility for leadership rests on the provincial governor, city mayors, and municipal mayors (and barangay chairman), each according to his area of responsibility;
2. Each political and administrative subdivision of the country shall utilize all available resources in the area before asking for assistance from neighboring entities or higher authorities;
3. The primary responsibility rests on the government agencies in the affected areas in coordination with the people themselves;
4. Self-reliance shall be developed by promoting and encouraging the spirit of self help and mutual assistance among the local officials and their constituents;
5. The National Government exists to support the local governments. In times of emergencies and according to their level of assignment, all national government offices in the field shall support the operations of the local government;
6. And it is the responsibility of all government departments, bureaus and agencies and instrumentalities to have documented plans of their emergency functions and activities.

During her presentation, she also inserted the legal mandate, vision and mission of the Office of Civil Defense elaborating the bureau’s service-oriented for a prepared population and a safe nation. It is authorized to administer a comprehensive national civil defense and civil assistance program by providing leadership in the continuous development of measures to reduce risk to communities and manage the consequence of disaster.

Atty. Duque also showed the evolution of disaster management in the Philippines, stating that in 1970s-1980s OCD focused more on disaster preparedness and disaster responses, in 1990s-2003 it looked at disaster management and in 2004 to present OCD is proposing on the enhancement of disaster risk management. Today, the paradigm shift from reactive to proactive mode on disaster risk management framework can be summed up to this formula: R = HxV/C, where R=Risk is the probability of harmful consequences or expected losses, resulting from interaction between natural and human-made hazards and vulnerable conditions, and where H=Hazard is a potentially damaging phenomenon of human activity that may cause the loss of life or injury, property damage, social and economic disruption and environmental degradation, and where V=Vulnerability is set of conditions resulting from physical, social, economic, and environmental factors which increase susceptibility to losses from the impact natural of human-made hazards, and where C=Capacity is referred to the ability of the people, organizations and society as a whole to mange their affairs successfully.

She defined Disaster Risk Management as the systematic process of using administrative decisions, organization, operational skills and capacities to implement policies, strategies and coping capacities of the society and communities to lessen the impacts of natural hazards and related environmental and technological disasters. This comprises all forms of activities, including structural and non-structural measures to avoid (prevention) or to limit (mitigation and preparedness) adverse effects of hazards.

Based from the Hyogo Framework of Action (HFA) with the goal of reducing disaster losses by 2015, she also clearly discussed the strategic goals and the priorities for action of the HFA. The following are the challenges in implementing the HFA:

1. Slow mainstreaming efforts in DRR;
2. Availability of resources and enhanced capacities to ensure implementation of policies, programs, laws, rules and regulations;
3. Leadership, planning and knowledge management skills;
4. Tapping local capacities and indigenous knowledge.

She also presented the results of the recently concluded UNDP-ADB-NDCC sponsored project to assess the state of disaster risk management in the Philippines with the goal of improving disaster risk management at the national and local levels but specifically with the main objective of preparing the framework on DRM in the country.

By ending her presentation, she briefly discussed the draft of the Strategic National Action Plan (SNAP) on Disaster Risk Reduction (DRR). These are the following analyses she elaborated:

1. Numerous projects and activities have been undertaken by various Philippine stakeholders. Some of these efforts have been valuable experiences for those who have been involved however sustaining the positive results have always been constantly threatened;
2. There are indications that these positive results have not simply penetrated day-to-day affairs of businesses. Old practices of doing things remain and existing organizational and societal structures do not allow the positive values to thrive in the decision-making environment as well as operational setting;
3. Although human (or technical) or financial resources are often committed, in-kind distribution must not however be neglected. Partnerships between government and private entities and public-private partnerships have been done spontaneously when need arises or in a few instance, formalized through memorandum of agreement (or understanding). These significant moves however do not fall under a general strategic plan of action where the contribution of each stakeholder is seen in terms of the larger whole, particularly through the lens of national safety or resilience;
4. Threats remain if the level of awareness about dealing with hazards remains low and when little focus on risks is considered whenever one is faced to make a decision. In the worst case, this behavior may manifest a ‘culture of disasters’ rather than a ‘culture of prevention’. The message is that the risk awareness must penetrate all levels of government, and in household, firms and offices;
5. And at the operational level, the commitment of budget for DRR is not yet a practice. Putting up separate office to handle DRR is a suggestion often made but doing so puts strain in the government bureaucracy. The example of APSEMO can be enlightening. Some ideas to resolve the issues or to address the needs have been offered above mainly based on existing documentation.

She ended her presentation quoting Hofstede, a cross-cultural theorist, with an adage stating that, “the survival of mankind will depend upon people who think differently to act together”.


B. Earthquake and Volcanic Hazards in the Philippines

Dr. Renato U Solidum Jr., Director of the Philippine Institute of Volcanology and Seismology, Department of Science and Technology, presented the background of natural hazards in the country. According to him, he said that the geographic and geologic setting of the Philippines make it prone to various hazards, including: climate/weather-related, landslide, volcano-related (22 active volcanoes), earthquake-related (20 events recorded per day and 90 damaging earthquakes for past 400 years), and tusnami (40 events for the past 400 years).

In his presentation, he expounded the role of PHIVOLCS as a government agency in the Philippines responsible for implementing programs on minimizing risks from geologic hazards, specifically earthquakes, tsunami and volcanic eruptions. He also described the agency’s logical framework where it is subdivided into four namely: its societal goals aimed at sustainable economic growth towards poverty alleviation; sectoral goals aimed at 1) mobilizing knowledge, science and technology for productivity, economic growth and job creation, and 2) sustainable and more productive utilization of natural resources. Its organizational outcome ensures communities made safer from volcanic, seismic, and other related geotectonic hazards. Major final outputs look at warning and advisory services on volcanic and earthquake hazards, hazard and risk mapping services, research and development services, disaster preparedness and risk mitigation services.

According to Dr. Solidum, earthquake occurrences are not dispersed but concentrated along plate boundaries. He warned that earthquake threat is high in populated or commercialized/industrialized cities. Aside from enumerating the destructive earthquake occurrences in the country, he also differentiated the two measurements of earthquake strength: 1) Magnitude measures the total energy released at the earthquake’s point of origin (below earth’s surface) based on information derived from a seismograph, and 2) intensity is perceived strength of an earthquake based on relative effect to people and structures (on the earth’s surface) and generally higher near the epicenter.

The question of whether earthquakes can be predicted? He reasoned out the following answers:

1. When exactly a strong earthquake would occur cannot be predicted at present;
2. Where earthquakes would be generated can be determined;
3. Maximum size (magnitude) of an earthquake that can be generated by a fault can be estimated;
4. Effect of an earthquake can be assessed and evaluated;
5. Damaging effect of an earthquake can be prevented and minimized.

In terms of earthquake generators in the Philippines, there are active faults and trenches. An active fault is defined as a fault that has moved within the last 10,000 years. Where in liquefaction is a process where particles of loosely consolidated and water-saturated deposits of sand are rearranged into more compact state, squeezing water and sediments towards the surface in the form of sand fountain and creating a condition resembling “quick-sand”. Localities prone to liquefaction are: water-saturated (shallow water table) or low-lying and have loose (unconsolidated), sandy or silty deposits like river banks, abandoned rivers, flood plains, coastlines, swamps, and reclaimed areas.

Dr. Solidum also discussed the threat of earthquakes in Metro Manila by pinpointing location of active faults and trenches in the metro. In terms of Earthquake Risk Reduction, he said that there are 64 seismic stations National Network (29 unmanned stations with VSAT communication and 35 manned stations), and five stations Metro Manila Network.

Meanwhile, he stated that Earthquake Risk Management is everybody’s concern. It is multi-sectoral and multi-disciplinary. Phivolcs has REDAS (Rapid Earthquake Damage Assessment System) is a seismic hazard simulation software that aims to produce hazard and risk maps immediately after the occurrence of a strong and potentially damaging earthquake or a scenario earthquake. This is developed by Phivolcs in 2002-2004 with seismic hazard maps and earthquake database. This is currently shared with local government disaster managers and planners.

He proposed the development of an Earthquake Evacuation Plan and Conduct of Earthquake Drill. He also proposed the dissemination of instructional guides for development and implementation of earthquake evacuation plans and drills.

Dr. Solidum explained that tsunami is sea waves resulting from the disturbances of sea water: 1) commonly by vertical displacement of the ocean floor associated with a strong and shallow earthquake; 2) less commonly by coastal or submarine landslides; 3) infrequently by submarine volcanic eruptions; and 4) very rarely by meteor impact. Trenches are the most common sites where large tsunamis are generated.

There are three Phivolcs Tsunami Alert Levels, namely: Level 1/ Ready (major shallow earthquake in Pacific, waiting for confirmation of tsunami, information released to general public, be ready and wait for further information, no evacuation order); Level 2/Watch and Observe (confirmed tsunami near epicentral area, wave heights non-life threatening, watch in effect, no evacuation, stay away from the coastline); Level 3/Go!!! (life threatening tsunami generated near epicenter, immediate evacuation of areas projected to be affected).

According to him, there are three measures for Tsunami Risk Reduction: 1) Knowing Hazard (understanding tsunami, maximum tsunami height, minimum arrival time, duration, and inundation area); 2) Knowing Vulnerability (history of tsunami disaster, land use management, loss estimation of human lives and property); 3) Knowing Measures (public education, identification of evacuation routes and sites, conduct of earthquake and tsunami drills, capacity building on emergency management, tsunami warning, and mitigation).

Phivolcs also maintains its programs on Tsunami Evacuation Planning, Public Education, Tsunami Evacuation Drill, and Development of Local Tsunami Warning System.

Dr. Solidum discussed the three classification of volcanoes: 1) Active – erupted within historical times (within the last 600 years) such that accounts of these eruptions were documented by man; 2) Potentially Active – morphologically young looking but with no historical records of eruption; 3) Inactive – no recorded eruptions and the form is being changed by agents of weathering and erosion via formation of deep and long gullies. In the Philippines, there are 300 volcanoes and 22 are considered active.

He also elucidated examples of volcano alert level signals as the following: No Alert – quiet (no eruption in foreseeable future); Alert Level 1 – Low level seismic, fumarolic, other unrest (magmatic, tectonic or hydrothermal disturbance, no eruption imminent); Alert Level 2 – Low to moderate level of seismic, other unrest with positive evidence for involvement of magma (probable magmatic intrusion, could eventually lead to an eruption); Alert Level 3 – Relatively high and increasing unrest, including numerous b-type earthquakes, accelerating ground deformation and rockfalls, increased vigor fumaroles, gas emission (increasing likelihood of an eruption, possibly within days to weeks); Alert Level 4 – Intense unrest, including harmonic tremor and/or many “long period” (=low frequency) earthquakes or quiet lava emissions and/or dome growth and/or small explosions (magma close to or at earth’s surface. Hazardous explosive eruption likely, possibly within hours to days); Alert Level 5 – Hazardous explosive eruption in progress, with pyroclastic flows surges and/or eruption column rising at least 6km or 20,000 feet above sea level (explosive eruption in progress, hazards in valleys and downwind).

Lastly, he spoke about Mitigation of Volcanic Hazards, looking at Hazards Mapping that determine areas to be impacted by various volcanic hazards; Avoidance/Evacuation that determine areas to be evacuated and avoided during eruptions; and Land Use Plan that properly plan location of settlements, schools, other facilities taking into account potential hazards from future eruptions and other events such as strong rains and earthquakes.


C. Hydro-Meteorological Hazards and Climate Change

Mr. Ninio Relox, Senior Weather Specialist of the Philippine Atmospheric, Geophysical and Astronomical Services Administration (PAGASA), Department of Science and Technology, talked about the importance of the hydro-meteorological hazards and climate change. First, he described the differences of lightning flashes, namely: 1) Forked Lightning which is crooked lightning balls discharge from clouds to ground or cloud to air; 2) Sheet Lightning which are clouds, rain blocks forked lightning bolt, but flash illuminates clouds; and 3) Ball Lightning which on rare occasions, small glowing balls loops from the cloud, but quickly vanish.

Hence, he advised Lightning Safety precautions based from the following recommendations:

1. Go inside a home or large building, if you can
2. Avoid using electrical appliances such as telephones, computers, or television sets
3. If stuck outside, do not take shelter under a tall, isolated tree
4. Stay away from bodies of water
5. If you are trapped in an open field and you feel your hair stand on end, lightning is about to strike. Do not lie flat on the ground.

Other meteorological occurrences that may cause disasters are heavy rainfall, hail, tornado, waterspout, and tropical cyclone. Tropical cyclones can be classified into three, namely: tropical depression (less than 64 kph), tropical storm (64 to 117 kph), and typhoon (greater than 117 kph).

Mr. Relox also discussed the Stages of Tropical Cyclone Warning: Weather Advisory that used to know if the cyclone is still too far from the country to pose a threat in the next three days and issued once a day at 5pm. Severe Weather Bulletin looks at Tropical Cyclone Alert whether tropical cyclone poses an impending threat on a part of the country but fall short of the basis for raising storm signal. Issued twice a day at 11 am and 11 pm while Tropical Cyclone Warning sees whether there is immediate threat in a particular part of the country. Issued four times a day at 5 am, 11 am, 5 pm and 11 pm.

Public Storm Warning Signal 1 is issued if winds not more than 60 kph may be expected in at least 36 hours while Public Storm Warning Signal 2 may be prescribed when winds of 61-100 kph may be expected in at least 24 hours. Public Storm Warning Signal 3 is announced when winds of 101-185 kph may be expected in at least 18 hours while Public Storm Warning Signal 4 is issued when winds greater than 185 kph may be expected in at least 12 hours.

On the other hand, Mr. Relox discussed the beneficial effects of tropical cyclone. First, rainfall increases groundwater and the water levels of dams that provide drinking water, irrigation water and power generation. Rain means water for plants. It decreases the level of pollutants.

More so, he objectively discussed global warming, referring to the increase in the earth’s mean temperature as a result of enhanced greenhouse effect. In effect, atmospheric greenhouse gasses warm the Earth by trapping the sun’s radiation near the earth’s surface. Increased greenhouse gas concentrations (caused by human activities) have contributed to recent global warming.

He also explained that human activities cause increases in the concentrations of the greenhouse gasses. Human-induced activities like burning of fossil fuels, transport, industries, land-use changes, flooded rice agriculture, livestock production, waste management system, and etc. Natural sources like soils (biological processes), ocean, wetlands, termites, and etc.

Mr. Relox discussed several signals of climate change like the following: eleven of the last twelve years were the warmest years since 1850; more frequent hot days, hot nights, and heat waves but less frequent cold days, cold nights and frost over the last 50 years; more intense and longer droughts since the 1970s; more frequent, persistent and intense El Nino since the mid-1970s. The questions whether climate change is inevitable? Mr. Relox answered by stating the following: Human beings have pumped enough greenhouse gasses into the atmosphere to warm the planet more many decades to come; the earth’s natural system will be affected for decades even if ghg emissions are reduced now. With this current situation, projections for further warming would increase from 1.1 degree Celsius to 6.4 degree Celsius during the 21st century. For the next decades a warming of about 0.2 degree Celsius per decade is projected. Warmer and more frequent hot days and nights, heat waves over most land areas (90% probability); and more frequent rainfall events over most areas resulting in increased flood, landslide, soil erosion, mudslide (90% probability). He even further explained that there would be more intense El Nino-related droughts and floods in many different regions (67% probability). Human-induced warming and sea level rise would continue for centuries.

There would also be rise of sea level with possible impacts of increased coastal flooding, enhanced coastal erosion, salt-water intrusion, and impacts of storm surge magnified. Strategic response to climate change would mean adaptation (to reduce vulnerability, to moderate/prevent negative impacts, to enhance benefits and opportunities) and mitigation.

At the end of his report, he assessed Science and Technology (S&T) Programs on Climate Change in which he said that there should be Monitoring Assessment (for observation systems, ghg inventories, evidence of local climate change, development of climate change scenarios). He also mentioned PAGASA activities which serve as adaptation tools (weather/climate monitoring; R&D on climate variability/change; hazard and climate-risk mapping; provision of weather, farm weather, seasonal climate forecasts/advisories; information dissemination on weather/climate-related hazards, and others). Research and Development (R&D) Needs must sustain the following requirements: enhancement of observation network; strengthening of database including data rescue; further study on climate change; development of tools/methodologies for climate change forecasting; building climate change scenarios on national and local level.

OPEN FORUM:

The discussion from Mr. Ninio Relox of PAGASA-DOST brought a question from the participant from NDCP on the point he said that one of the causes of the increase in volume of the sea water is the thermal expansion. The participant however raised that isn’t it fact that when water is heated, it evaporates and goes to the atmosphere. Mr. Relox answered by saying that water goes back to the waters in the form of rain, such that the level of water remains the same. And the volume goes up when water expands when it is heated.


D. Rain-Induced Landslide

Dr. Carlo Queano, a senior geologist from the Mines and Geosciences Bureau Geohazard Assessment Team, Department of Environment and Natural Resources discussed the impacts of landslides. First, he showed news clippings about landslides that have occurred in some parts of the country, thus quoting R.L. Kovach, “Of all the nations in the world, the Philippines has experienced the most natural hazards in the twentieth century. India was a distant second, followed by the United States in the third position.”

He defined landslides as downward-moving earth materials aided by gravity. Hence, landslides equals mass wasting. Landslides are based from their velocities, examples are, complex form, debris slide, debris flow, debris avalanche, and translational slide. Contributing factors to landslides are steep slope, lack of vegetation (like removal of trees, raising of water tables, increased soil cracking, rate of transpiration is reduced thus soil moisture increases), weakening of previously strong rock by weathering, presence of relict structures, overloading of slope surfaces by (weight of rain, rock debris, dead trees, garbage dumps, buildings, houses, stockpiles).

He also stressed that many regions in the Philippines have landslide prone terrains due to seismically active regions, mountainous environments, degraded lands, areas subject to frequent periods of intense rainfall, and areas subject to rapid development.

Given that the effects of landslides are enormous, then what should be done? 1) Structural mitigation aimed at controlling the hazards using methods of “pakapitin” (rib concreting, shotcreting, rock bolting/soil nailing, retaining wall; “saluhin” (riprap, nets); and “bawasan”. 2) Non-structural mitigation through the primary rating parameters are as follows: high susceptibility (presence of active/recent slides, presence of old landslides/scars and active gully development, steep slopes, rocks are highly fractured and/or highly weathered, presence of mass movements that would directly affect the community).

Moderate susceptibility to landslides includes (stable with occasional mass movements, localized mass movements, moderate slopes, with minor sinkholes, moderate weathering, moderately fractured, and human initiated effects are low to moderate) while low susceptibility to landslide would need (stable with no identified landslide scars, gentle slopes, no sinkholes, slight to moderate weathering, rocks normally lack fractured and tight jointing, and human initiated effects are low).

Dr. Queano advised that we should learn to recognize signs of impending landslides like the following: doors or windows stick or jam for the first time; new cracks appear in plaster, tile, brick or foundations; outside walls, walks or stairs begin pulling away from the building; slowly developing, widening cracks appear on the ground or on paved areas such as streets or driveways. There is presence of terracetes. Tension cracks are developing.

He ended his presentation with lessons from the impacts of landslides, stating that, avoid settlements immediately below/on steep slopes, avoid settlements at the mouth of deeply incised rivers, let nature takes its course, understand nature and be alert and be prepared!


E. Mainstreaming Disaster Risk Reduction (DRR) in Sub-National Development and Physical Planning Project

The last resource speaker of the second day of the workshop is Ms. Rachel B Mallorca of the National Economic and Development Authority who discussed the issues and concerns of disaster and development nexus. First, she showed the project brief of the “Mainstreaming Disaster Risk Reduction (DRR) in Sub-National Development and Physical Planning Project in the Philippines” dated 15 June 2007 to 14 May 2008 (11 months). Target groups compose of land-use planners at the sub-national level, regional land use committees, provincial land use committees, ARMM-regional economic and development planning board. The implementing agencies include NEDA-RDO and UNDP and financed by the DIPECHO as grant and co-financed by NEDA and UNDP.

There are three major outputs like: 1) guidelines on mainstreaming DRR in sub-national plans; 2) DRR-enhanced plans for two pilot regions (Ilocos, Caraga) and one pilot province (Surigao del Norte); 3) and trained local and regional planners. This comes with the rationale that disasters interrupt the development process of 1) significant number of lives lost; 2) large amount of damage from natural disasters; 3) and financing gap.

Ms. Mallorca also discussed the policy context of the project based for the Hyogo Framework of Action (HFA), NDCC Disaster Risk Management (DRM) Framework, and NLUC Agenda Action. She cited the five priorities of HFA like 1) ensure DRM is a local and national priority with strong implementation plans; 2) identify, assess and monitor risks to enhance early warnings; 3) use knowledge, innovation and education to build a culture of safety and resilience; 4) reduce the underlying risk factors; 5) strengthen disaster preparedness for effective response at all levels. She also pointed out the NDCC Disaster Risk Management Framework of Mitigation, Preparedness (pre-event), Response and Rehabilitation (post-event). Lastly, the NLUC Agenda Action which makes available hazard maps and other technical information and to enhance LGU capacity to institute preventive measures and prepare DRM-enhanced plans.

NEDA (National, regional and local) current initiatives are the following:

1. Sections in the Medium-Term Philippine Development Plan (MTPDP) and RDPs
2. Policy Options in the National Framework for Physical Planning (RPFP) and RPFPs
3. Disaster Risk Management Plan for Region I and Metro Manila
4. Flood Mitigation Plan/ River Basin Plans (e.g. Cagayan, Bicol, Mindanao River, Agusan)
5. GIS Cookbook of HLURB
6. Piloting in land use plans of certain municipalities

Sectoral Plans:

1. DPWH: mainstreaming DRM in their project development cycle for roads and bridges
2. DepEd: design of safe schools
3. DOH: design of safe hospitals
4. DENR: Climate Change, EIA
5. MGB, PAGASA, PHIVOLCS, DA (BSWM), NAMRIA – hazard mapping, IEC.

She mentioned that the DRR project is sub-national because hazards do not respect political boundaries, some hazards cover contiguous areas across several LGUs in a province, Key lifelines (i.e., access roads, power and communication lines, hospitals) are designed to cover wider areas. The emphasis is more on natural hazards simply because natural hazards are of geological and hydro-meteorological origin, conceptual framework for risk assessment and management though could apply to any hazard.

The uses of the guidelines are tools for enhancing sub-national (regional and provincial) planning analyses by recognizing risks posed by natural hazards. Identifying high-risk areas, identifying appropriate risk reduction measures; and enable planning outputs (RDP/RPFP & PDPFP) to take on a critical role within the overall disaster risk management cycle, particularly the mitigation phase. Features of the guidelines include the following: 1) identification, assessment and quantification of the potential disaster risks; 2) integration of natural disaster risk assessment in the planning analysis to aid in decision making; 3) use of geographic mapping and information system (GIS) in the analyses.

She ended her presentation by introducing methodology like risk assessment (using hazard inventory, elements at risks, and risk estimates); risk prioritization; risk measures (using DRR strategies of structural and non-structural measures). Basic tools using maps and data are also essential. For map/data requirements, she introduced hazards maps/data (that depict the susceptible areas and ideally should give information on intensity and return periods of events); and thematic maps/data (e.g. population, critical infrastructures, economic activities, land use and other physical characteristics). Damage Data like direct damage includes affected areas, number of lives lost, and cost of damaged properties.


F. Defense Planning Guidance 2008/9-2014

The first resource speaker of day-three workshop is Dr. Peter Galvez of the Department of National Defense, Office of the Undersecretary for Defense Acquisition (DND-OUSDA). He subdivided his presentations into three. The first presentation focused on “Briefing for the Disaster Risk Management and Response Strategic Planning Workshop”. He said that there are two issues for the DND, one is the issue of current socio-economic realities, and second is the insurgency and terrorism. Hence, the challenge is to develop defense and military capabilities in the medium and long-term while carefully considering the prevailing strategic environment. He then sees the solution as defense policies that are based on the efficient and effective use of resources in the development of defense and military capability. For DND, the answer has been the implementation of the Multi-Year Capability Planning System (MYCaPS) with the Defense Resource Management System (DRMS) as one of its main components.

The Multi-Year Capability Planning System (MYCaPS) has the following pillars:

1. MYCaPS is a capability-based force planning construct to achieve defense policy goals;
2. MYCaPS is a shift from threat-based force development, driven by requirements built on specific threats, to force planning, built on a set of desired capabilities for any given defense mission area;
3. MYCaPS force planning will determine the future operational concepts and the size, shape and force mix of the Armed Forces in order to provide capabilities across the full range of defense missions.

He said that the paradigm shift in defense policy for capability development are planning and budgeting. The three-fold purpose of MYCaPS include the following: 1) ensure that future costs of today’s decision is understood (making hard decisions today for future benefits); 2) strengthen effective control of Civil Authorities over DND-AFP Establishment; 3) establish and institutionalize systems for long-term and medium-term strategic planning, capability planning, defense acquisition and financial management.

Through conceptual framework, MYCaPS and DSOM consider the following: 1) Defense Strategic Planning System (DSPS); 2) Defense Capability Assessment and Planning System (DCAPS); 3) Defense Acquisition System (DAS); 4) Defense Resource Management System (DRMS).

In his second power point presentation, Dr. Galvez discussed the MYCaPS Phase II using key concepts and features of DSOM. The purpose is to present an overview of the defense system of management. The briefing has two objectives where is to highlight key features of DSOM and now they are linked with each other. The following Defense Mission Area Framework are the following: 1) Internal Security; 2) Territorial Defense; 3) Disaster Risk Management and Response; 4) Support to National Development; 5) International Defense and Security Engagement; 6) Humanitarian Assistance and Peace keeping Operations; 7) Force-Level Command and Control, Training and Support.

He said that DSOM has the objective future end-state of DND-AFP system of management systems. Collaboratively developed by senior civilian and military leaders assisted by a team from the Institute for Defense Analyses (IDA). This is promulgated in Department Order 32, Department Circular 01, and SNS Memorandum dated 7 March 2008.

Defense System of Management is comprised of four mutually supporting management systems. It builds upon and extends the capability-based planning processes and institutional reforms implemented under MYCaPS. Proper Processes, Products and Linkages are used in Defense Strategic Planning System, Defense Capability Assessment and Planning System, Defense Resource Management System, and Defense Acquisition System.

The Overview of Systems are as follows:

1.Effectively links key functions and areas
- strategic planning
- operational planning and readiness reporting
- capability development planning
- acquisition planning and procurement
- logistics planning and war reserve status
- resource planning
- financial management and execution planning
- performance reporting

2.Establishes coherent master schedule of major events that supports DND and AFP medium- and long-term planning requirements

3.Provides basis for gaining timely, informed, integrated insights on resource related defense issues across the spectrum of defense activities.

4.Requires concise senior leader decision products
- purpose, focus, length and timing of each product specified
- lead responsibility for developing each product identified
- key stakeholders involved in product development
- consensus recommendations and dissenting views forwarded to decision maker.

5.Resource planning direction linked to actual spending and performance
- SND issues policy and resource planning direction based on input from CSAFP and other key stakeholders
- Resource managers develop proposed programs, budgets, and spending plans and report performance
- SND-CSAFP performance reviews can assess results achieved against established performance objectives and provide basis for realigning budget and spending plans.

He believed that Defense Strategic Planning should address current and emerging national security and defense concerns, should shape national security and defense policy, should develop plans that accomplish national objectives. Hence, Defense Strategic Planning System should provide basis for developing, 1) both medium- and long-term Strategic Environment Assessments and Strategic Planning Assessments; and 2) Strategic Plans that address high priority national objectives and employ a whole of government approach.

The DSOM Capability Assessment and Planning provides a coherent basis for implementing the missions assigned in strategic plans; assessing the readiness and capability to perform assigned mission and tasks; and developing and assessing options that address identified challenges. On the other hand, the DSOM Defense Capability Assessment and Planning System provides basis for developing: 1) Capability Plans that implement the objectives and tasks assigned to DND-AFP Strategic Plans; 2) Both medium- and long-term (a) Defense Mission Area Assessments and (b) Capability Improvement Proposals of non-material solutions and material solutions. Meanwhile, the DSOM Defense Acquisition System provides basis for 1) Both medium- and long-term acquisition planning processes; and 2) Procurement that contract process which operate in accordance with provisions of RA 9184 and IRR-A. The DSOM Defense Resource Management System has tow components, namely: 1) Planning, Programming, and Budgeting System for multi-year program plans and annual budgets; and 2) Financial Management System for controlling expenditures. The two components utilize common program-budget structures, management structures and reporting relationships, and processes and products in support of decision-making by senior leaders. And the DSOM Resource Planning and Management links senior leader guidance on capabilities to resources; uses a capability-based, mission-area approach to planning; allocates limited resources among competing priorities within mission areas and among them; and assesses the performance by relating spending and results to capability and budget targets.

The DSOM Programming Phase provides a systematic basis for developing fiscally constrained multi-year program proposals that comply with DPG’s capability based objectives and priorities and fiscal limits. Reviewing proposed programs and identifying major issues for senior leader decision. And establishing the secretary’s approved Defense Program. The DPG provides the Secretary’s direction on defense and security objectives, capabilities, and fiscal limits by major program. The Programming Phase enables resource Managers to: 1) develop and assess capability-based options that are consistent with the DPG; and 2) submit a proposed fiscally constrained program that incorporates their preferred options for complying with the DPG. On the other hand, the DSOM Program Review Process is part of the Programming Phase of PPBS. It reviews proposals to ensure they comply with guidelines on objectives and priorities for capabilities and fiscal limits. To identify issues for senior leader deliberation and to assists the Secretary in determining whether changes are needed in proposed programs. The Program Decision Document is where the Secretary of National Defense and senior advisors meet to discuss issue paper; the Secretary approves programs as submitted or directs changes, plus offsets from elsewhere as needed; changes are recorded in a decision document and updates to electronic databases; and the document is called the “Program Decision Memorandum”.

The DSOM Budgets Implement Programs uses programming that determines the best mix of capabilities within financial limits; budgeting converts the first year of the approved program into budget requests for inputs and annul spending plans; annual spending plans show how money will be spent to achieve program objectives; budget requests and spending plans are driven by the first year of the approved defense program. On the other hand, the DSOM Planning, Programming, and Budgeting System (PPBS) provides systematic basis for integrating products of other management systems; addresses use of all available funding; and uses analytically-based management processes that facilitate the establishment of priorities, development and assessment of potential alternatives, and timely informed decisions on how resources are allocated among competing priorities across the spectrum of defense activities; and links resource planning direction to actual spending and performance.

Dr. Galvez discussed the use of Force-Oriented Cost Information System (FOCIS) is now being used by Resource Management Offices (RMOs) to develop and submit proposed programs replacing the former Defense Resource Management Model (DRMM). Lastly, the DSOM Performance Review highlights status of capabilities and areas of senior leader interest; identifies corrective actions needed; and products like program implementation reports and financial management reports; and review occurs at several levels like functional managers, resource mangers, department and senior advisors. Integrated Performance Review include: Program and Budget Implementation must both be monitored; Program Results and spending reports should be cross-referenced for performance reviews.

In summary, he said that periodic performance reviews are key to successful resource management. Reviews should relate program results attained and actual spending to established objectives. The frequency and level of detail will vary at subordinate levels, reviews should be frequent and detailed, and at senior level reviews are keyed to the master management calendar and focus on key issues.

In his third part presentation, he talked about the Defense Planning Guidance (DPG) from 2009 to 2014 with focus of Disaster Risk Management and Response. He said that DPG serves as an authoritative statement of defense policy and strategy into a set of medium-term (six years) capability intentions and quantitative capability targets. It provides the Resource Managers guidance for the preparation of their Program Objective Memoranda (POMs) and budget proposals and sets out the medium-term financial limits for each major defense program. The DPG is the first SND-level DRMS (PPBES) product linking medium-term planning with programming.

Chapter One talks about the Defense Resource Strategy that enables us to: 1) develop necessary capability plans and fiscally constrained resource plans and budgets that meet our most important needs, 2) explain to the President and Congress the logic of our plans and budgets and risks they entail. SND Priorities are the following: 1) Improve on the current capability plan and develop the 09-14 Defense Program improving ISO capability and accomplishing mandate; 2) Develop capability plans and resource proposals by strengthening our capability to support and manage national development; provide appropriate assistance consistent with the capabilities to appropriate government agencies in the national efforts for environmental protection; to enhance the competence of soldiers as well as improve their quality of life and of their families; and enhance the capability to mitigate risks, manage and respond to disasters.

Chapter Two tackles Capability Planning Guidance that dissects at improving the AFP’s capability to conduct effective internal security and counter-insurgency operations. The following are projects for this guidance: Plan Improving Strategic Communications (20 June 2008), Plan Enhancing Intelligence Operations Support (18 July 2008), Plan Increasing Legal Capacity (18 July 2008), Plan Improving the Effectiveness of Ground Combat Forces Engaged in Internal Security (31 October 2008), Plan Strengthening the Effectiveness of National Development Operations (16 May 2008), Review of AFP Housing Program (20 June 2008), Study of Methods to Improve Soldiers Insulation from Inappropriate Political Influences and Activities (31 October 2008), Plans Strengthening Capability to Effectively Manage and Respond to Disasters (12 September 2008). The shift of focus from Coordinating Disaster Response to Disaster Risk Management is the development of a comprehensive Disaster Risk management Strategy and supporting capability plan. The components include the risk identification and hazard vulnerability assessment, civil protection and preparedness, and coordination of disaster response operations and rehabilitation initiatives.

Chapter Three discusses Resource Planning Guidance. There ate ten components under this guidance: 1) Internal Security Operations; 2) Territorial Defense; 3) Disaster Response; 4) Support to National Development; 5) International Defense and Security Engagements; 6) Humanitarian Assistance and Peacekeeping Operations; 7) Force Level Command, Control, Support and Training; 8) Capability Upgrade Program; 9) Priorities in Considering Reductions; and 10) Program Submissions.

Chapter Four dwells on the Medium-Term Financial Limits. In the Actual 2009 budget of DND, it would be allocated with a total amount of Php50.72 billion. The allocation per bureaus are as follows: Land Forces (Php23.6B), Air Forces (Php8.26B), Naval Forces (Php9.39B), GHQ (Php4.77B), DND (Php1.98B), DND Proper (Php535M), GA (Php282M), NDCP (Php65M), OCD (Php85M), PVAO Proper (Php305M), VMMC (Php640M), and MSS (Php20M).

And lastly, Chapter Five investigates the Special instructions.


OPEN FORUM:

An OCD Regional Director asked what is the time frame for MYCaPS. Dr. Galvez answered that Strategic Planning is only a start and that through the years of implementation, the OCD may give feedback on this. He added however that in terms of operation, the OCD needs the help of everyone else.

Another concern was raised that it seems that DRM is not a nationwide effort. While DND is only one of the department that has a role in DRM, there are also the DOH and other agencies. In addition, what can then be done in this workshop -- when according to NDCC circular, the actions of the NDCC under the DND is limited. This was answered by the OCD which said that the roles of the other agencies have been identified. Meanwhile, with the introduction of the SNAP later on in the Workshop will further explain what this meant

It was suggested that in disaster response, a program for search and rescue be formulated, this to include the Philippine Coast Guard also. That under the framework of disaster response there could be cooperation with the DOTC and the Police.

Notice was given that there are overlaps in the functions of agencies in disaster management. Thus, there may be inefficiency and contradicting functions without the cooperation with the OCD. Further on it was recommended that they may be integrated in one agency and that they coordinate with each other.

It was commented that the chart for defense strategic planning for creating capability – is AFP-centric. To this the inclusion of programs which are not activities of the AFP, and that include the players with their roles such as the OCD, NDCP, etc was suggested.

It was rationalized that DRM should not be hindered by fiscal constraints, it must see all procurement of equipment as investment. Thus one can do away with financial restraints, further said that there is development in investments.

Dr. Galvez acknowledged the recommendations and inputs from the participants and said that they are duly noted.


G. Current Initiatives on Disaster Preparedness and Response – Armed Forces of the Philippines

The report was presented by CMDR Luis C Base, which looks at the role of the AFPDRTF. He said that its mission is to assist the NDCC in the conduct of search, rescue, relief, and rehabilitation operations. The functions include the following: to establish communication linkages; organize disaster reaction units; to provide land, sea and air transport; assist the PNP in providing security; render immediate medical assistance; and assist in the reconstruction of damage infrastructures.

Cmdr. Base discussed that the concept of operations has three phases. Phase 1 is Pre-disaster phase that involves activities in preparation for calamities and disasters. This includes planning activities, organizing and training, public information drive, communication and warning activities. Phase 2 is Emergency Phase that is about actual mobilization and conduct of emergency services. This includes rescue and engineering services, evacuation operations, first aid and medical services, disaster relief services, law and order and security services, emergency transport services, and damage assessment. Phase 3 is Post-Emergency phase that supports relief operations and rehabilitation efforts. This determines the nature and extent of rehabilitation efforts, conduct of assessment of available resources, and participate in the restoration, repair and construction of public facilities.

He also elaborated current initiatives of the Armed Forces of the Philippines (AFP) on disaster responses, like the following: 1) soldiers in remote detachment are being trained in disaster response operations; 2) promotion, participation, and advocacy on public disaster education and consciousness; 3) field units stand ready to provide “emergency feeding, housing and clothing” to disaster victims and survivors; 3) forming international emergency management partnerships to share lessons learned and best practices; 4) collaborating with advanced countries on chemical, biological, radiological, nuclear (CBRN) consequence management issues; and attending international emergency management forums, training and education.

OPEN FORUM

Commander Base was asked with what international entities does the AFP collaborate. He replied that they collaborated with agencies such as ISDR, UNDAC and were involved in forums such as with the Asian Disaster Management Center.

He was asked how the body interfaced with other agencies during disaster response. Ms. Agnes Palacio from the OCD answered on behalf of the NDCC Operations Center, which provides for NDCC Coordination, that are linked to the other Disaster Coordinating Councils (DCC) and to the AFP Command Center. She cited Mindanao at present as an example where they had to act through a coordinated response with the AFP Command Center. In the situation, they had to communicate to the people on the ground for assistance, response and resources. She went on to explain that the Regional DCCs (RDCCs) are linked to the Provincial DCCs (PDCCs), depending on their location. The bodies come to the national government for support. Thusly, execution of their plans must be aligned to the local plan.

It was commented that it was inadequate that the DCCs are adhoc bodies, which do not even have their own offices such that they are just organized when there is the disaster. It was strongly advised that this should not be the case.

An OCD Regional Director shared that RDCCs sometimes undertake coordination meetings even when there are no disasters. Through this, they enhance their participation with the responders. He expressed his hope to enhance further relations with the AFP and the LGUs to enable them to know their roles more.

It was asked whether there are annual meetings for preparations to typhoons and other disasters. OCD replied that they communicate with the present provinces whenever there are forecasts or threats of such disasters occurring. Also affirming that there are meetings and preparations for such occurrences.

A participant noted that there is little planning involved in disaster response, where functions of each person is defined; this should not be the case. However, there are certain bodies who do this that is to be commended such as Task Force Mayon.

OCD contributed an experience that whenever a response is needed, other forces from other regions may be called on to help and they will come.

A participant recommended that the OCD will have to be at the forefront for the coordination of the mobilization of responders so that there will be no duplicity involved.


I. Institutionalization of Cluster Approach in the Philippines

Ms. Agnes Palacio, Chief of Operations, Office of Civil Defense, presented the Institutionalization of Cluster Approach in the Philippines. She said that there are three pillars of reform: Humanitarian Coordinators, Humanitarian Financing, and Cluster Approach. She defined cluster approach as the adequate capacity and predictable leadership in all sectors. Furthermore, the host Government has primary responsibility for organizing humanitarian response in emergency situations (GA Resolution 46/182). The Sector/Cluster lead is responsible for promoting close cooperation and linkages with government/national authorities.

She accounted the background of the cluster approach by citing the State of National Calamity declared on December 6 in the aftermath of typhoon Reming where in the government requested international assistance. In response, UNDMT rolled out the IASC clusters on 28 December 2006, and used as principal coordination mechanism in mounting inter-agency relief operations. This was piloted in Legaspi City in response to the December 2006 typhoon disaster.

In 10 May 2007, NDCC issued Circular No. 5 “Institutionalization of the Cluster Approach in the Philippine Disaster Management System, Designation of Cluster Leads and their Terms of Reference at the national, regional and local level”. By end of May 2007, a Lessons Learned Workshop was held at Legaspi City and valuable lessons learned were derived to serve as useful guides to regional and provincial clusters. By 18-20 September 2007, the National Clusters’ Preparedness Action Plan Workshop was held at Clark, Pampanga. The workshop outputs were translated into a working draft of the National Clusters’ Preparedness Plan.

She said that Nutrition cluster was essentially considered that sets the standard on the daily dietary requirements of the affected population. Safe, nutritious and tasty foods represent a technical step forward that should translate into policies and procedures for their production, procurement, distribution and use. Hence, Protection is the guiding principles on Internal Displacement. She also looked at the importance of the emergency telecommunications cluster (ETC) that define services to ensure timely, predictable and effective inter-agency telecommunications to support humanitarian operations.

Ms. Palacio cited the aims of the cluster approach in dealing with disaster response. She said that this sets high standard of predictability, accountability and partnership in all sectors or areas of activity. More strategic responses, duplication avoided, equitable provision of urgent services. Better prioritization of available resources and most-in-need prioritized.

What is then the added value? A smarter sector coordination and leadership; technical capacity and stockpiles built at all levels, especially in gap areas. Response is more predictable because “who does what” is pre-defined. There is real accountability from operational agencies. More strategic field-level coordination and prioritization is more timely and effective response. Real partnership between and amongst government, NGOs and other humanitarian partners. Governments have now clearer, more predictable sectoral counterparts.

She further added that benefits derived from cluster approach is more on speedy and timely response, it fills up the gap, more equitable distribution of resources, synergy of efforts for service delivery, more organized and orchestrated response, established communication, information sharing, and develop common standards.

At the end of the presentation, she suggested that national cluster leads lend support to regional cluster leads. Regional leadership can be exercised in the RDCC structure. Regional inter-agency coordination, collaboration and cooperation can be strengthened. Provincial governments should see added value of regional inter-agency coordinative work and more.

OPEN FORUM

A question on predictable leadership was raised asking how it was to be achieved from the groups which have different objectives. To which Ms. Palacio replied that even if there are different interests, there is one common interest among all the clusters.

A participant from the AFP inquired whether when OCD coordinates does it also have the power to impose. Ms. Palacio answered that they do not impose, but it is a moral obligation for the organizations or offices that would they provide support. Ms. Palacio explained that in the military, coordination is not binding, but it is different in the NDCC where they rely on the cooperation, and every body recognizes the responsibilities they are involved in including the NGOs. Coordination is just an ordinary event for the others, but it is the central to the NDCC that must orchestrate all the activities.

It was raised that there must be gaps, like what happened in Typhoon Frank. Wherein Ms. Palacio replied that they don’t have a perfect system but that each day is a learning experience. Things are not adopted overnight, it is an evolving issue.

It was asked by a participant where the function of search and rescue was since it wasn’t in the presentation. Ms. Palacio explained that there are 2 kinds of response and what the presentation of cluster approach focused on is the humanitarian response. Search and Rescue is an emergency response and humanitarian response addresses the needs of a number of people, she explained. The cluster approach is used by the UN instrumentality; and thus the UN guidelines are followed. It however does not mean that they do not include search and rescue.

A participant narrated that they presented to Sen. Biazon a proposal for a multi-purpose vessel. A hospital ship, transport ship, evacuation ship, a floating government center including 2 helicopters. Basically the one ship that would carry several needs, which may be also used for disaster response.


J. Presentation of Draft Strategic National Action Plan on Disaster Risk Reduction, 2009-2019

Ms. Ruth Rodriguez, Civil Defense Officer II of the Office of Civil Defense, in lieu of Mr. Antonio Fernandez, OCD-UNDP Consultant discussed the draft of DND-DRM Capability Plan of 2009-2014. This is based on the DRM Strategic Actions in the context of the HFA with short-term (2009-2010), medium-term (2009-2012), and long-term (2009-2014) and based on DRR Priority Actions. It is also expected that DND has inputs to the SNAP on DRR.

The question of why a DRM Capability Plan for DND? She explained this by citing the following: 1) Institutional requirement (DPG 2009-2014), 2) Paradigm shift in approach/strategy, 3) Growing intensity and frequency of disaster, 4) Emerging concerns like climate change, AI, pandemic, and terrorism, 5) Political environment (DRM Bill), 6) and Limited resources.

She further explained that based from Chapter 1 Defense Resource Strategy, 3rd paragraph “…we must also develop capability plans and resource proposals that to strengthen our capability to support and manage national development and provide appropriate assistance, consistent with our capabilities, to appropriate government agencies, in the national efforts for environmental protection. To enhance the competence of our soldiers as well as improve their quality of life and of their families; and to enhance our capability to mitigate risks, manage and respond to disasters…”

More so, on Chapter 2 Capability Planning Guidance, 1st paragraph “we shall focus our efforts on developing and implementing five capability plans. These comprehensive multi-year plans shall provide the basis for: improving the AFP’s capability to conduct effective internal security operations while developing a multi-faceted, dynamic and flexible capability to meet any and all potential threats. To strengthen the effectiveness of our national development operations and support to environmental protection. To enhance competence and improving the quality of our soldiers. Enhancing our capability to effectively mitigate risks, manage and respond to disasters, and meeting the AFP’s ammunition requirements. She added that in chapter 2 of Capability Planning Guidance, it strengthens our capability to effectively mitigate risks, mange and respond to disaster.

In Chapter 3 of Resource Planning Guidance, Ms. Rodriguez discussed the disaster response, stating that, there is a need to continue to plan, train, and maintain capabilities that can be called upon in an emergency. Later, she also explained the Step 1 of environmental scanning.



III. OUTPUT OF GROUP REPORTS

WORKSHOP ONE: ENVIRONMENTAL SCANNING

• Mapping of current/planned initiatives in DRR by organization
• Environmental scanning/Identification of Principal Issues, Hazards, Vulnerabilities and Capacities


Workshop Output Group One

Presented by Col Reynaldo Ordoñez of the OCD

The group used the Hyogo Framework of Action (HFA) as a guide in responding to the questions of all the workshops. They considered DRR as a priority, the use of risk information and early warning, emphasized on the culture of safety and resilience and preparedness for response. They also utilized the DRM formula: Risk = (H x V)/C.

1. Current DRR Initiatives

• Communications capability – AFP command center
• Enhancement of disaster equipment capabilities –
• DRRO duties (disaster relief response operations)nominated one special forces battalion for this duty/ready reserve divisions – PA
• Hazard mapping, training and advocacy, contingency planning – OCD
• Maritime assistance/search and rescue assistance – PN
• Search and rescue/505 group – PAF
• Ready reserve battalion for provinces – DRRO (Reservists)
• Proposed DRM bill – OCD
• Information dissemination – OCD
• Limited CB Response – JSOG
• Early warning system – OCD
• Management of the calamity funds – OCD
• Education and training for disaster preparedness
• Drills and simulation exercises
• Developing indigenous type of DRRO

2. Principal Issues

• Lack of a national policy on DRM
• Lack of an AFP doctrine on DRR
• Lack of funds OCD training
• Lack of equipment
• Lack of DRRO equipment
• Public unawareness of risks
• Lack of communication, education, information
• DRM not incorporated in all functional areas of the AFP
• Inadequate inter-unit coordination
• Low level of DRM awareness on local authorities
• Inadequate public safety plans (all levels)
• Lack of regular operational planning
• Not integrated in the education system
• Need to train more DRM experts
• Need to retain more DRM experts
• Lack of budget for disaster response/DRM
• Lack of DRM professionals

The lack of a national policy on disaster risk management and an Armed Forces doctrine on disaster risk reduction are considered the main issues in strengthening the disaster risk management framework of the Philippines. The financial incapacity to support DRR programs and projects came in as the next most important issue that needs to be discussed This is highlighted with the lack/insufficient DRR equipment and public awareness on reducing disaster risks. Thus, the need to mainstream DRR in respective agencies and local government units was deemed necessary.

3. Hazards

• Global climate change
• Market economy overexploits natural resources
• Financial crisis due to budget deficit
• Peace and order disturbances in some areas
• Terrorism/insurgency in some areas

4. Vulnerabilities

• Corruption/dishonesty
• Bureaucratic red tape
• Too much politics and competition
• High incidence of poverty
• Too much politicking
• Peace and order disturbances in some areas
• Lack of local investment
• Lack of inter-programme coordination
• Lack of political will to enforce policies

5. Capacities

• Convergence mechanism (OCD-NDCC)
• Manpower (AFP)
• International engagements
• Sustainable development capacity
• Good in strategic planning
• Leadership


Workshop Output Group II

Presented by Dir Adriano Fuego

1. Principal Issues

• Lack of Coordination among Stakeholders
• Lack of resources/ manpower and funding
• Lack of public information/ awareness
• Lack of DRM Training
• No DRM Law
• Lack of harmony of organizational mission, vision and practices
• Weak enforcement of law
• Insufficient Disaster Information
• Lack of DRM facilities and systems
• Lack of private sector sustainable involvement in DRM
• Underutilization of reservist force

Another foremost issue addressed was the lack of coordination among stakeholders in the whole DRM set-up. Similar to the other group, the lack of budget – leading to lack of resources, facilities and manpower - and DRM Law in the country was considered detrimental to DRR. Furthermore, the lack of private sector involvement in DRR efforts and the underutilization of the reservist force in DRM completed the principal issues and concerns.

2. Hazards

• Climate change/ global warming/ La Nina/ El Nino
• Biological Hazards (avian flu, SARS, FMD)
• Chemical Spills or leakage (ie. endosulphan)/ oil spills
• Cultural/Ideological Differences

3. Vulnerabilities

• Limited lift capability due to geographical formation
• Lack of capability to clean oil spills
• Insufficient of Mitigation Structures (ie. Dikes/flood control)
• Environmental degradation (caused by too much logging)
• Poverty resulting to social ills i.e. informal settlers due to urban migration
• Insurgency causing disturbance of peace and order
• Partisan Politics/ Wrong Political Intervention
• Unstable power generation


4. Capacities

• Transportation/ Communication Capacities
• GIS/ Planning Capacities
• Emergency Medical Services Capacities
• SAR Capacities
• Rehab Capacities
• Sustainment Capacity
• Contingency Planning capacity
• Cluster approach capacity

SYNTHESIS

HAZARDS

The worldwide crisis on global climate change is the main hazard in reducing disaster risks. Avian flu, SARS, FMD as biological hazards was also noted. In the Philippines, market economy overexploitation of natural resources, financial crisis, terrorism and insurgency, cultural differences and accidental hazards (oil spills) are some of the major points raised.

VULNERABILITIES

Of the many vulnerabilities that the country is facing, corruption has crossed boundaries and has greatly affected even DRM. This is characterized with bureaucratic red tape and too much politics/politicking. The high incidence of poverty in the Philippines has also contributed to the failure of DRM efforts. Lack of local investment, inter-programme coordination and the political will to enforce policies are impediments to a successful DRR.


WORKSHOP TWO: FUTURE SCENARIOS FOR DRM

• Creating future scenarios for DRR projected to 2014 which respective agencies can support and work towards

Workshop Output Group One

1. Good Practices

• Partnership with other stakeholder
• Coordination mechanism using clustering
• Collaborative efforts
• Empowerment of CBDRM
• Community based capacity building for local executives
• Response

2. Key Policies, Principles and Programmes

• Gawad Kalasag
• National DRM policies
• Updated information management system
• Agency and local government implementation plan
• Linked and reliable communication system
• Fast decision making process
• DRM in budget
• Clear measures of performance and effectiveness
• DRM Act
• DRM DOTMLPF

3. Interrelationship Management

• Regular interagency forums
• Fluid exchange of information
• Institutional clear leads and roles
• Effective channels of communication
• Ride on existing inter, regional and local agencies

4. Means and Approaches

• Education and training
• Drills
• Exchanges
• Private sector involvement
• Extension research and technological advancement
• Public forums

Workshop Output Group Two

Presented by Dir Cabrera

• Population = 100 million Pinoys
• DRM bill is already enacted as a law
• DRM-AFP Doctrine is already drafted and being practiced
• AFP is already territorial defense-capable
• AFP is already internal security operations-capable
• Institutionalized DRM organization and systems/Cluster Approach is already practiced
• NGOs, private sector active participation
• Capable of handling simultaneous disasters
• Added mitigation infrastructures in place
• Command and Control Facilities
• Corruption reduced significantly


WORKSHOP THREE: Identification of Strategic Actions on DRR

Workshop Output Group One

STRATEGIC ACTIONS

DND DRM Framework

• Wide consultation, DND approved DRM framework (short term)
• Fully integrated agency frameworks in the national DRM framework, DRM Act (medium term)
• Fully integrated national framework in the Regional DRM Framework (long term)

Strategic Communication Plan

• Complan, Defense department advocacy (short term)
• Inter-agency and national advocacy (medium term)
• Regional and international advocacy (long term)

SOP for DRM

• Process designs and defense exercise (short term)
• Interagency designs and national exercises (medium term)
• Regional designs and exercises (long term)

1. DND DRM Framework – 17 dots
2. Legislative Action – 13 dots
3. OCD – DOTMLPF upgrade of operational headquarters/operations center – 13 dots
4. Advocacy of all government agencies – 10 dots
5. DRM budget – 10 dots
6. Collapse structure and medical trainings – 8 dots
7. Damage and needs assessment – 5 dots
8. Reservist utilization – 5 dots
9. Strategic Communication plan – 3 dots
10. Robust linkages with other government agencies/LGUs – 3 dots
11. SOP for DRM – 2 dots
12. SOT style program – 1 dot
13. Department circular to AFP to prepare implan for HFA
14. Mitigation works in support to DPWH plan


Workshop Output Group Two

Presented by Maj Michael Logico

Functional Area Analysis

• Top – down analysis
• Analysis identifies operational tasks, conditions and standards needed to accomplish objectives
• Identify which capabilities will be examined

Functional Needs Analysis

• Bottom – up analysis
• Assesses the ability of current and programmed capabilities to accomplish the tasks identified in the functional area analysis
• A list of capability gaps

Functional Solutions Analysis

• Evaluates solutions from an operational perspective across the DOTMLPF spectrum
• Determine the best material or combination of approaches to produce the best capability
• Non – material analysis (DOT_LPF)
• Material Solutions (ideas for material approaches)

MITIGATION:

1.Interagency Communication
2.Mainstreaming
3.Enforcement of Regulation
4.Hazard Risk Identification and Assessment
5.Structural
6.Evacuation Plan
7.Rehearsals

PREPARATION:

1.DRM Doctrine Development
2.Training/ Education
3.Mobilization Stock Prepositioning
4.Organizational Structure
5.Acquisition of Mission Essential Equipment
6.Command, Communications, Control Facilities
7.Linkaging with Stakeholders
8.Advocacy

RESPONSE:

1.Incident Command System
2.Triage
3.Search and Rescue
4.Emergency Medical Services
5.Evacuation

REHABILITATION:

1.Post Reconstruction (Vertical and Horizontal)
2.Critical Incidence Stress Debriefing
3.Stress Debriefing
4.Food and Relief Distribution
5.Post Medical Assistance
6.Restoration of Basic Government Services (Water, Electricity, etc)

CAPABILITIES (Current)

–Search and Rescue – R1
–Planning – R3
–Mobility – R3
–Communications – R2
–EMS – R4
–Engineer – R3
–Sustainment – R4

Elements of Response/ Actions:

–Doctrines
–Organization
–Training
–Materials Solution
–Personnel
–Facilities

STRATEGIC ACTION

1.Formulate DRM Doctrine – 12 dots
2.Upgrading of Search and Rescue Equipment – 12 dots
3.Training and Inter-Agency Simulation Exercise – 7 dots
4.Upgrading identified evacuation facilities – 7 dots
5.Inventory of current DRM Resources and Facilities – 6 dots


IV. CLOSING CEREMONY

Col Gregorio Pio P Catapang Jr gave the first impression of the Workshop from the participants. He declared that DRM is the next challenge DND has to face and is very important as a strategic planner. He lauded the Workshop, which enriched him in many ways such as: obtaining a better understanding of DRM and finding out the different side of defense - civil defense. He recognized that defense in the past was to prevent attacks from man, but now there is also the battle of man versus nature, citing the threat of global warming. That the effects of displaced persons during disasters are ranking high in using resources of the government and affect the development of the country. In conclusion, he said that the Workshop fulfilled him since all his questions in DRM were satisfied.

In the second impression from the participants, Col Hermenigildo C Aquino PA, started by giving recognition to the organizers for creating a forum involving the DND to articulate the desire for convergence actions in Disaster Risk Reduction. He said that the Workshop must have succeeded in arousing interest in the “way to go”, which is just a start to formulate a DND framework for DRM. It brought on a reconciliation of frameworks to achieve a common convergence for a DND-wide vision for DRM. He gave import to the HFA, saying that it should be followed to address disaster losses which are a serious obstacle to the achievement of National Development Goals. He concluded in part that a clear understanding of our history dealing with perennial disasters would lead us to a culture of safety and well-being to the people of the Philippines.

The last impression came from Dir Melchito Castro of OCD, which he started by giving importance to the conduct of Workshop where DND is engaged to start in OCD’s own backyard the strategic roadmap to improve the Philippine DRM System. He highlighted that agencies and stakeholders must collaborate with each other to reduce effects of hazards. Though the challenge faced together is daunting, he impressed that having a synergy is important and critical along with having a culture of safety. He congratulated the active participation, information exchanged and the questions raised in the Workshop. The shared outputs are deemed critical at all levels of governments. He recognized the importance of the development of the DRM system, along with the address of important issues in the field. In conclusion, he reported several activities of the regions in disaster management and looked forward to the expansion of their services in the future.

Major General Glenn J. Rabonza, AFP (Ret), delivered the Closing Remarks wherein he first expressed his pride to the staff and organizers for the great job accomplished in the Workshop. He narrated that at the onset of the idea for such an activity, there were hesitations at first, but he eventually decided to push thru with it, thinking that such will be indeed an important endeavor. He again discussed the background and rationale for undertaking the DND-wide Workshop. He said that the focus on Disaster Risk Reduction was solidified when the Philippines signed the Hyogo Framework of Action (HFA), a convention entered into by many countries regarding disaster management. He reported that the OCD is presently disseminating the HFA to the local governments and NGOs, so that their actions may be guided by such. When before the focus was on response, now there must be mitigation from disasters, he even illustrated that even if a mountain falls, when no people are harmed, there is no disaster.

MGen. Rabonza then exemplified the outputs from the Workshop Groups. He encouraged the integration of the HFA in the activity which Group 1 did. He gave import to the gaps analysis and capability assessment which Group 2 used in their report. He commented that it was apparent from the reports of the group that the lack of equipment was one of the principal issues in DRM, but he went on to say that despite these constraints, responders always rise above these and do their job. Somehow, he said, there will always be a lack of something or constraints but this does not prevent us from acting. In conclusion, he noted and appreciated the different priorities identified by the groups and thanked them for their participation and good work.

DOCUMENTED BY: Chester B Cabalza, MA