QC Disaster Risk Reduction and Management Plan 2014 To 2020

Earthquakes and
Megacities Initiative
quezon city
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22 August 2013
Disaster Risk Reduction and
Management Plan 2014 to 2020
Earthquakes and Megacities Initiative
Puno Building, 47 Kalayaan Avenue, Diliman,
Quezon City, Metro Manila, Philippines 1101
T/F: +632 9279643; T: +632 4334074
www.emi-megacities.org
Building a Disaster Resilient
Quezon City Project
Disaster Risk Reduction and
Management Plan 2014-2020
Building a Disaster Resilient
Quezon City Project
22 August 2013
Copyright 2013 QCG and EMI
Formulated as part of the Final Deliverables of the Building a
Disaster Resilient Quezon City Project, Earthquakes and
Megacities Initiative, 2013
The concepts, methodologies, and overall design of the Quezon City Disaster Risk
Reduction and Management Plan are developed by EMI; hence, the aforementioned are, and
remain, intel-lectual property of EMI. Parts of the contents, data, and information contained
in this report are property of Quezon City.
This document is jointly owned by the Quezon City Government and EMI. Permission to
use this document is granted provided that the use of the document or parts thereof are
for educational, informational, non-commercial, and personal use only. The Quezon City
Government and EMI must be acknowledged in all cases as the source when reproducing or
using any part of this publication.
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Message from the Mayor
Te Quezon City Disaster Risk Reduction and
Management Plan 2014-2020 (QC DRRMP
2014-2020) specifes the policies, priorities,
and actions to reduce the disaster risks faced
by Quezon City within the next six years.
It emphasizes the goal of the Quezon City
Government to keep Quezon City residents safe
from disasters and to protect our investments
from the adverse efects of geological and well as
climate related catastrophic events.
With the help of our partner, the Earthquakes
and Megacities Initiative (EMI), the QC
DRRMC developed a plan that is based on sound
scientifc information to guide us in decision-
making and in prioritizing the limited resources
of the City Government to address the needs of
its more than 2.86 million residents. Tis plan is
a signifcant accomplishment and milestone for
us since we now have the tools in our hands to
better manage our risks. It also allows us to focus
our attention and resources to where they are
most needed and highlights the need for helping
populations that are vulnerable to the impact of
extreme events brought about by earthquake and
fooding.
I strongly encourage all city government and
barangay ofcials, employees, development
partners, and stakeholders in Quezon City to
make full use the information contained in this
QC DRRMP 2014-2020 in planning for their
own work. Disasters is an issue that concerns us
all and it is our collective responsibility to keep
our families and our city safe from disasters.
Finally, I wish to commend all those who
worked hard into bringing this QC DRRM Plan
2014-2020 into fruition. Let us all work together
to build a Disaster Resilient Quezon City.
Mabuhay ang Lungsod Quezon!
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Message from the Vice Mayor
In the wake of recent earthquake and fooding
events in the country, many local government
units are now impelled to draw up and review
their existing programs on disaster risk reduc-
tion and management. As the largest and most
populated city in Metro Manila, Quezon City is
all the more compelled to ensure the safety of its
constituents and protect its development gains.
Trough the development of the Quezon City
Risk Atlas, the city has made great leaps in
understanding the importance of planning
efectively to mitigate, prevent and prepare for
the adverse efects of earthquakes and foods. In
a country that constantly deals with one disaster
afer another, quality and science-based infor-
mation becomes the next best tool for develop-
ing programs, projects and activities aimed for
ensuring the safety of the citys constituents. I
commend all those who worked hard in com-
pleting the Quezon City Risk Atlas. With its
completion, I am looking forward to a Disas-
ter-Resilient Quezon City. Kaya natin to!
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Message from the Project Directors
PCSUPT (Ret.) Elmo DG San Diego,
QC DRRMC Action Ofcer
Te partnership between the Quezon City
Government and Earthquakes and Megacities
Initiative(EMI) proves that the city recognizes
the fact that risk reduction is the responsibility
of all, not just the government. Te Quezon City
Disaster Risk Reduction and Management Plan
2014-2020, along with the other products of
the Building a Disaster Resilient Quezon City
Project, provides the opportunity for the city to
comply with the national law and international
standards of practice, thus reducing risks in the
long term and enticing developmental invest-
ments to come in the city.
With the available information on the citys
hazards, vulnerability and risk, the QC DRRMP
provides a road map on the strategies that will
help Quezon City enhance its capacity in facing
the potential impacts of a disaster.
Te Building a Disaster Resilient Quezon City
Project paved way for Quezon City to envi-
sion a Quality City with an empowered and
responsive citizenry who live in a sustainable,
well planned, and structurally sound environ-
ment with a vibrant economy under progressive
leadership. Now equipped with the outputs from
the Project, Quezon City now has the tools to
reduce its risk and build its capacity towards a
disaster-resilient city.
Dr. Eng. Fouad Bendimerad,
EMI Chairman of the Board and Executive
Director
Management Plan provides guidance for Quezon
City to iniate investments efective in building
resilience and protecting local development. Te
tools, methods and global experience by EMI
applied to develop the plan ensures that Quezon
City will meet the established international stan-
dards of practice in disaster risk reduction.
Te QC DRRMP, along with its Annexes, is a
product of several consultation and validation
sessions among EMI, Quezon City Technical
Working Group, Steering Committee and the
City Development Council. By working together,
EMI and Quezon City were able to produce a
product that is scientifcally sound and grounded
on the real life experiences of people who are at
the forefront of disaster risk reduction and man-
agement activities in Quezon City.
I am confdent that Quezon City will make full
use of the QC DRRMP and sustain the momen-
tum towards building a disaster resilient city!
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Management Council and Earthquakes and
Megacities Initiative would like to express its great
appreciation to a number of people, institutions
and organizations that contributed to the
development of the Quezon City Disaster Risk
Reduction and Management Plan 2014-2020 (QC
DRRMP 2014-2020).
Te Quezon City Technical Working Group,
for the support, commitment and contribution,
especially the Ofce of the City Mayor, Ofce
of the Vice Mayor, the City Administrator, the
City Council, Liga ng mga Barangay and other
departments and ofces involved in the project
including the Information Technology and
Development Ofce (ITDO), City Assessors
Ofce, Environmental Protection and Waste
Management Department (EPWMD), Department
of City Engineer, Department of Building Ofcial
(DBO), Parks, Development and Administration
Department (PDAD), City Health Department,
Barangay Operations Center (BOC), Community
Relations Ofce (CRO), City General Services
Ofce (CGSO), Housing and Community
Development and Resettlement Department
(HCDRD), Social Services Development
Department (SSDD), Gender and Development
Resource and Coordination Ofce (GADRCO),
Radio Communications Services (RCS), Business
Permits and Licensing Ofce (BPLO), Ofce of the
City Secretary, QC General Hospital, Philippine
Red Cross-QC Chapter, Division of City Schools,
Communication Coordination Center (CCC),
Public Afairs and Information Ofce, City Budget
Ofce, Task Force COPRISS, and City Treasurers
Ofce.
Special thanks to the Department of Public
Order and Safety (DPOS), City Planning and
Development Ofce (CPDO), and the Quezon
City Disaster Risk Reduction and Management
Ofce (QC DRRMO) for the commitment,
Acknowledgements
dedication, and support at all stages of project
implementation until the completion of the QC
DRRMP 2014-2020.
Te Project Steering Committee, for providing
guidance and in harnessing the support of key
stakeholders in the city.
Te Consultative Committee composed of
representatives of the City Development Council
Sectoral Groups, for providing pertinent
contribution and counsel to the formulation of
the QC DRRMP 2014-2020.
Select barangay ofcials of the Quezon City
Government, for their inputs and participation
in the activities conducted by the QC TWG for
the duration of the project.
To all individuals, organizations, and
institutions who contributed and participated
in all project activities, we greatly appreciate
your contributions and inputs. Our sincere
apologies are extended to those we might have
inadvertently failed to thank in this document.
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Executive Summary

Management Plan (QC DRRMP) for 2014-2020
is the concluding output of the twelve-month
Building a Disaster Resilient Quezon City
Project, which was a collaboration of the Quezon
City Government (QCG) and the Earthquakes and
Megacities Initiative (EMI).
Purpose and Objectives
Te development of the QC DRRMP fnds its
principles, foundations, and structure from
the following national and international acts,
standards, and guides:
Republic Act 10121 or Disaster Risk Reduction
Management Act of 2010
UN Economic and Social Councils Number
63/1999
Hyogo Framework for Action 2005-2015,
Emergency Management Standard by
Emergency Management Accreditation
Program or EMAP
ISO 31000

Te QC DRRMP intends to support QCG fulfll
its obligations and compliance in the above-listed
acts, standards, and guides while at the same time
provide a clear road map on actions and decisions
to reach the DRRM objectives set up by national
and international actors in the specifc context and
parameters of Quezon City.
Another purpose of the QC DRRMP is to
provide the necessary and required elements
to understand, communicate, and manage the
various hazards and risks faced by the city through
optimization of its existing capacities in reducing
risks and protecting its assets and communities.
Moreover, the QC DRRMP will inform policy and
decision makers to optimize investments in DRRM
and to guarantee commitments to integrated
Disaster Risk Reduction priority programs.
Te specifc objectives include:
a. Identifcation of hazards, vulnerabilities,
risks and capacities;
b. Identifcation of mainstreaming strategies
and defnition of near term, mid-term
and long term programs, projects, and
activities (PPAs);
c. Assessment of the local capacity to manage
risk and reduce vulnerability at the local
level (i.e., barangay and community);
Application of a gender-responsive DRRM
approaches and strategies in managing
said hazards and risks;
d. Te elaboration of an Emergency/Disaster
Management System that is in line with
international standards and national laws
and guidelines
e. Identifcation and clarifcation of
department roles, responsibilities and line
of authority at all government ofces;
f. Vertical and horizontal coordination
of DRRM in the pre-disaster and post-
disaster phases; and,
g. Evaluation and monitoring tools to
benchmark and measure progress.
Ultimately, the QC DRRMP will aid the
institutionalization of DRRM protocols, policies,
procedures, and functions within Quezon City
based on the scientifc knowledge and collective
experience from the Building a Disaster Resilient
Quezon City Project.
Scope
QC DRRMP is a document specifying policies,
platforms, strategies, action plans and mechanisms
pertaining to the implementation and institutional
basis of disaster risk reduction and management
in Quezon City. It describes the interests and
responsibilities of all stakeholders that were
developed under the concepts, mandates and
principles of the NDRRMP, DRRM Act of 2010,
and the Hyogo Framework for Action.
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Methodology
Te development of the DRRMP adopted a fully
participatory process by which stakeholders interests,
inputs and consensus determined the outcome.
Experts in various felds developed the scientifc
data and analyses and guided the stakeholders in the
data collection, data interpretation, discussions and
recommendations.
Several activities were conducted for the
completion of this report. Tese include primary
and secondary data gathering, conduct of multi-
stakeholder workshops, key informant interviews
with concerned QCG authorities, desk review of
existing legislative framework and other DRRM-
related documents, , and various scientifc analyses
such as the development of the hazard, vulnerability
and risk assessment. Tese data and information
were not only aggregated but also reviewed and
assessed through the organizational mapping
and network analysis approach, where functional
interrelationships of concerned DRRM stakeholders
were drawn. Validation exercises, workshops and
trainings were conducted to ensure that stakeholders
made informed and consensus decisions based on
factual data and cumulative knowledge.
Concerned Stakeholders
Bearing in mind that DRRM is the responsibility of
all, and that safety of the people from any disasters
is a priority, the Project pursued a participatory
process in the development of the QC DRRMP, by
engaging the government, the civil society, non-
government organizations (NGOs), the private
sector, service providers, international organizations
and other stakeholders concerned with disaster risk
management.
Te QC DRRMPs primary concerned stakeholders
are the members of the QC DRRM council under
the leadership of the City Mayor. It also involves
all City Departments under their respective
departments heads and the supervisors and
staf, barangay leadership and senior staf and
ofcials, ancillary and auxiliary agencies including
all service providers and utility companies,
national and provincial agencies involved in
preparedness and response as well as in public
safety, and representatives of civil society, private
sector, media, international partners, and other
communities and organizations which provide
their knowledge, support, services for the general
good.
Te QC DRRMP is a public document developed
to support the citys and the nations efort to
plan, reduce, respond and recover from the
occurrence of hazardous events. Organizations
and institutions are encouraged to study the plan
and be familiar with its provisions as well as use
the plan to develop their own DRRMP and agenda
in support for the welfare and well-being of all
citizens of Quezon City.
Implementation Challenge
Efective implementation of the QC DRRMP,
however, requires the continuous involvement of
the city, provincial, national as well as international
actors. Constant collaboration and cooperation
among diferent stakeholders in disaster risk
reduction and management is crucial as well as
disasters not only extend beyond administrative
and territorial boundaries but also evolve through
time due to the gradually changing climate. City,
provincial, national and international cooperation
is therefore one form of cross-jurisdictional
disaster risk reduction and management that
reduces risks and keeps development on track.
In particular, QCG is expected to provide
accessibility of facilities and infrastructure as
well as adequate resources to implement the
QC DRRMP. Enhanced access to all formal and
informal information sources will allow for direct
involvement of the community and the private
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sector in disaster risk reduction. Furthermore,
sustaining and enhancing local and community
capacity, disaster risk reduction eforts will use and
empower local resources, which includes: fnancial
resources, trainings and seminars, equipment,
technology, natural resources, skills and economic
and social processes.
Summary of the Plan
Te discussions in this document were put
together for better appreciation of the consolidated
data and information from the Building a Disaster
Resilient Quezon City Project. Tis document is
divided into the following eight (8) chapters:
1 Introduction
Tis section of the report highlights the following
data and information:
Philippines as a Disaster-prone Country and
the New DRRM Approach. Te geographical
and geological features of the Philippines cause
the exposure of Philippines to natural hazards.
Recorded history suggests an increase in the
susceptibility of the Philippines to the damaging
efects of hazards. In fact, in 2011, the Philippines
was part of the top 5 countries that are hit by
natural disasters (mostly hydro-meteorological
and geophysical by nature). However, within the
last decade, increasing trend in disaster occurrence
and loss has also been observed in various regions
of the world. Tis led to a paradigm shif in the
DRRM feld: from a response-oriented approach to
a more proactive- and preventive-approach.
Legal and Institutional Arrangements. Various
institutional and coordination mechanisms,
including other pertinent laws and issuances on
DRRM apply to Quezon City in terms of:
Risk Framework: RA 10121 (DRRM) and
RA 9729 (CCA);
Fund Utilization, Sourcing, Accounting,
and Reporting: DILG Memorandum
Circular No. 2012-73, DBM Local Budget
Memorandum No. 66, and COA Circular
No. 2012-002;
QC Risk Policy and Practice: EO 23 Series of
2010, EO 71 Series of 2011, and EO 5 Series
of 2013.
QC DRRMP Rationale. Te development of the
QC DRRMP marks Quezon Citys recognition
of the need to shif its DRRM approach from
a response-oriented to a more proactive and
preventive one.

2 Development Methodology
Development Phases of the QC DRRMP. Te
development of the QC DRRMP was undertaken
together by EMI Experts and members of the
QC Technical Working Group (TWG). Te QC
DRRMP development was divided into four (4)
Phases:
1. Phase 1: Setting up of the formal
organizational structures to implement
the project activities (e.g. Project Steering
Committee, Advisory Committee,
Consultative Committee, Technical Working
Group, Secretariat). Tis is to ensure that
the mechanism for project implementation,
decision-making, and collaboration is not
only participatory but also inter-sectoral and
multi-disciplinary.
2. Phase 2: Conduct of Situational Analysis
according to Legal and Institutional
Arrangements (LIA), Land Use Planning
Construction Codes and Standards (LUP-
CCS), Emergency Management (EM),
Geographic and Information Systems
(GIS), and Hazards, Vulnerability, and Risk
Assessment (HVRA) were carried out to
diagnose the current DRRM practice of QC.

3. Phase 3: Formulation of Narrative Scenario,
conduct of Consequential Analysis, review
of HVRA fndings, and the identifcation of
priority programs, projects, and activities
(PPAs) aligned with the four (4) thematic
DRRM sectors (Preparedness, Response,
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Prevention and Mitigation, and Rehabilitation
and Recovery) and based on urgency and
importance (immediate-term: as soon
as possible; short-term: within 1-3 years;
medium-term: in the next 4-6 years)

4. Phase 4: Development of Monitoring and
Evaluation indicators to provide benchmark
for measuring performance and efectiveness
of diferent operational and organizational
policies of the Quezon City Government and
their efect on reducing the disaster risk in the
diferent sectors analyzed in the DRRM Plan.
3 Overview and Profle of Quezon City
QC Risk Atlas Key Characteristics. Te key
characteristics of Quezon City as detailed in the QC
Risk Atlas is described in terms of:
National and geographic conditions: population,
land area, topography, hydrography, climate
zones;
Socioeconomic conditions: demographic
characteristics (no. of households and
barangays, level of education, dependency
ratio, and no. of informal settlements) and
land use and urban development (residents,
institutions, open spaces and parks, universities,
health facilities, media networks, government
ofces, commercial and residential spaces,
transportation network, and growth centers).
Suitability of QC as a Capital City. Te following
distinct qualities of QC made it one of the most
suitable sites in Metro Manila to develop a City:
Extensive area of government-owned land
right in its central zone, which provided
substantial active economy in the development
of public infrastructures as well as more liberal
assignments in parks and recreation sites;

Desirable geologic characteristics of the city,
which provided a satisfactory foundation
for buildings and structures, and at the
same time, allowed the construction of
underground structures.
4 Hazards, Vulnerability, and Risk
Assessment (HVRA)
QC Natural and Human-induced Disaster Risk
and Teir Possible Impacts. Disaster risk arises
from two kinds of hazard:
Natural Hazards:
o Earthquakes (e.g. impact of surface
ground rupture; fre afer an earthquake;
liquefaction; ground motion shaking;
building damage; impacts of afershocks;
hotspots based on earthquake risk
index);
o Floods (e.g. susceptibility; population
afected; casualties; buildings afected;
displaced population; economic losses;
impact on critical and high loss potential
facilities; post-food health issues;
hotspots based on the food risk index)
Human-induced Hazards:
o Sociological Hazards (crime, civil
disorder, terrorism and war, hazardous
material intentional release)
o Technological Hazards (fre accidents,
travel/transportation accidents, and
industrial accidents)
HVRA Findings. Te fndings from the HVRA
indicate an assessment of impacts for food and
earthquakes in terms of the following:
Spatial severity of hazards;
Quantifable damage, losses and impacts
to population, buildings, infrastructure,
critical and high loss facilities; and
Hotspot barangays.
Te data, fndings, and mapping of social and
physical losses provided in the HVRA report
provide the city with the necessary understanding
and competency to address and reduce risk from
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earthquakes and foods. On the other hand,
damage impact assessments and projections
provided in the report are meant to inform the
Quezon City Government on its risks from
earthquakes and foods in order to help it improve
its planning and policy making processes.
Risk Indicators and Urban Disaster Risk Index
(UDRI). To obtain a holistic view ofrisk, a set of
indicators describing both vulnerabilities and
coping capacities in Quezon City are considered
in addition to physical risk indicators. Te UDRI
is the approach for identifying risk hotspots by
combining directly the descriptors compromising
both physical risks and socioeconomic factors.
Hotspots and Hotspot Analysis. Hotspots are
defned by a combination of a number of critical
factors or indicators. Both the physical and socio-
economic dimensions of vulnerability, risk and
coping capacity, are used to identify the hotspots.
Together with risk indicators, Hotspot analysis or
the determination of risk hotspots, or Barangays
with high risk in terms of casualties, social impacts
and economic losses, allows for rational and
adequate planning of resources.
5 Situation and Consequential Analysis
information and processes utilized on the various
sectors of the citys DRRM system to gauge its
institutional capacity and enhance understanding
of the overall risk in Quezon City:
Situational Analysis. Te situational analysis
guides the QCG in recognizing its strengths,
weaknesses, opportunities, and challenges
(SWOC) in terms of its institutional capacity on
DRRM. Te fndings or results of the analysis
per DRRM element were used to develop initial
strategies to improve the capacity and competency
of QC to address its DRRM gaps and build on
existing strengths (see Chapter 5 for a complete list
of results per DRRM element).
Consequential Analysis. Te consequential
analysis is used to reinforce understanding of
the impacts of the scenario earthquake and
food to the diferent planning parameters
(population, buildings, facilities, infrastructure and
socioeconomic parameters).
6 Defnition of Resiliency Strategies
Steps Undertaken to Defne QC Resiliency
Strategies for DRRM. Te QC Resiliency Strategies
for DRRM are as follows:
Strategies for Improving QC Legal and
Institutional Arrangements (LIA);
Strategies for Improving QC Emergency
Management (EM);
Strategies for Developing and Sustaining QCs
Geographic Information System (GIS);
Strategies for Mainstreaming DRRM in Land
Use Planning and Construction Codes and
Standards (LUP-CCS).
Te key strategies per DRRM element have been
identifed through a revisit of the initial fndings
and strategies of the situational and consequential
analysis and a series of SWOC workshop exercises
conducted with the QC TWG. Te resiliency
strategies incorporate practical considerations and
priorities for implementation. Furthermore, they
serve as basis for developing DRRM programs,
projects, and activities (PPAs) aligned along the
four (4) DRRM thematic areas of prevention and
mitigation, preparedness, response, recovery and
rehabilitation (see Chapter 6 for a complete list of
the QC Strategies for DRRM).
7 Disaster Risk Reduction and
Management Plan (DRRMP)
Tis section of the report discusses how the main
section of QCs DRRMP can be organized along
the four (4) thematic areas as prescribed by OCD,
and, at the same time, comply with the sectoral
approach in order to efectively mainstream DRRM
in the citys functions.
DRRMC/DRRMO Functions, Members, Roles
and Responsibilities. RA 10121 mandates the
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creation of local disaster management councils at
the city and barangay levels, the composition and
functions of which are clearly defned in the law. In
compliance with RA 10121, Executive Order No. 23
Series of 2010 was issued by the Mayor to organize
the Quezon City DRRMC. Likewise, the Executive
Order No. 5 establishes the QC DRRMO to comply
with the law.
Emergency Support Function (ESF). Te purpose
of the ESF is to ensure the efectiveness of the QC
DRRMOs Emergency Management by involving
and asking for the support of other institutions.
Emergency managers, responders, planners,
decision makers and implementers of these involved
institutions are grouped according to a specifed
ESF based on the function/role of their respective
institutions. Each ESF has a specifc scope/role/
function and is comprised of a Lead Agency
and is supported by a number of government
(from diferent levels of governance) and private
institutions, known as Support Agencies. Tis
grouping of emergency support functions is captured
and documented in an ESF Table and Matrix.
ESF Table: defnes roles and responsibilities
for each function related to emergency
management;
ESF Matrix: assigns Lead Agencies and
Support Agencies.
Priority Programs, Projects, and Activities (PPAs)
for 2014-2020. PPAs were developed based on the
key strategies identifed by the QC TWG with EMI.
Te PPAs are aligned along the four thematic areas
of DRRM in accordance with the National DRRM
Plan and are classifed into immediate-term, short-
term, and medium-term to establish the investment
priority of QC in terms of urgency and importance
in reducing risks and building resiliency.
Te table below presenting the programs guiding
the projects and activities per DRRM thematic area
provides a synopsis of the discussion of priority PPAs
for 2014-2020 in Chapter 7.2 of this report.
Tematic Area Program
Mitigation and
Prevention
Strengthening QCs
Legal and Institutional
Arrangements for
DRRM
Mainstreaming DRR in
Land Use Planning and
Land Use Management
DRR for Critical and
Essential Facilities
Introducing Urban
Rejuvenation and Urban
Redevelopment for DRR
Preparedness Strengthening
QCs Emergency
Management System
DRRM Geospatial
Database Development
Preparation of
Contingency Plan for
Each Department and
Function of QC
Response Provision of Emergency
Services and Public
Assistance During or
Afer A Disaster
Rehabilitation and
Recovery
Development of
Sheltering, Relocation,
and Rehabilitation Plans
8 Monitoring and Evaluation Guidelines
(M&E)

M&E is used for benchmarking and measuring
performance and progress of a project. Te
Department of the Interior and Local Government
(DILG) advocates its undertaking and even
provides manuals/guidelines for conducting M
& E as a function of the local planning structure.
Among these are the Local Government
Treasury Operations Manual (LGTO),
Updated Budget Operations Manual (UBOM),
Rationalized Planning System Manual (RPS), and
Comprehensive Development Plan Executive
Legislative Agenda Manual (CDP-ELA). Tough
the LGTO and UBOM are useful for M&E, they
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only include forms and reports unlike the RPS
and CDP-ELA that specifcally include M&E
instructions/guidelines.
Disaster Risk Resiliency Indicators (DRRI)
for M&E Performance on DRRM. Te DRRI
developed by EMI is a set of ten (10) indicators
that establishes initial benchmarks to measure
to what extent risk reduction approaches have
been mainstreamed in the organizational,
functional, operational and development systems
and processes of local governments. It captures
the potential for achieving disaster resilience
in particular sectors, based on pre-defned
benchmarks and performance targets. DRRI is
divided among 5 key areas:
Legal and Institutional Processes and
Policies;
Public Awareness and Capacity Building;
Critical Services and Infrastructure
Resiliency;
Emergency Preparedness, Response, and
Recovery Planning;
Development Planning, Regulation, and Risk
Mitigation.
Te DRRI was used in Quezon City to establish
an initial benchmark on risk resiliency of Quezon
City. From the two self-assessments of the QC
TWG, on the average, there is a slight increase
from the results of the frst assessment with the
second assessment. Overall, both assessments
show a moderate level of attainment on DRM
mainstreaming which could mean that Quezon
City has yet to fully establish the necessary systems
and policies for on disaster risk reduction. It
could also be translated to a general willingness
of Quezon City to invest in DRR activities
while recognizing its inherent challenges for
mainstreaming.
9 DRRMP Implementation and
Mainstreaming Process
Recognizing Initial Gains and the Challenges of
Implementation. Te challenge ahead of Quezon
City Government, particularly of the QC DRRMO,
is the implementation of the QC DRRMP 2014-
2020. In the course of developing the DRRMP,
there were signifcant gains that were already
made that provide the foundation for a more
structured and efcient approach to building the
resiliency of Quezon City to disasters. However,
mainstreaming DRRM remains a challenge for
the city to sustain the good work that was started
and to instutionalize the QC DRRMP 2014-2020
recommendations within the citys overall plan and
priorities.
Putting in Place the Mechanisms and Structures
to Support the Implementation of the QC DRRMP
2014-2020. Te implementation of the QC
DRRMP 2014-2020 will be made possible through
setting up several mechanisms necessary for the
QCGs way forward.
Te commitment of QC to undertake projects and
activities recommended by the TWG as immediate
actions to be incorporated in the 2014 budget
paves way for the frst step in institutionalizing QC
DRRMP 2014-2020 recommendations within the
citys priorities.
By also identifying entry points within the City
Development Plan (CDP) and City Comprehensive
Land Use Plan (CLUP) and Zoning Plan
where relevant elements of the DRRMP can be
incorporated, QCG will be taking a big leap to
support mainstreaming DRRM in the citys overall
development plan and priorities.
Ultimately, through continued partnerships with
stakeholders and partners, including technical
organizations and agencies that can help carry
out its mission, the newly formed QC DRRMO
can carry out its mandated tasks by using the the
rational and optimal approach and framework
provided in the DRRMP.
Te full implementation of the DRRMP would
require sustained attention, institutional
commitment, detailed planning, signifcant
investments, multi-sectoral and multi-stakeholder
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partnerships, and adequate competencies. However,
with the QC DRRMP 2014-2020 on hand, and
the momentum and knowledge gained during
the development of this project, the Quezon City
Government now has the tools to reduce its risk and
build a disaster resilient city.
10 Annexes
Te annexes of the QC DRRMP 2014-2020 include
the following:
1. Emergency Support Function (ESF)
Table including the ESF Tasks and
Responsibilities
2. Emergency Support Function Matrix
3. SWOC II Results
4. Situational Analysis Report
Recommendations for SWOC Strategy
Validation Forms
5. Executive Order No. 23, Series of 2010
6. Executive Order No. 5, Series of 2013
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Contents
Message from the Mayor 4
Message from the Vice Mayor 5
Message from the Project Directors 6
Acknowledgements 7
Executive Summary 8
Acronyms 20
Glossary 22
I. Introduction 27
1.1 Background 27
1.2 Legal and Institutional Arrangements on Disaster Risk Reduction and Management in
Quezon City 28
1.2.1 National Framework for Disaster Risk Reduction and Management 28
1.2.2 Fund Utilization, Sourcing, Accounting, and Reporting 30
1.2.3 Institutional and Organizational DRRM Arrangements in Quezon City 30
1.3 Rationale for the Quezon City DRRM Plan 2014-2020 31
2. Methodology for Developing Quezon Citys 32
DRRM Plan 2014-2020 32
3. Overview and Profle of Quezon City 35
3.1 Natural and Geographic Conditions 35
3.2 Social and Economic Conditions 35
3.2.1 Key Demographic Characteristics 35
3.2.2 Land Use and Urban Development 40
4. Hazards, Vulnerability and Risk Assessment 41
4.1 Earthquake Risk in Quezon City 42
4.1.1 Impact of Surface Ground Rupture 42
4.1.2 Impact of Fire Following an Earthquake 42
4.1.3 Liquefaction 42
4.1.4 Ground Motion Shaking 45
4.1.5 Building Damage 45
4.1.6 Impact of Aftershocks 45
4.1.7 Earthquake Hotspots 45
4.2 Flood Risk in Quezon City 49
4.2.1 Flood Experience in Quezon City 49
4.2.2 Flood Context 50
4.2.3 Population Affected by Floods 50
4.2.4 Casualties Caused by Flood 53
4.2.5 Buildings Affected by Floods 53
4.2.6 Population Displaced by Floods 53
4.2.7 Economic Losses due to Flood 53
4.2.8 Impact on Critical and High Loss Potential Facilities 58
4.2.9 Post-Flood Health Issues 58
4.2.10 Flood Risk Hotspots 58
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4.3 Combined Earthquake and Flood Risk 61
4.4 Human-induced Disasters 61
4.4.1 Sociological Hazards 61
4.4.2 Technological Hazards 63
5. Situational and Consequential Analyses 64
5.1 Assessment of Legal and Institutional Arrangements 64
5.2 Emergency Management 65
5.3 Geographic Information System for DRRM 66
5.4 Land Use Planning and Construction Codes and Standards 67
5.5 Knowledge Management and Training and Capacity Building 68
5.6 Consequential Analysis 70
5.6.1 Consequential Analysis Output Exercise for Earthquakes 70
5.6.2 Consequences to Sector Output Exercise 2 for Earthquakes 73
5.6.3 Consequential Analysis Output Exercise for Floods 73
5.6.4 Consequences to Sector Output Exercise 2 for Floods 73
6. Defnition of Resiliency Strategies 78
6.1 Strategies for Improving Quezon Citys Legal and Institutional Arrangements on
DRRM 79
6.2 Strategies for Improving Quezon Citys Emergency Management System 79
6.3 Strategies for Developing and Sustaining Quezon Citys Geographic Information
System (GIS) for DRRM 80
6.4 Strategies for Mainstreaming DRRM in Land Use Planning and Construction Codes
and Standards 80
7. Quezon Citys Disaster Risk Reduction and Management Plan 81
7.1 General 81
7.1.1 Vision 81
7.1.2 DRRMC Functions, Members, Roles and Responsibilities 81
7.1.3 DRRMO Functions, Roles and Responsibilities 82
7.1.4 Emergency Support Functions (ESF) 83
7.2 DRRM Priority Programs, Projects, and Activities (PPA) for 2014-2020 84
7.2.1 Mitigation and Prevention 84
7.2.2 Preparedness 96
7.2.3 Response 103
7.2.4 Rehabilitation and Recovery 103
8. Monitoring and Evaluation 105
8.1 DILG Guidelines 105
8.1.1 Rationalized Planning System (RPS) M&E 105
8.1.2 Comprehensive Development Plan-Executive Legislative M&E 108
8.2 Disaster Risk Resiliency Indicators for Monitoring and Evaluating Performance on
DRRM 110
9. DRRMP Implementation and Mainstreaming Process 115
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Figures
Figure 1. Top 10 Countries by Number of Reported Events in 2011 27
Figure 2. National Disaster Risk Reduction and Management Framework 28
Figure 3. EMIs Scientifc Approach for Developing the DRRMP 31
Figure 4. EMIs DRRM Model 32
Figure 5. Workfow for Developing the DRRMP for Quezon City 34
Figure 6. Hydrography Map of Quezon City 36
Figure 7. Hydrography Map of Quezon City 37
Figure 8. Population Age Pyramid, Quezon City, 2010 (Source: National Statistics Offce, 2010) 38
Figure 9. Informal Settlements Families Map of Quezon City 39
Figure 10. West Valley Fault System 43
Figure 11. Fire Following Magnitude 7.2 Earthquake for Quezon City 44
Figure 12. Liquefaction Hazard Map of Quezon City 46
Figure 13. Modifed Mercalli Intensity Scale (MMI) value distribution among barangays in
Quezon City 47
Figure 14. Barangay Hotspots for Earthquake Hazard in Quezon City 48
Figure 15. Barangay Bagumbayan Hotspot for Earthquake Map 49
Figure 16. Flood Susceptibility for Quezon City 51
Figure 17. Population Affected by a 100-year Return Period Flood Map 52
Figure 18. Potential Casualties in a 100-year Return Period Flood for Quezon City 54
Figure 19. Buildings Potentially Affected by a 100-year Return Period Flood 55
Figure 20. Displaced Population for a 100-year Return Period Flood 56
Figure 21. Capital Stock Losses Caused by Flood 57
Figure 22. Projected Infection Risk Distribution for a 100-year Return Period Flood 59
Figure 23. Barangay Hotspots for Flood in Quezon City 60
Figure 24. UDRI ranking for barangays in Quezon City for combined food and earthquake 61
9.1 Recognizing Initial Gains and the Challenges of Implementation 115
9.2 Putting in Place the Mechanisms and Structures Support the Implementation of
the QC DRRMP 2014-2020 116
10. Annexes 117
10.1 Emergency Support Function (ESF) Table 117
10.2 Emergency Support Function (ESF) Matrix 127
10.3 SWOC II Results 132
10.3.1 Legal and Institutional Arrangements 132
10.3.2 Emergency Management 134
10.3.3 Geographic Information System for DRRM 137
10.3.4 Land Use Planning and Construction Codes and Standards 139
10.4 Situational Analysis Report Recommendations for SWOC Strategy Validation Forms 142
10.4.1 Strategy Recommendations for Legal and Institutional Arrangements 142
10.4.2 Strategy Recommendations for Land Use Planning and Construction Codes
and Standards 147
10.4.3 Strategy Recommendations for Mainstreaming GIS in DRRM 154
10.4.4 Strategy Recommendations for Emergency Management 159
10.5 Executive Order No. 23, Series of 2010 172
10.6 Executive Order No. 5, Series of 2013 180
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Tables
Table 1. List of Barangays per District, Quezon City, 2013 37
Table 2: Top fve barangays for each of the critical and high loss facilities 58
Table 3: Summary of the GIS Capacity Needs Assessment results and corresponding
recommendations 67
Table 4: Gaps in Risk Sensitive Land Use Planning in Quezon City 68
Table 5: Findings for Processing Development Permits 68
Table 6: DPOS-DCD (now established as QC DRRMO) Plans and Programs for 2012 69
Table 7: Trainings and Capacity Building Exercises Conducted in the Duration of
Building a Disaster Resilient Quezon City Project by EMI 69
Table 8: Summary of the Earthquakes Impacts to Sectors from a M7.2 Earthquake from the
West Valley Fault 71
Table 9: Summary of Consequences to Sector of a M7.2 Earthquake Including Initial Recom-
mendations to Reduce the Consequences 74
Table 10: Summary of Flood Related Consequences to Sectors 75
Table 11: Summary of Consequences of Floods to Sector Including Initial Recommendations to
Reduce Consequences 77
Table 12: Criteria for Prioritizing Projects 84
Table 13: Summary of Results of the DRRI for Quezon City 114
Figure 25. Barangay Hotspots for Combined Earthquake and Flood Risk for Quezon City 62
Figure 26. Comprehensive emergency management and a few examples during each phase
where GIS plays a roles 66
Figure 27. Quezon City Disaster Risk Reduction and Management Council Organizational
Structure 81
Figure 28. Department of Public Order and Safety (DPOS) 82
Figure 29. QC DRRMO Organizational Chart 83
Figure 30. Full Blown LPDO Organizational Structure 106
Figure 31. Structure and Primary Functions of Local Development Council 107
Figure 32. Sectoral Development Planning Process 109
Figure 33. Municipal Planning and Development System 109
Figure 34. Annual/End-of-Term Accomplishment Report 110
Figure 35. M&E Strategy Template 111
Figure 36. Aims, Strategic Goals, and Key Areas for Mainstreaming DRR 112
Figure 37. Schematic Diagram of the DRRMP Formulation Process iin Comparison with
Development Planning and Land Use Planning Processes 116
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Acronyms
BERT Barangay Emergency Response Team
BOC Barangay Operations Center
BPLO Business Permits and Licensing Offce
CCA Climate Change Adaptation
CDC City Development Council
CGSO City General Services Offce
CPDO City Planning and Development Offce
DBM Department of Budget and Management
DBO Department of Building Offcial
DEM Digital Elevation Model
DILG Department of Interior and Local Government
DOST Department of Science and Technology
DPOS Department of Public Order and Safety
DRGS Disaster Risk Geo-Spatial
DRR Disaster Risk Reduction
DRRM Disaster Risk Reduction and Management
DRRMC Disaster Risk Reduction and Management Council
DRRMP Disaster Risk Reduction and Management Plan
DSM Digital Surface Model
DTM Digital Terrain Model
EM Emergency Management
EMI Earthquakes and Megacities Initiative
EPWMD Environmental Protection and Waste Management Department
EO Executive Order
EOP Emergency Operations Plan
EQ Earthquake
ESF Emergency Support Functions
GADRCO Gender and Development Resource and Coordination Offce
GIS Geographic Information Systems
HCDRD Housing and Community Development and Resettlement Depart-
ment
HFA Hyogo Framework of Action
HVRA Hazards,Vulnerability and Risk Assessment
ICT Information Communication Technology
IMPLAN Implementation Plan
ITDO Information Technology and Development Offce
IRA Internal Revenue Allotment
ISF Informal Settler Families
JICA Japan International Cooperation Agency
KDD Knowledge Development and Dissemination
LDRRMC Local Disaster Risk Reduction and Management Council
LDRRMF Local Disaster Risk Reduction and Management Fund
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LDRRMO Local Disaster Risk Reduction and Management Offce
LDRRMP Local Disaster Risk Reduction and Management Plan
LGU Local Government Unit
LIA Legal and Institutional Arrangements
LUP Land Use Planning
LUP-CCS Land Use Planning and Construction Codes and Standards
M & E Monitoring and Evaluation
MC Memorandum Circular
MGB Mines and Geosciences Bureau
MMDA Metro Manila Development Authority
MMEIRS Metro Manila Earthquake Impact Study
NAMRIA National Mapping and Resource Information Authority
NDRRMC National Disaster Risk Reduction and Management Council
NDRRMP National Disaster Risk Reduction and Management Plan
NOAH Nationwide Operational Assessment of Hazards
NSCB Philippine National Statistical Coordination Board
NSO National Statistics Offce
OCD Offce of Civil Defense
OSM Open Street Map
PAGASA Philippine Atmospheric, Geophysical and Astronomical Services
Administration
PDAD Parks Development and Admin Department
PHIVOLCS Philippine Institute of Volcanology and Seismology
PRC Philippine Red Cross
QC Quezon City
QCG Quezon City Government
QC BFP QC Bureau of Fire Protection
QC GH Quezon City General Hospital
QC PD Quezon City Police District
QRF Quick Response Fund
RA Republic Act
RDRRMC Regional Disaster Risk Reduction Management Council
RSLUP Risk-Sensitive Land Use Plan
SDI Spatial Data Infrastructure
SSDD Social Services Development Department
SWOC Strengths, Weaknesses, Opportunities, Challenges
TCC Technical Coordinating Committee
TWG Technical Working Group
UDRI Urban Disaster Risk Index
UPAO Urban Poor Affairs Offce
WVF West Valley Fault
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Glossary
a. Adaptation - the adjustment in natural
or human systems in response to actual or
expected climatic stimuli or their efects,
which moderates harm or exploits benefcial
opportunities.
b. Capacity - a combination of all strengths
and resources available within a community,
society or organization that can reduce
the level of risk, or efects of a disaster.
Capacity may include infrastructure and
physical means, institutions, societal coping
abilities, as well as human knowledge, skills
and collective attributes such as social
relationships, leadership and management.
Capacity may also be described as capability.
c. Civil Society Organizations Or CSOs -
non-state actors whose aims are neither to
generate profts nor to seek governing power.
CSOs unite people to advance shared goals
and interests. Tey have a presence in public
life, expressing the interests and values of
their members or others, and are based
on ethical, cultural, scientifc, religious or
philanthropic considerations. CSOs include
nongovernment organizations (NGOs),
professional associations, foundations,
independent research institutes, community-
based organizations (CBOs), faith-based
organizations, peoples organizations, social
movements, and labor unions.
d. Climate Change - a change in climate that
can be identifed by changes in the mean
and/or variability of its properties and that
persists for an extended period typically
decades or longer, whether due to natural
variability or as a result of human activity.
e. Community-Based Disaster Risk Reduction
and Management or CBDRRM - a process
of disaster risk reduction and management
in which at risk communities are actively
engaged in the identifcation, analysis,
treatment, monitoring and evaluation
of disaster risks in order to reduce their
vulnerabilities and enhance their capacities,
and where the people are at the heart of
decision-making and implementation of
disaster risk reduction and management
activities.
f. Complex Emergency - a form of human-
induced emergency in which the cause of
the emergency as well as the assistance to the
aficted IS complicated by intense level of
political considerations.
g. Contingency Planning - a management
process that analyzes specifc potential events
or emerging situations that might threaten
society or the environment and establishes
arrangements in advance to enable timely,
efective and appropriate responses to such
events and situations
h. Disaster - a serious disruption of the
functioning of a community or a society
involving widespread human, material,
economic or environmental losses and
impacts, which exceeds the ability of the
afected community or society to cope
using its own resources. Disasters are ofen
described as a result of the combination of:
the exposure to a hazard; the conditions
of vulnerability that are present; and
insufcient capacity or measures to
reduce or cope with the potential negative
consequences, Disaster impacts may include
loss of life, injury, disease and other negative
efects on human, physical, mental and
social well-being, together with damage
to property, destruction of assets, loss of
services, Social and economic disruption and
environmental degradation.
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i. Disaster Mitigation - the lessening or
limitation of the adverse impacts of hazards
and related disasters. Mitigation measures
encompass engineering techniques and
hazard-resistant construction as well as
improved environmental policies and public
awareness.
j. Disaster Preparedness - the knowledge
and capacities developed by governments,
professional response and recovery
organizations, communities and individuals
to efectively anticipate, respond to, and
recover from, the Impacts of likely, imminent
or current hazard events or conditions.
Preparedness action is carried out within
the context of disaster risk reduction and
management and aims to build the capacities
needed to efciently manage all types of
emergencies and achieve orderly transitions
from response to sustained recovery.
Preparedness is based on a sound analysis
of disaster risk and good linkages with early
warning systems, and includes such activities
as contingency planning, stockpiling of
equipment and supplies, the development of
arrangements for coordination, evacuation and
public information, and associated training
and feld exercises. Tese must be supported
by formal institutional, legal and budgetary
capacities.
k. Disaster Prevention - the outright avoidance
of adverse impacts of hazards and related
disasters. It expresses the concept and
intention to completely avoid potential adverse
impacts through action taken in advance such
as construction of dams or embankments that
eliminate food risks, land-use regulations
that do not permit any settlement in high-risk
zones, and seismic engineering designs that
ensure the survival and function of a critical
building in any likely earthquake.
l. Disaster Response - the provision of
emergency services and public assistance
during or immediately afer a disaster in
order to save lives, reduce health impacts,
ensure public safety and meet the basic
subsistence needs of the people afected.
Disaster response is predominantly focused
on immediate and short-term needs and is
sometimes called disaster relief .
m. Disaster Risk - the potential disaster losses
in lives, health status, livelihood, assets and
services, which could occur to a particular
community or a Society over some specifed
future time period.
n. Disaster Risk Reduction - the concept and
practice of reducing disaster risks through
systematic eforts to analyze and manage the
causal factors of disasters, including through
reduced exposures to hazards, lessened
vulnerability of people and property, wise
management of land and the environment,
and improved preparedness for adverse
events.
o. Disaster Risk Reduction and Management
- the systematic process of using
administrative directives, organizations,
and operational skills and capacities to
implement strategies, policies and improved
coping capacities in order to lessen the
adverse impacts of hazards and the
possibility of disaster. Prospective disaster
risk reduction and management refers to risk
reduction and management activities that
address and seek to avoid the development
of new or increased disaster risks, especially
if risk reduction policies are not put m place.
p. Disaster Risk Reduction and Management
Information System - a specialized database
which contains, among others, information
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on disasters and their human material,
economic and environmental impact, risk
assessment and mapping and vulnerable
groups.
q. Early Warning System - the set of
capacities needed to generate and
disseminate timely and meaningful
warning information to enable individuals,
communities and organizations threatened
by a hazard to prepare and to act
appropriately and in sufcient time to reduce
the possibility of harm or loss. A people-
centered early warning system necessarily
comprises four (4) key elements: knowledge
of the risks; monitoring, analysis and
forecasting of the hazards; communication
or dissemination of alerts and warnings; and
local capabilities to respond to the warnings
received. Te expression end-to-end
warning system is also used to emphasize
that warning systems need to span all
steps from hazard detection to community
response.
r. Emergency - unforeseen or sudden
occurrence, especially danger, demanding
immediate action.
s. Emergency Management - the
organization and management of resources
and responsibilities for addressing all aspects
of emergencies, in particular preparedness,
response and initial recovery steps.
t. Exposure - the degree to which the
elements at risk are likely to experience
hazard events of diferent magnitudes.
u. Geographic Information System - a
database which contains, among others, geo-
hazard assessments, information on climate
change, and climate risk reduction and
management.
v. Hazard - a dangerous phenomenon,
substance, human activity or condition
that may cause loss of life, injury or other
health impacts, property damage, loss of
livelihood and services, social and economic
disruption, or environmental damage.
w. Land-Use Planning - the process
undertaken by public authorities to
identify, evaluate and decide on diferent
options for the use of land, including
consideration of long-term economic,
social and environmental objectives and
the implications for diferent communities
and interest groups, and the subsequent
formulation and promulgation of plans that
describe the permitted or acceptable uses.
x. Mitigation - structural and non-structural
measures undertaken to limit the adverse
impact of natural hazards, environmental
degradation, and technological hazards
and to ensure the ability of at-risk
communities to address vulnerabilities
aimed at minimizing the impact of
disasters. Such measures include, but are
not limited to, hazard-resistant construction
and engineering works, the formulation
and implementation of plans, programs,
projects and activities, awareness raising,
knowledge management, policies on land-
use and resource management, as well as
the enforcement of comprehensive land-use
planning, building and safety standards, and
legislation.
y. National Disaster Risk Reduction and
Management Framework or NDRRMF
- provides for comprehensive, all hazards,
multi-sectoral, inter-agency and community-
based approach to disaster risk reduction
and management.
z. National Disaster Risk Reduction and
Management Plan or NDRRMP -
the document to be formulated and
implemented by the Ofce of Civil Defense
(OCD) that sets out goals and specifc
objectives for reducing disaster risks together
with related actions to accomplish these
objectives.
Te NDRRMP shall provide for the
identifcation of hazards, vulnerabilities
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and risks to be managed at the national level;
disaster risk reduction and management
approaches and strategies to be applied m
managing said hazards and risks; agency roles,
responsibilities and lines of authority at all
government levels; and vertical and horizontal
coordination of disaster risk reduction and
management in the pre-disaster and post-
disaster phases. It shall be in conformity with
the NDRRMF.
aa. Post-Disaster Recovery - the restoration and
improvement where appropriate, of facilities,
livelihood and living conditions. of disaster-
afected communities, including eforts to
reduce disaster risk factors, in accordance with
the principles of build back better.
ab. Preparedness - pre-disaster actions and
measures being undertaken within the context
of disaster risk reduction and management
and are based on sound risk analysis as well as
pre-disaster activities to avert or minimize loss
of life and property such as, but not limited
to, community organizing, training, planning,
equipping, stockpiling, hazard mapping,
insuring of assets, and public information
and education initiatives. Tis also includes
the development/enhancement of an overall
preparedness strategy, policy, institutional
structure, warning and forecasting capabilities,
and plans that defne measures geared to help
at-risk communities safeguard their lives and
assets by being alert to hazards and taking
appropriate action in the face of an Imminent
threat or an actual disaster.
ac. Private Sector - the key actor in the realm of
the economy where the central social concern
and process are the mutually benefcial
production and distribution of goods and
services to meet the physical needs of human
beings. Te private sector comprises private
corporations, households and nonproft
institutions serving households.
ad. Public Sector Employees - all persons in the
civil service.
ae. Rehabilitation - measures that ensure
the ability of afected communities/
areas to restore their normal level of
functioning by rebuilding livelihood and
damaged infrastructures and increasing the
communities organizational capacity.
af. Resilience - the ability of a system,
community or society exposed to hazards
to resist, absorb, accommodate and recover
from the efects of a hazard in a timely and
efcient manner, including through the
preservation and restoration of its essential
basic structures and functions.
ag. Response - any concerted efort by two
(2) or more agencies, public or private, to
provide assistance or intervention during or
immediately afer a disaster to meet the life
preservation and basic subsistence needs of
those people afected and in the restoration
of essential public activities and facilities.
ah. Risk - the combination of the probability of
an event and its negative consequences.
ai. Risk Assessment - a methodology to
determine the nature and extent of risk by
analyzing potential hazards and evaluating
existing conditions of vulnerability that
together could potentially harm exposed
people, property, services, livelihood
and the environment on which they
depend. Risk assessments with associated
risk mapping include: a review of the
technical characteristics of hazards such
as their location, intensity, frequency
and probability; the analysis of exposure
and vulnerability including the physical,
social, health, economic and environmental
dimensions; and the evaluation of the
efectiveness of prevailing and alternative
coping capacities in respect to likely risk
scenarios.
aj. Risk Management - the systematic
approach and practice of managing
uncertainty to minimize potential harm
and loss. It comprises risk assessment
and analysis, and the implementation of
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strategies and specifc actions to control,
reduce and transfer risks. It is widely
practiced by organizations to minimize
risk in investment decisions and to
address operational risks such as those of
business disruption, production failure,
environmental damage, social impacts and
damage from fre and natural hazards.
ak. Risk Transfer - the process of formally
or informally shifing the fnancial
consequences of particular risks from one
party to another whereby a household,
community, enterprise or state authority will
obtain resources from the other party afer
a disaster occurs, in exchange for ongoing
or compensatory social or fnancial benefts
provided to that other party.
al. State of Calamity - a condition involving
mass casualty and/or major damages to
property, disruption of means of livelihoods,
roads and normal way of life of people in the
afected areas as a result of the occurrence of
natural or human-induced hazard.
am. Sustainable Development - development
that meets the needs of the present
without compromising the ability of future
generations to meet their own needs. It
contains within it two (2) key concepts: (1)
the concept of needs, in particular, the
essential needs of the worlds poor, to which
overriding priority should be given; and (2)
the idea of limitations imposed by the state
of technology and social organizations on
the environments ability to meet present
and future needs. It is the harmonious
integration of a sound and viable economy,
responsible governance, social cohesion and
harmony, and ecological integrity to ensure
that human development now and through
future generations is a life-enhancing
process.
an. Vulnerability - the characteristics and
circumstances of a community, system
or asset that make it susceptible to the
damaging efects of a hazard. Vulnerability
may arise from various physical, social,
economic, and environmental factors
such as poor design and construction of
buildings, inadequate protection of assets,
lack of public information and awareness,
limited ofcial recognition of risks and
preparedness measures, and disregard for
wise environmental management.
ao. Vulnerable and Marginalized Groups -
those that face higher exposure to disaster
risk and poverty including, but not limited
to, women, children, elderly, persons with
disability, and ethnic minorities.
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I. Introduction
1.1 Background
Due to its geography and geology as well as the
presence of internal disputes in some areas, the
Philippines is exposed to natural and human-
induced hazards (DILG, 2011). Hazards (both
natural- and human-induced) happen due to
geological, meteorological, oceanic, biological,
and technological sources, sometimes acting in
combination (DILG, 2011). Recorded history
tells that the Filipino people have borne loss of
lives, injury and other health impacts, property
damage, loss of livelihoods and services, social
and economic disruption or environmental
damage, and the negative efects have even risen
(DILG, 2011). Communities, towns and cities have
become more susceptible to the damaging efects
of hazards (DILG, 2011).
Over the last decade, the Philippines constitute
together the top fve (5) countries that are
most frequently hit by disasters (Guha-Sapir
et al, 2011). Most of these disasters in the
Philippines, however, are primarily triggered by
natural phenomena (most frequent are hydro-
meteorological and geophysical hazards such as
foods and landslides, storms, volcanic eruption,
and earthquake, respectively). In 2011, the
Philippines even registered the highest number
of natural disasters in its history (33) (see Figure
1 below) (Guha-Sapir et al, 2011).
Coinciding with the increasing trend in
disaster occurrence and loss within the last
decade, parallel eforts in various regions of
the world called for a paradigm shif on how
international organizations, nations, states, and
Figure 1. Top 10 Countries by Number of Reported Events in 2011
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cities plan and respond to disasters as the cost
of disasters takes a heavy toll on the economy
and human lives. Te framework shifed from a
response oriented systems towards a whole of
government approach with a focus on disaster
risk reduction (DRR). Te change of focus came
from the United Nations Hyogo Framework
of Action (HFA) to which the Philippines is
signatory. In compliance with the HFA, the
Philippine government enacted the Republic
Act 10121 (RA 10121), the Philippine Disaster
Risk Reduction and Management Act of 2010,
antecedent to Presidential Decree Number
1566 of 1978 (PD 1566), An Act Strengthening
the Philippines Disaster Control Capability
and Establishing the National Program on
Community Disaster Preparedness, to provide
the legal basis for government policies, plans and
programs to deal with disasters (DILG, 2011).
1.2 Legal and Institutional Arrangements on
Disaster Risk Reduction and Management in
Quezon City
Management Plan (QCDRRMP) is anchored
both on the vision and legal provisions of RA
10121 and the National Disaster Risk Reduction
and Management (NDRRM) Framework. Te
following sections provide a discussion on the
institutional and coordination mechanisms,
including other pertinent laws and issuances
on Disaster Risk Reduction and Management
(DRRM) as they apply to Quezon City
1
.
1.2.1 National Framework for Disaster Risk
Reduction and Management
Figure 2 illustrates the paradigm shif towards
a proactive and preventive approach to disaster
management as legally embodied in RA 10121.
Tis conceptual representation highlights the
goal of safer, adaptive and disaster resilient
Filipino communities toward sustainable
development through preparedness, response,
prevention and mitigation, and rehabilitation
and recovery.
1 Te Legal and Institutional Arrangements
(LIA) Situational Analysis report completed as part
of the Building a Disaster Resilient Quezon City
Project provides a complete analysis of this topic
with regards to the legal and institutional DRRM
arrangements of Quezon City in the context of na-
tional laws and regulations as well as international
standards.
Figure 2. National Disaster Risk Reduction and Management Framework
National Disaster Risk Reduction and Management Framework
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1.2.1.1 Institutional Mechanisms
RA 10121 defned the organizational structure
of the DRRM System in the Philippines from the
national down to the local government units and
communities
2
.
National Disaster Risk Reduction and
Management Council (NDRRMC) - Te
NDRRMC serves mainly as an oversight body
in the promotion of DRRM at the national
level; and hence, it reports directly to the
President of the Philippines.
Regional Disaster Risk Reduction
Management Council (RDRRMC) - At the
regional level, the RDRRMC is in charge of
the coordination of DRRM activities and
policy. Note that in the case of Metro Manila,
it is the Metro Manila Development Authority
(MMDA) Chairman that heads the Metro
Manila DRRM Council unlike in other regions
where the Chair is the Ofce of Civil Defense
(OCD) Regional Director.
Local Disaster Risk Reduction and
Management Council (LDRRMC) - At
the province, city, and municipal levels,
the LDRRMC, under the chairmanship
of the Local Chief Executive takes on the
responsibility for coordination of DRRM
policy and activities.
Section 12.d of RA 10121 states that at the
barangay level, the functions of the former
Barangay Disaster Coordinating Councils
shall now be transferred to the Barangay
Development Councils (BDC). Under the BDC,
the Barangay DRRM Committees (BDRRMC)
are to be established (Sec 12.a) with at least two
members representing civil society organizations
(CSOs).
1.2.1.2 Other Pertinent Laws, Regulations and
Issuances for DRRM
2 Te full text of Republic Act No. 10121 and
its Implementing Rules and Regulations can be found
in the website of the National Disaster Risk Reduction
and Management Council (www.ndrrmc.gov.ph/at-
tachments/045_RA%2010121.pdf and www.ndrrmc.
gov.ph/attachments/095_IRR.pdf).
Tese include:
Republic Act No. 9729, or the Climate
Change Act of 2009
3
. Te Climate Change
Act, passed on 27 July 2009, mandates
the local government units (LGU) as the
front line agencies in the planning and
implementation of Climate Change (CC)
action plans in their respective areas,
consistent with the provisions of the Local
Government Code (LGC), the National
Climate Change Framework, and the
National Climate Action Plan. Tis Act also
provides for the legal basis for the creation of
the Philippine Climate Change Commission,
who shall be in-charge with the preparation
of the National CC Framework and Climate
Action Plan. It shall be the responsibility
of the Commission to extend technical
assistance to local government units for
the accomplishment of their Local Climate
Change Action Plans.
Other relevant laws and issuances prior
to the passage of the abovementioned
legislations and the Philippine Constitution
of 1987, are Republic Act No. 7160 (Local
Government Code of 1991), Republic Act
No. 7279 (Urban and Development Housing
Act), Executive Order No. 72 (Preparation
and Implementation of the Comprehensive
Land Use Plan), Executive Order No. 648
(Promulgation of Zoning and Other Land
use Control Standards and Guidelines)
4
.
1.2.1.3 Coordination during Emergencies
During emergencies, it shall be the role of the
LDRRMCs to lead in preparing for, responding
to, and recovering from the efects of any disaster
based on the following criteria:
3 Te full text of Republic Act No. 9729 can be
found in this link: http://www.lawphil.net/statutes/
repacts/ra2009/ra_9729_2009.html and its Imple-
menting Rules and Regulations in this link: http://
www.scribd.com/doc/38617291/Philippine-Climate-
Change-Act-RA-9729.
4 Refer to the Legal and Institutional Frame-
work Report for an overview of these legislations
with access links to their respective full text.
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Te BDC shall be in charge, if a barangay is
afected;
Te City/Municipal DRRMC shall be in
charge, if two (2) or more barangays are
afected;
Te provincial DRRMC shall be in charge,
if two (2) or more cities/municipalities are
afected;
Te regional DRRMC shall be in charge, if
two (2) or more provinces are afected;
Te national DRRMC shall be in charge, if
two (2) or more regions are afected.
Supporting the LDRRMCs are the NDRRMC,
intermediary LDRRMCs, private sector and
civil society groups. Te two latter organizations
shall work in accordance with the coordination
mechanism and policies set by the NDRRMC
and concerned LDRRMCs.
1.2.2 Fund Utilization, Sourcing,
Accounting, and Reporting
1.2.2.1 DILG Memorandum Circular No. 2012-
73
Pursuant to RA 10121, the Department of
Interior and Local Government Secretary issued
Memorandum Circular (MC) No. 2012-73
which provides the guidelines in the utilization
of the Local Disaster Risk Reduction and
Management Fund, which shall not be less than
fve percent (5%) of the estimated revenue from
regular sources.
Tirty percent (30%) of the 5% LDRRMF shall
be allocated for Quick Response Fund (QRF) or
stand-by fund for relief and recovery projects
and activities while the remaining seventy
percent (70%) shall be the Mitigation Fund (MF)
for pre-disaster preparedness activities, post-
disaster activities and other related activities
including payment of premium on calamity
insurance.
1.2.2.2 DBM Local Budget Memorandum
No. 66
In line with the DILGs Memorandum Circular
No. 2012-73, the Department of Budget and
Management has circulated a Local Budget
Memorandum No. 66 last July 2, 2012,
informing local government units of their
Internal Revenue Allotment (IRA) level for FY
2013 and the guidelines in the preparation of the
FY 2013 local budget. It was explicitly stated in
the memo that a budget allocation which is not
less than 5% of the estimated revenue of LGUs
from regular sources shall be set aside as the
LDRRMF and shall be utilized in accordance
with the pertinent provisions of laws, rules and
regulations.
1.2.2.3 COA Circular No. 2012-002
In relation to the LDRRMF utilization,
the Commission on Audit has released an
Accounting and Reporting Guidelines for the
LDRRMF of Local Government Units (LGUs)
and NDRRMF transferred to LGUs and Receipts
from Other Sources last September 12, 2012. Te
said Circular provides guidance to LGUs on the
proper accounting and reporting of expenditures
to prevent disallowances of expenditures.
1.2.3 Institutional and Organizational
DRRM Arrangements in Quezon City
DRRM policy and practice in Quezon City
is regulated and organized by several related
executive orders and ordinances. Te most
pertinent of these are the following:
Executive Order No. 23 Series of 2010,
organizing the Quezon City DRRMC and
defning the functions, the composition and
the specifc roles and responsibilities of its
members.
creating a special task group called the West
Valley Fault Task Group under the Quezon
City DRRMC. Tis group is tasked to focus
on earthquake mitigation measures and to
ensure the safety of the inhabitants within
the fve (5) to ten (10) meter bufer zone
of the West Valley Fault, and to determine
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the response of the Quezon City Government
(QCG). Te task group is led by the City Vice
Mayor and represented by diferent ofces of
the QCG.
establishing and tasking the Quezon City
Disaster Risk Reduction and Management
Ofce (QC DRRMO)
5
to begin a coherent,
integrated, profcient and responsible
management system to address all forms
of disasters, reduce risk to human life and
property, mitigate potential damage and
destruction including the implementation of
fast recovery and rehabilitation eforts in post-
disaster conditions.
1.3 Rationale for the Quezon City DRRM Plan
2014-2020
Te National Disaster Risk Reduction and
Management Plan (NDRRMP) realizes the new
preventive approach to disasters through the
identifcation of hazards, vulnerabilities and
risks to be managed at the national level, disaster
risk reduction and management approaches and
strategies to be applied in managing said hazards
and risks, agency roles, responsibilities and line of
authority at all government levels, and vertical and
horizontal coordination of disaster risk reduction
and management in the pre-disaster and post-
disaster phases. More importantly, the preventive
approach is further realized by the NDRRMP by
serving as a reference for the development of the
Local Disaster Risk Reduction and Management
Plans (LDRRMP) and the implementation of
disaster risk reduction and management at local
levels.
In line with RA 10121, the QCG adopted its
Plans (DRRMP) for 2012 and 2013. Te said
plans specify the functions and responsibilities
of the members ofhe Quezon City Disaster
5 Te establishment of the Quezon City DRR-
MO is one of the early recommendations made in the
Building a Disaster Resilient Quezon City Project
which was presented by EMI to the Management
Committee in December 2012 and was subsequently
acted upon by the Quezon City Government through
the Executive Order No. 5 Series of 2013.
Risk Reduction and Management Council
(QCDRRMC) during disasters and emergencies,
and outline the coordination mechanism from
the Quezon City Government down to its
142 barangays. In the QC DRRMP 2013, the
concept of the Emergency Support Functions
(ESF) was frst introduced which organizes
various departments within Quezon City and
other stakeholders into specifc task groups
based on their respective functions. A further
discussion on the ESF is found in Section 7 of
this document and in Annex 10.
Te QC DRRMP 2014-2020 is formulated
in accordance with national guidelines
and international standards of practice. Its
development followed a rigorous process of
scientifc investigation and detailed study
and was the product of several consultations
and validation sessions with the Quezon City
Technical Working Group and Project Steering
Committee.
6
It follows EMIs scientifc approach
and has strong foundations in the Hazards,
Vulnerability and Risk Assessment (HVRA),
which formed the basis upon which the elements
of this Plan were put together.
7
6 Te Technical Working Group and Project
Steering Committee were established by the Ofce
of the Mayor through Ofce Order no. 59, Series of
2012
7 Te Hazard, Vulnerability and Risk As-
sessment Report is a separate report submitted by
EMI on May 2013 as part of the Building a Disaster
Resilient Quezon City Project
Figure 3. EMIs Scientifc Approach for
Developing the DRRMP
32
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2. Methodology for Developing Quezon Citys
DRRM Plan 2014-2020
Te development of the QC DRRMP required
a process of meaningful engagement by various
stakeholders. It took 12 months to complete and
was divided into 4 phases where several tasks
were undertaken per phase by EMI Experts
working together with members of the Quezon
City Technical Working Group to develop the
diferent elements of the QC DRRMP. Tis
process follows EMIs model for Disaster Risk
Reduction and Management, which it has tested
and improved with applications for diferent
cities around the world.
8
Figure 4 illustrates
EMIs DRRM Model.
Phase 1 in the development of QC DRRMP
2014-2020 involved setting up the formal
organizational structures to implement the
project activities. On December 11, 2012, the
8 EMI has tested and applied its Disaster risk
management model for the cities of Istanbul, Kath-
mandu, Mumbai, Amman, and Pasig City
Ofce Order no. 59, Series of 2012, was issued
by the City Mayor to create the Project Steering
Committee, Advisory Committee, Consultative
Committee, Technical Working Group and
Secretariat. Tis ensured that the mechanism for
project implementation and decision-making
isparticipatory and there is cross-sectoral and
multi-disciplinary collaboration.
Te Project Steering Committee, made up of
members of the QC DRRMC, was created to
provide oversight to the conduct of project
activities and support its implementation.
Stakeholders from within the city government
and other external agencies and organizations
make up the Technical Working Group that
serves as the in-house technical team of the
project and acts primarily to support data
collection and validation. National government
agencies (NGA) are also represented in the
project as part of the Advisory Committee, who
DRRM Model is
organized into 4 phases
EMI Disaster Risk Reduction & Management (DRRM) Model
Figure 4. EMIs DRRM Model
33
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in turn was created to provide counsel and validate
scientifc fndings of the project. A Consultative
Committee was also formed following the
suggestion of the City Planning and Development
Ofce (CPDO) to involve the members of the City
Development Council (CDC).
In Phase 2, several analyses were carried out
to diagnose Quezon Citys current practice on
DRRM. Situational analyses were carried out on
relevant sectors such as Legal and Institutional
Arrangements (LIA), Land Use Planning and
Construction Codes and Standards (LUP-CCS),
Emergency Management (EM), and Geographic
Information System (GIS). A Hazard, Vulnerability
and Risk Assessment (HVRA) for Earthquake and
Flood was also carried out in this phase but was
completed in nine (9) months due to the more
extensive data collection and analysis required.
In Phase 3, the DRRM Framework is formulated
along the DRRM sectors by identifying programs,
projects, and activities. Analytical tools were used
during the consultations and workshops with the
QC TWG in order to facilitate the integration
of risk information with the various sectors and
identify entry points for mainstreaming DRRM in
development planning. Tey include:
Development of a Narrative Scenario for
earthquake and food, based on the fndings
of the HVRA. Te scenario helped the QC
TWG review their existing practices and
current planning capabilities under extreme
conditions. Realistic planning parameters
were then developed taking into account the
feedback from the QC TWG.
9
9 Full details on the application of the Narrative
Scenario are found in the DRRMP Formulation Report
submitted by EMI on May 2013 as a deliverable of the
Building a Disaster Resilient Quezon City Project
Consequential Analysis undertaken as
exercises with the QC TWG to evaluate
the current conditions and capabilities
for DRRM and to defne the potential
consequences (i.e., causes and efects), and to
defne remedial measures for their own areas
of responsibility.
10
Reviews of fnding of hazards, vulnerabilities
and risk studies as they impact Quezon
City to develop a rigorous and scientifc
understanding of these elements among
the QC TWG so that a common baseline
for planning is established and initial entry
points for mainstreaming DRR in urban
development planning processes including
land use planning/land use management are
identifed.
Te programs, projects, and activities (PPA)
that were identifed are aligned with the four (4)
thematic sectors of prevention and mitigation,
preparedness, response, and rehabilitation and
recovery. Te list of projects identifed was then
prioritized by the QC TWG based on urgency
and importance. Projects were categorized as
those that need to be implemented immediately,
within three years (short-term), and within six
years (medium-term).
In Phase 4, indicators were developed to
provide benchmark for measuring performance
and efectiveness of diferent operational and
organizational policies of the Quezon City
Government and their efect on reducing the
disaster risk in the diferent sectors analyzed
in the DRRM Plan. Te indicators permit a
systematic and quantitative benchmarking of
10 Full details on the results of the Consequen-
tial Analysis are found in the DRRMP Formulation
Report submitted by EMI on May 2013 as a deliver-
able of the Building a Disaster Resilient Quezon City
Project
35
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diferent functional capacities and policies of
the City Government and how much progress
the city is making in reducing disaster risk over
time.
11
Figure 5 below provides the workfow for
developing the QC DRRMP 2014-2020 following
EMIs DRRM Model as discussed above.
11 EMI utilized the Disaster Risk Resiliency
Indicators (DRRI) as a self-assessment tool for mea-
suring progress on DRRM and the Urban Disaster
Risk Indicators (UDRI) for determining the hotspot
barangays for earthquake and food and combined
earthquake and food, taking into account the so-
cio-economic vulnerability together with the physical
vulnerability.
Figure 5. Workfow for Developing the DRRMP for Quezon
35
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3. Overview and Profle of Quezon City
Tis section provides an excerpt of the key charac-
teristics of Quezon City as detailed in the Quezon
City Risk Atlas (EMI, 2012).
12

3.1 Natural and Geographic Conditions
Owing to its size, Quezon City is the biggest city in
the National Capital Region in terms of population
and land area. It has an estimated population
of 2.86 million with a land area slightly over 16
thousand hectares. Quezon City is located at the
northeastern part of Metro Manila near the center.
Te northern and eastern fringes of the city are
bordered by San Jose del Monte in Bulacan, San
Mateo in Rizal andMarikina City. Te southern
and western parts are bounded by the cities
of Pasig, Mandaluyong, San Juan, Caloocan,
Valenzuela, and Manila.
Te Philippines consists of varying climate zones,
each with a signifcantly diferent
rainfall pattern, with annual rainfall varying
between 960mm and 4,000mm. Within Metro
Manila, annual rainfall varies between 2000mm
in the Manila Bay area to 3,000mm over the
mountains of Marikina, San Mateo and Rodriguez.
Te climate type of Quezon City, Type I, is
characterized by a dry season from November to
April and a wet season during the rest of the year.
However, due to climate variability, the city, as of
2012, experienced a prolonged wet season.
A study by the Philippine Atmospheric,
Geophysical and Astronomical Services
Administration (PAGASA) predicts that in 2006-
2035, the mean temperature will increase to
27.1C, and rainfall will rise to 93.7mm. Tere will
be 6,302 dry days, 8 days of rainfall of >300mm,
12 A more detailed discussion on the natural,
geographic and socio-economic conditions of Quezon
City can be found in the Quezon City Risk Profle,
EMI, 2012.
and 1,984 days of daily maximum temperature of
>35C.
13

Quezon Citys topography is mostly rolling
with alternating ridges and lowlands. Slopes
of between 0 and 15 dominate the northern
part of the City while the terrain gets lower as it
extends to the south. Te city has 5 river systems
with 44 tributaries in total, most of which drain
into the Quezon City River system.
3.2 Social and Economic Conditions
3.2.1 Key Demographic Characteristics
14

With a population of 2.86 million considered
to be the largest in the National Capital
Region, Quezon City is acknowledged as the
second biggest local government unit in the
country. Based on data from the 2010 Census
of Population and Housing, an increase of
82,270 from 2007 approximates the citys 2.92%
estimated annual population growth rate. In
2010, Quezon Citys population amounted to
23% to the total population in the National
Capital Region.
Te city has 142 barangays and is divided into
six (6) districts. District 2 used to have the most
number of barangays and the most densely
populated. In 2012, RA 10170 was passed
thereby reallocating the barangays under District
2 and creating the new districts: Districts 5 and 6
(Table 1).
Te number of households increased by 7%,
13 PAGASA Climate Change of the Philippines.
http://kidlat.pagasa.dost.gov.ph/cab/climate_change/
Cli-mateProjections.html#NCR.
14 Complete statistics and fgures can be found
in the National Statistics Ofce, 2010 Census of
Population and Housing
36
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Figure 6. Hydrography Map of Quezon City
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from 2007 to 2010, with a corresponding increase
of 27% in the household population. As of 2010,
the city has a young population where only 5%
are 60 years old and older, and a median age of
25 years. Quezon City has more females with a
sex ratio of 95 males for every 100 females. Te
majority of the population over 9 years old are
either single (45%) or married (42%).
In terms of level of education completed in 2010,
a quarter (25%) of Quezon City residents reached
only high school level while 7% had an elementary
education only. Nineteen percent (19%) of the
2010 household population was able to complete
a college degree while 2% did not complete any
grade level.
Dependency ratio decreased from 50% in 2007
to 48% in 2010. Tis resulted from the larger
increase in the proportion of the economically
active population compared to the slight changes
in the proportion of young and old dependents.
Based on the 2010 NSO database, less than
half of the lots in the City were occupied by the
Figure 7. Hydrography Map of Quezon City
Table 1. List of Barangays per District, Quezon City, 2013
District
(No. of Barangays)
Barangays
District 1 (37) Alicia Maharlika Phil-Am Sta.Teresita
Bagong Pag-asa Manresa Project 6 Sto. Cristo
Bahay Toro Mariblo Ramon Magsaysay Sto. Domingo
Balingasa Masambong Salvacion Talayan
Bungad N.S. Amoranto San Antonio Vasra
Damar Nayong Kanluran San Isidro Labrador Veterans Village
Damayan Paang Bundok San Jose West Triangle
Del Monte Pag-Ibig sa Nayon Siena
Katipunan Paltok St. Peter
Lourdes Paraiso Sta. Cruz
District 2 (5) Bagong Silangan Commonwealth Holy Spirit Payatas
Batasan Hills
38
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District
(No. of Barangays)
Barangays
District 3 (37) Amihan E. Rodriguez Masagana Socorro
Bagumbayan East Kamias Matandang Balara St. Ignatius
Bagumbuhay Escopa I Milgrosa Tagumpay
Bayanihan Escopa II Pansol Ugong Norte
Blue Ridge A Escopa III Quirino 2-A Villa Maria Clara
Blue Ridge B Escopa IV Quirino 2-B West Kamias
Camp Aguinaldo Libis Quirino 2-C White Plains
Claro (Quirino 3-B) Loyola Heights Quirino 3-A
Dioquino Zobel Mangga San Roque
Duyan Duyan Marilag Silangan
District 4 (38) Bagong Lipunan Immaculate
Concepcion
Paligsahan South Triangle
Crame Kalusugan Pinagkaisahan Sto. Nio
Botocan Kamuning Pinyahan Tatalon
Central Kaunlaran Roxas Teacher's Village East
Damayang Lagi Kristong Hari Sacred Heart Teacher's Village West
Don Manuel Krus na Ligas San Isidro Galas UP Campus
Doa Aurora Laging Handa San Martin de Pores UP Village
Doa Imelda Malaya San Vicente Valencia
Doa Josefa Mariana Santol
Horseshoe Obrero Sikatuna Village
District 5 (14) Bagbag Kaligayahan Pasong Putik Proper Santa Monica
Capri Nagkaisang Nayon San Agustin Fairview
Greater Lagro North Fairview San Bartolome
Gulod Novaliches Proper Santa Lucia
District 6 (11) Apolinario Samson Culiat Sangandaan Sauyo
Baesa New Era Tandang Sora Talipapa
Balon-Bato Pasong Tamo Unang Sigaw
Figure 8. Population Age Pyramid, Quezon City, 2010 (Source: National Statistics
39
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Figure 9. Informal Settlements Families Map of Quezon City
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owners. More than one-third (31%) are rented
while the rest are freely occupied either with
or without consent of the owner. According to
the Quezon Citys Housing and Community
Development and Resettlement Department,
there are 184,821 informal settlement families
occupying 146,594 structures in 2012. More
than half of which (51%) occupied private lands
while 19% resided in government properties and
projects.
3.2.2 Land Use and Urban Development
Te land in Quezon Cityis predominantly used
for residential purposes. In terms of land area,
the city has a sizeable area for open spaces and
parks, thus, earning its status as the Green Lung
of Metro Manila. A signifcant portion of the
land is allocated for institutional uses.
It is home to leading universities, hospitals and
health facilities, media networks and national
government ofces.Te citys highly urbanized
region consisting of 16,112 hectares of land of
both commercial and residential spaces serves as
an ideal distribution hub located at the heart of
Metro Manila due to the convergence of various
transportation networks such as the Mass
Rail Transit 3 (MRT-3), EDSA, North Luzon
Expressway, and the C-5 highway.
Most of its growth centers are also linked to
the main thoroughfares, such as Balintawak,
the Triangle Central Business District and
Cubao link for EDSA; Novaliches, Balintawak
and Triangle CBD for Quirino Highway; and
Libis, Cubao Triangle Central Business District
and Batangas link for Aurora Boulevard and
Commonwealth Avenue. Te growth centers
boast of various commercial, educational,
historical, and recreational centers, which
generate additional revenue for the city.
Quezon Citys distinct qualities made it the most
suitable site on which to build the capital city
and its capitol buildings during the post-war
period. One factor that determined its status
is the extensive area of government-owned
land right in its central zone, which provided
substantial active economy in the development
of public infrastructures as well as more liberal
assignments in parks and recreation sites. Te
desirable geologic characteristics of the city also
provided a satisfactory foundation for buildings
and structures, and at the same time, allowed the
construction of underground structures.
41
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4. Hazards, Vulnerability and Risk Assessment
15
15 Te Hazards, Vulnerability and Risk Assessment (HVRA) report was submitted to Quezon City by EMI on
May 22, 2013. Te Quezon City Risk Atlas also provides an understanding of risk in Quezon City in terms of a com-
pendium of earthquake and food maps. Tis was submitted in August 22, 2013 by EMI to QCG.
Te data, fndings, and mapping of social and
physical losses provided in the HVRA report
provide the city with the necessary understanding
and competency to address and reduce risk
from earthquakes and foods. Damage impact
assessments and projections provided in the report
are meant to inform the Quezon City Government
on its risks from earthquakes and foods in order
to help it improve its planning and policy making
processes.
Trough the Disaster Risk Geo-Spatial (DRGS)
database that was jointly consolidated by EMI and
QC TWG, scientifcally-validated scenarios and
parameters for planning were developed. Several
specifc working sessions and workshops with
the QC TWG were conducted for the purpose of
developing the DRGS database and fndings for
the HVRA:
1. Orientation on the Disaster Risk Geospatial
(DRGS) database (January 14, 2013), held with
Project TWG members to orient them on the
benefts and requirements in the development
of a DRRM Database for Quezon City, to
establish agreements on the database and to
develop a workplan for addressing the gaps in
the current data gathering eforts
2. DRGS Database Development Working Sessions
(January 31 and February 7), held with data
cluster heads and selected members of the
Project TWG to consolidate the data available
into the DRGS database.
3. Flood Map Validation
Working session with DPOS-DCD, held
to map situational fooding based on
recurrent experience and rescue eforts
(February 4, 2013)
Working sessions with Philippine Red Cross
(PRC) Quezon City Chapter, organized
to map situational fooding based on
experience of rescue eforts (February 15,
19 & 20, 2013)
4. Working Session with selected Project TWG
members consisting of representatives from
SSDD, CPDO,Engineering Department, City
Health Department, PDAD, DPOS and PRC
in a unifed efort to verify the consolidated
situational fooding information from the
HVA (February 28, 2013)
5. Two-day Hazards, Vulnerability and
Risk Assessment Workshop (April 3-4,
2013), provided key stakeholders with
the perspective on the possible extent/
impact of the earthquake/food risks in
the city, established agreements on the
development of HVRA and held a fnal
round of validation of the situational food
maps with the whole assembly of the Project
TWG members, along with representatives
to the City Development Council. Also
among the workshop outputs are the insight
and consensus on key socio-economic
factors describing groups that are especially
vulnerable in Quezon City, and key socio-
economic factors describing drivers that
limit the resiliency of the city
Te fndings from the HVRA indicate an
assessment of impacts for food and earthquakes
in terms of the following:
Spatial severity of hazards;
Quantifable damage, losses and impacts to
population, buildings, infrastructure, critical
and high loss facilities; and
Hotspot barangays
To obtain a holistic view of risk, a set of
indicators describing both vulnerabilities and
coping capacities in Quezon City are also
considered in addition to the physical risk
42
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indicators.Te goal of the risk indicators and
hotspot analysis is to identify concentrations of
the highest impact areas or hotspot areas within
a limited geographic area to focus respective
planning and decision making.
Te approach for identifying risk hotspots
is based on the Urban Disaster Risk Index
(UDRI) methodology, which combines directly
the descriptors comprising both the physical
risks and the socio-economic impact factors.
16

Hotspots are defned by a combination of a
number of critical factors or indicators. In the
analysis conducted by EMI, both the physical
and socio-economic dimensions are used to
identify the hotspots. Te determination of risk
hotspots, or Barangays with high risk in terms
of casualties and economic losses, allows for
rational and adequate planning of resources.
Te following section describes the key
fndings and identifed EQ and food hotspots
in the HVRA report. For more details, refer
to the main Hazards, Vulnerability and Risk
Assessment report and the Quezon City Risk
Atlas.
4.1 Earthquake Risk in Quezon City
Te Valley Fault System transects Metro Manila
and is the most threatening should it generate
a large earthquake. Te Valley Fault System
is composed of North East-trending faults:
the Western and Eastern Valley Faults which
transect parts of eastern Metro Manila including
Quezon City. Recent studies show that the West
Valley Fault has moved at least four (4) times
and generated strong earthquakes within the last
1,400 years. Te predicted return period of these
earthquakes is less than 500 years. No recent
seismic activity can be traced to this fault but
its passage to the city makes it a very signifcant
tectonic feature.
17
16 Te full process and methodology under-
taken for the development of the HVRA are detailed
in the Hazards, Vulnerability and Risk Assessment
Report submitted by EMI on May 22, 2013.
17 Aurelio, Mario and Pea, Rolando .(2004)
Geology and Mineral Resources of the Philippines.
Volume 1. Quezon City: Department of Environ-
Based on the Metro Manila Earthquake Impact
Reduction Study (MMEIRS, 2004), the scenario
earthquake Model 8 is seen to cause the most
damage and losses to Metro Manila. Te
scenario pertains to a 7.2 magnitude on the
West Valley Fault System caused by an inland
fault mechanism with seismic intensity of VIII
(Very Destructive) or IX (Devastating) alongside
Marikina River and Manila Bay.
4.1.1 Impact of Surface Ground Rupture
In the Model 8 scenario of MMEIRS, a
magnitude 7.2 earthquake may cause for more
than 69 kms of the ground to rupture along the
West Valley Fault (WVF). Te WFV runs from
the northeast through the southeast sections
of Quezon City. It passes through barangays
Bagong Silangan, Batasan Hills, Matandang
Balara, Pansol, Blue Ridge B, Libis, Bagumbayan,
White Plains, and Ugong Norte.
Te WFV intersects two major roads in Quezon
City, and hence may possibly cause ruptures
along the transected areas. Te northern portion
of the WFV intersects the Batasan San Mateo
Road, while the southern portion of the WFV
intersects the E. Rodriguez Jr. Avenue.
4.1.2 Impact of Fire Following an
Earthquake
Confagration may occur in the city in the event
of high-magnitude earthquakes. Based on the
Model 8 scenario, a projected estimate of over
4,800 buildings may be burnt in case of an
8-meter per second wind.
18
Te HVRA report
provides details on the projected number of
buildings per barangay projected to endure the
confagaration afer a M7.2 earthquake.
4.1.3 Liquefaction
Liquefaction occurs when ground movement
ment and Natural Resources, Mines and Geosciences
Bureau.
18 According to the Beaufort scale, an 8 meter
per second wind is classifed as a fresh breeze. In
a fresh breeze, small trees sway and fags fap and
ripple
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Figure 10. West Valley Fault System
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Figure 11. Fire Following Magnitude 7.2 Earthquake for Quezon City
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shakes the soil, making the ground settle. Tis
causes lighter materials, such as water, to rise. Poor
soils, such as alluvial soils with high water content,
are highly susceptible to liquefaction. Barangays
with areas susceptible to liquefaction are detailed
in the HVRA report.
4.1.4 Ground Motion Shaking
Barangays situated along the fault on the
easternmost part of Quezon City exhibit the
highest values in the Modifed Mercalli Intensity
(MMI)
19
scale, which depicts the severity of
ground shaking.
20
Eastern barangays along the
West Valley Fault such as Bagumbayan, Ugong
Norte, Batasan Hills, Libis and Bagong Silangan
show the highest potential intensity values of
ground motion among all the barangays in
Quezon City. Te ground shaking velocity is
strongest along and near the fault, and gradually
reduces energy as it moves westward.
4.1.5 Building Damage
Te MMEIRS study provides estimates of damage
in terms of two classifcations: Heavily Damaged
Buildings and Partially Damaged Buildings. Some
key fndings from the HVRA report are as follows:
The following barangays will suffer the most with building
collapse: Batasan Hills (449 buildings), Bagong Silangan
(249), Payatas (134), Matandang Balara (112), and
Commonwealth (101). These same barangays will also
suffer the most with buildings that will receive very heavy
damages.
19 Te Modifed Mercalli Intensity (MMI) scale
is widely used to represent the local severity of the
ground motion. Te scale goes from 1 to 12. Damage
starts at around intensity 5 with complete devastation
at intensity 12. Intensive structural damage occurs
between intensity 8 and 10.
20 Te MMI scale values were calculated from
the original MMEIRS data for the purposes of the
Building a Disaster Resilient Quezon City Project.
Te conversion process is provided in the HVRA re-
port.
The barangays that will suffer the most from buildings
sustaining heavy damages are Commonwealth (1,414),
Batasan Hills (1,348), Payatas (957), Holy Spirit (908), and
Pasong Tamo (747).
The barangays that will suffer the most from buildings
that will sustain partial damages are Batasan Hills (5,741),
Commonwealth (5,198), Payatas (3,705), Holy Spirit
(3,236), and Bagong Silangan (3,155).
4.1.6 Impact of Afershocks
Te recurrence of afershocks is what makes
earthquakes diferent from any other disasters.
A major earthquake such as the M7.2 may cause
hundreds of afershocks, many of which will
have damaging magnitudes of 6 or greater. Te
occurrence of afershocks can last for several
months.
Afershocks can aggravate existing damage
to buildings, and may potentially cause more
damage and casualties than the main shock.
Since its occurrence may be prolonged and
erratic, afershocks may also delay restoration
of services and recovery. Tis may also present
a signifcant emotional problem to the society
since it may cause severe anxiety and fear
among the population, hence contributing to
psychological trauma for many.
4.1.7 Earthquake Hotspots
Te top fve barangays that are at high risk to
an extreme earthquake scenario (Model 08 of
MMEIRS) considering the combined physical
risks, socio-economic impacts, coping capacities
and social vulnerabilities,are the following:
1. Bagumbayan
2. St. Ignatius
3. Ugong Norte
4. Bagong Silangan
5. Batasan Hills
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Figure 12. Liquefaction Hazard Map of Quezon City
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Figure 13. Modifed Mercalli Intensity Scale (MMI) value distribution among barangays
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Figure 14. Barangay Hotspots for Earthquake Hazard in Quezon City
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In terms of loss on population and buildings,
Barangay Bagumbayan is at the highest risk of
earthquake impact. Te earthquake hazard given
in terms of Peak Ground Acceleration (PGA) in
this barangay is over 1.0g or a 9.8 on the Modifed
Mercalli Index (MMI), which is much higher than
surrounding Barangays. Tis produces very high
casualties (fatalities expected in almost 2 percent
of the population, and injuries in close to 5% of
the population with 20 percent of the buildings
expected to collapse or severely damaged in this
scenario.
Bagumbayan, St. Ignatius, White Plains, Ugong Norte and
Blue Ridge B have some of the highest fatality rates with
values greater than 1.20 percent of the population at risk.
Bagumbayan, Libis, Ugong Norte, Batasan Hills and
Bagong Silangan will have the highest number of
damaged buildings due to ground shaking.
Kaligayahan has the highest number of critical facilities
that are exposed to extreme ground shaking. Bagong
Lipunan ng Crame (hospitals), Bagumbayan and
Commonwealth (emergency and rescue operation
centers and hazardous facilities), and Payatas (roads
and bridges) have the next highest exposure of critical
facilities due to earthquakes.
4.2 Flood Risk in Quezon City
4.2.1 Flood Experience in Quezon City
In Metro Manila, foods have been recorded back
to the 1800s. However serious foods have only
been really documented in the last 70 years in
1942, 1948, 1966, 1967,1970 (Joan and Patsy
768 dead and around 4 billion PHP losses), 1972,
1977 and 1986 (Miding). In recent years, 1988,
1995 (Angela, 1000 dead, 10.8 billion PHP),
1996, 1997, 2008 (Frank), 2009 (Ondoy) and
2012 (Habagat) saw major foods.
21

Te Ondoy foods of 2009 were the most intense
in recent history in terms of IFD impact. Tere
was an average rainfall of 347.5mm falling within
six hours, and 448.5mm falling within 12 hours,
which is estimated to be equivalent to a120-year
return period. Tis rainfall event was the highest
in the countrys forty-year record.Te estimated
losses were around 11 billion PHP (approx.
275 million USD), with 4.3 billion PHP being
21 For a full list, the user is referred to the
NSCB http://www.nscb.gov.ph/beyondthenum-
bers/2012/12142012_jrga_calamity.asp
Figure 15. Barangay Bagumbayan Hotspot for Earthquake Map
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infrastructure related and 6.7 billion PHP being
agriculture related. Te total number of damaged
houses were 185,004 (30,082 totally and 154,922
partially) with the number of damaged daycare
centers in Metro Manila totaling 239. At the
height of Typhoon Ondoy, 100 people died when
fashfoods inundated Barangay Bagong Silangan
in Quezon City.
22

In the Typhoon Habagat foods of 2012,
1,000mm of rain fell in some parts of Metro
Manila in the 72-hour period from the 6th-8th
August 2012, with the Marikina River reaching
20.6m food height compared to the usual
level of 16m. Tis was still however 3 meters
lower than that of the 2009 Ondoy foods.
In QuezonCity, hundreds of residents in the
villages of West Fairview, North Fairview, Roxas
District, Damayang Lagi, Talayan, Tatalon, and
the Novaliches villages along the Tullahan River
were evacuated. Flood water in these villages
reached up to the roofs of houses in many areas.
Landslides along Bayanihan Street in Barangay
Commonwealth killed 9 people and buried 4
houses.
4.2.2 Flood Context
Quezon City is a food prone area in
Metropolitan Manila and regularly experiences
foods of diferent magnitudes following heavy
rain mainly due to two main factors. Te
northern half of the city is close to the La Mesa
Dam, a 700-hectare reservoir at 100m above sea
level, while the southern region has low grade
terrain and is afected by numerous waterways.
During heavy rainfall events, the water level
can exceed its spilling level of 80.15m, and
cause food waters water to overfow and
food downstream areas. When La Mesa Dam
overfows, the Tullahan River can swell and
burst its banks, causing excess food runof and
storm water inundation from drainage and creek
networks in Novaliches and northern Quezon
City. Tis is typical during monsoon rains.
Te undulating terrain in northern Quezon
City also contributes to foodwaters moving
22 See full newsclip in http://newsinfo.inquirer.
net/149879/know- quezon-city%E2%80%99s-dan-
ger-zones.
downstream heavily afecting some barangays in
the low-lying areas. Barangays such as Tatalon,
Sto. Domingo, Roxas District and Pag-Asa can
become fooded and made more severe by the
low grade terrain in the area, resulting in food
waters remaining for longer periods of time.
Anthropogenic factors such as clogged canals,
illegal settlements, poor urban planning and
lack of preparedness of the populace further
aggravate damages caused by foods.
Te food risk assessment for Quezon City is
based on a validation process of food hazard
studies and calibrating these against observed
food inundation levels in historic events sets,
using various documentation on past foods,
including reports originating from the city
government. Te food susceptibility map
produced for Quezon City is an indicative
inundation level map representing large food
events of longer return periods (100-year). Using
a participatory approach based on scientifc
rigor
23
, the development and validation of the
food susceptibility for Quezon City undertook a
rigorous process to ultimately generate estimates
of areas and population afected by foods in
each of the barangays.
4.2.3 Population Afected by Floods
A total of 700,000 are estimated to be
afected in Quezon City (16% in low
susceptibility areas, 30% moderate food
susceptibility areas and 54% in high food
susceptibility areas).
Te top three Barangays that have greater
than 80% of their areas within the high food
susceptibility boundaries are Capri, Talayan
and Katipunan.
Te JICA model estimates that climate
change can increase the afected areas in
Quezon City by 2050 by as much as 7%.
23 Te process for development and validation
of food risk assessment data are detailed in the
Hazards, Vulnerability and Risk Assessment Report
(EMI, 2013).
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Figure 16. Flood Susceptibility for Quezon City
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Figure 17. Population Affected by a 100-year Return Period Flood Map
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4.2.4 Casualties Caused by Flood
It is estimated that 111 casualties in Quezon
City will be caused by a 100-year food.
Areas which are in a high susceptibility food
susceptibility zone (inundation depth greater
than 200cm), are likely to encounter casualties
2.5 times greater than medium susceptibility
areas (inundation depth between 50cm
and 200cm) and fve times greater than low
susceptibility areas (inundation depth below
50cm)
Te largest number of casualties is expected
to be in Batasan Hills, Tatalon, Sta Lucia
and Bagong Silangan due to their higher
populations which are afected by high food
exposure levels.
Te top four barangays with casualties had
more informal settlement buildings than
average in Quezon City. Tis is also probably
due to the many informal settlements located
nearby river systems.
For every 1,500 informal settlement buildings,
an average of 1 extra casualty is estimated to
occur.
Tirty percent (30%) of the population of
Quezon City is under 15 years old and are at
greater risk of becoming a casualty.
4.2.5 Buildings Afected by Floods
For a one-storey building to be afected a food
height of 0.5 meter had to be reached. For a two-
storey building to be afected, a 3-meter food or
of higher level had to occur. Based on the Flood
Susceptibility Map for Quezon City and the
calculated foor areas in each barangay
24
, in no case
was the third storey of a building had been afected
as no food heights reached above 6 meters in the
city.
24 Te total foor area in each barangay was
determined via GIS using the building footprint and
number of stories. An explanation on the process of
calculation is found in the HVRA report.
4.2.6 Population Displaced by Floods
Around 68,619 people in the city are
estimated tobe displaced.
Te largest number of people displaced are
expected to be in Batasan Hills, Tatalon,
Sta. Lucia and Bagong Silangan due to their
higher populations which are afected by
high food exposure levels.
Tere is one casualty for every 1,000 people
displaced.
Around 700,000 people are expected tobe
afected with additional people dueto
possible power or utility issues.
4.2.7 Economic Losses due to Flood
25
Most of the economic exposure per square
kilometer built area is spread towards the
south of Quezon City. Total economic loss
resulting from the Hazards, Vulnerability and
Risk Assessment (EMI, 2013) comes out to 319
million USD of which about 245 million USD is
capital stock related.
Talayan, Dioquino Zobel, Sto. Domingo,
Bagumbayan and Maharlika have the highest
economic losses per capita.
North Fairview, Doa Imelda, Tatalon,
Damayang Lagi, Sto. Domingo (Matalahib),
Bahay Toro, Batasan Hills, Roxas and
Talayan have an estimated total economic
losses over 10 million USD or 43 million
PhP due to food damage.
25 Te methodology to determine losses com-
bines the value of capital stock and GDP in Quezon
City, aggregating this value to the building foor area
afected and then using loss ratio functions from the
aggregation of various building typologies in terms
of losses to fnishings, contents, assets and other
factors. See the HVRA report for more details.
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Figure 18. Potential Casualties in a 100-year Return Period Flood for Quezon City
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Figure 19. Buildings Potentially Affected by a 100-year Return Period Flood
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Figure 20. Displaced Population for a 100-year Return Period Flood
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Figure 21. Capital Stock Losses Caused by Flood
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4.2.8 Impact on Critical and High Loss
Potential Facilities
Typical critical facilities such as hospitals, fre
stations, police stations, storage of critical
records, and similar facilities should be given spe
cial consideration when formulating regulatory
alternatives and foodplain management plans. It
is essential that facilities located in a foodplain
should be provided a higher level of protection
so that it can continue to function and provide
services afer a food.
Te top 10 barangays in Quezon
City in terms of critical and high
loss facilities exposed to foods are:
Doa Imelda, Masambong, Tatalon,
Bagumbayan, Kalusugan, Damayang Lagi,
Commonwealth, Sto. Domingo (Matalahib)
and San Antonio.
Te food exposure to hazardous facilities in
Tatalon and Bagumbayan contribute to the
high ranking of these barangays.
Table 2: Top fve barangays for each of the critical
and high loss facilities
Member Weight
Hospitals and
Healthcare Centers
Doa Imelda, Damayang Lagi,
Kalusugan, Central, Bagumbuhay
Emergency and
Rescue Operation
Centers
Masambong, N. S. Amoranto
(Gintong Silahis), Libis, San
Antonio, Matandang Balara
High Loss Potential
Facilities
Fairview, Bagong Lipunan
ng Crame, Bagumbayan, E.
Rodriguez, Holy Spirit
Hazardous Facilities Tatalon, Manresa, Bagumbayan,
Sto. Domingo (Matalahib),
Talayan
Major Roads Pag-ibig sa Nayon,
Commonwealth, Sta. Monica,
Capri, Duyan-
4.2.9 Post-Flood Health Issues
High disease incidence rate afer a food
combined with systemic failures of healthcare
systems and parallel infrastructure such as
the water and sanitation system constitute a
major vulnerability afer a disaster.Direct and
indirect contact with water are also assumed
to occur and may attribute to the probabilities
of gastrointestinal infection cases among the
population.
Dose-response relationships for the indicator
pathogen (E. coli) using diferent ingestion
rates as a function of food inundation depth
and age show that as many as 6,800 people in
Quezon City are at risk of to gastrointestinal
illness via incidental ingestion of food water.
People under the age of 15 are at signifcantly
higher risk.
4.2.10 Flood Risk Hotspots
Contributing factors such as afected population,
buildings and extent of fooding were measured
to rank the top barangays to prioritize for food
impacts:
1. Talayan
2. Damayang Lagi
3. Roxas
4. St. Peter
5. Dona Imelda
Silangan which does not show up in the top
10 food risk harangays has the highest food
infection risk with a value of 3.5% of the
population of this barangay at risk of infection
versus the next highest Barangay Sto. Domingo
(Matalahib) at 1.6%.
Talayan, Damayang Lagi, Tatalon, Roxas, Bagong
Silangan and Libis have some of the highest
fatality rates with values greater than 0.02
percent of the population at risk.
St. Peter, San Vicente, San Isidro Labrador and
Sienna have the highest levels of long-term
displaced population and afected.
Doa Imelda (hospitals), Masambong
(emergency and rescue operation centers),
Tatalon (hazardous facilities and roads),
Bagumbayan (hazardous facilities) have the
highest exposure of critical facilities due to
foods.
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Figure 22. Projected Infection Risk Distribution in Quezon City for a 100-year Return
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Figure 23. Barangay Hotspots for Flood in Quezon City
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4.3 Combined Earthquake and Flood Risk
In the analysis for the Hazards, Vulnerability and
Risk Assessment, both the physical and socio-
economic dimensions are used to identify the
hotspots. Te indicators identifed are linked to the
most signifcant quantitative outputs of the food
and earthquake impact study, and then combined
with the socio-economic vulnerability and coping
capacities of the diferent barangays in Quezon
City. Te combined earthquake and food UDRI
score is also plotted for all barangays to provide
further insights into the distribution of risk in the
city.
Considering all factors the top fve Barangays to
prioritize for combined earthquake and food
impacts are therefore:
1. Bagumbayan
2. Libis
3. Damayang Lagi
4. Talayan
5. Dioquino Zobel
4.4 Human-induced Disasters
26

Disasters are not solely natural in form as it can
also be man-made where the cause of hazard
is deliberate or accidental. Tus, most man-
made disasters fall into two general categories
of hazards: sociological (intentional acts) and
technological (accidental events):
4.4.1 Sociological Hazards
4.4.1.1 Crime
Arson/incendiary attack initiation of fre or
explosion on or near target via direct contact
or remotely via projectile (FEMA, 2003).
26 Defnitions are sourced from: http://emilms.
fema.gov/IS318/assets/howto7.pdf
http://restoreyoureconomy.org/disaster-overview/
types-of-disasters/
http://epdfles.engr.wisc.edu/dmcweb/AA02Aimand-
ScopeofDisasterManagement.pdf
http://cbse.gov.in/Disastermgmt8th.pdf
http://www.dhses.ny.gov/oem/mitigation/archive/
documents/S3.L-Power-Failure-Hazard-Profle.pdf
Figure 24. UDRI ranking for barangays in Quezon City with respect to combined food
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Figure 25. Barangay Hotspots for Combined Earthquake and Flood Risk for Quezon
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Armed attack tactical assault or sniping from
remote location (FEMA, 2003).
4.4.1.2 Civil Disorder
Civil Disorder usually takes the form of mass
protests by groups seeking changes in government
policy or solutions to adverse social situations,
which may result to disruption of travel, access to
public areas, and many services to both residents
and tourists alike (RestoreYourEconomy.org, n.d.)
4.4.1.3 Terrorism and War
Conventional bomb/improvised explosive
device/explosion the detonation of explosive
device on or near target; delivery via person,
vehicle, or projectile (FEMA, 2003)
Nuclear bomb/explosion detonation of
nuclear device underground, at the surface, in
the air or high altitude (FEMA, 2003).
Cyberterrorism electronic attack using one
computer system against another to intimidate
or coerce a government or its people for
political or social objectives (FEMA, 2003;
RestoreYourEconomy.org, n.d.)
Agriterrorism direct, generally covert
contamination of food supplies or introduction
of pests and/or disease agents to crops and
livestock (FEMA, 2003).
4.4.1.4 Hazard material release (intentional)
Biologicalagent dispersal of solid or liquid
contaminants using sprayers or other aerosol
generators or by point or line sources such
as munitions, covert deposits, and moving
sprayers (FEMA, 2003).
Chemical agent dispersal of liquid/aerosol
contaminants using sprayers or other aerosol
generators; liquids vaporizing from puddles/
containers; or munitions (FEMA, 2003).
Nuclear/Radiological agent dispersal of
radioactive contaminants using sprayers or
other aerosol generators or by point or line
sources such as munitions, covert deposits,
and moving sprayers (FEMA, 2003).
4.4.2 Technological Hazards
Technological hazards include fre accidents, travel
or transportation accidents (ie Aviation, Rail,
Road and Sea) and Industrial Accidents.
4.4.2.1 Industrial Accidents
Power service disruption and blackout
any interruption or loss of electrical service
due to disruption of power transmission
caused by accident or equipment failure (NY
DHSES, 2008).
Haardous material release (unintentional)
solid, liquid, and/or gaseous contaminants/
pollutants released from fxed or mobile
containers, vehicles, or facilities (FEMA,
2003)
Fixed facility - Nuclear/Radiological
agent dispersal of nuclear contaminants
from nuclear power plants (FEMA,
2003).
Transportation
Te extent of human-induced occurrences
could be considered a disaster depends on
the number of people afected or the extent
of damage caused. One particular example
is the 1996 Ozone Disco Club Fire incident
in Timog Avenue, Quezon City which lef
160 people dead and was considered as the
7th deadliest nightclub fre in world history.
27

Although the casualty fgure is adequately high
when compared to many natural disasters, the
incident was a localized event considered to be
an emergency situation but not large enough
to warrant a disaster declaration. Further, the
UNISDR defnes disaster as a serious disruption
of the functioning of a community or a society
involving widespread human, material, economic
or environmental losses and impacts, which
exceeds the ability of the afected community or
society to cope using its own resources.
28

27 News article can be found here: http://news-
info.inquirer.net/348777/what-went-before-ozone-
disco-is-no-6-in-worlds-deadliest-nightclub-fres
28 Defnition of a Disaster is culled from the
2009 UNISDR Terminology on Disaster Risk Reduc-
tion, published by the United Nations International
Strategy for Disaster Reduction in Geneva, Switzer-
land, May 2009. Te same defnition is also used in
the Republic Act 10121.
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5. Situational and Consequential Analyses
Te situational analysis on the various sectors
of the citys DRRM system guided the city
in recognizing its strengths, weaknesses,
opportunities and challenges (SWOC) in
terms of its institutional capacity on DRRM.
Te fndings from the situational analysis were
used to develop initial strategies to improve the
capacity and competency of Quezon City to
address its gaps on DRRM and build on existing
strengths.
Te following section discusses the key
preliminary fndings for each identifed sector.
5.1 Assessment of Legal and Institutional
Arrangements
29

In terms of legal and institutional arrangements
(LIA), Quezon City is continually strengthening
its capability to address the potential efects of
disaster to human life. In compliance with the
Republic Act 10121, Quezon City has created
several institutional bodies and units to enhance
its eforts towards disaster risk mitigation
and prevention, preparedness, response, and
recovery and rehabilitation. Among them are
the Quezon City Disaster Risk Reduction and
Management Council, the West Valley Fault
Task Group, and most recently, the Quezon City
Disaster Risk Reduction and Management Ofce
(QC DRRMO).
Te QC DRRMO, activated on July 13, 2013, was
the former Disaster Control Division under the
Department of Public Order and Safety. Upon
its activation, the current stafng complement
of the division was transferred to the Ofce of
the Mayor. As prescribed in the RA 10121, the
ofce structure was re-organized to be headed
29 Full report of the Situational Analysis of the
Legal and Institutional Arrangements in Quezon
City can be accessed via QC DRRMO.
by a disaster risk management ofcer with three
assistory positions for Research and Planning,
Operations and Warning, and Administration
and Training.
Te process for the comprehensive situational
assessment or SWOC I for the area of Legal
and Institutional Arrangements involved the
active participation of the Project TWG. Te
following series of workshops and activities
were conducted to support data gathering and
validation of the identifed SWOC:
LIA Workshop (October 18, 2012), held
to orient the QC DRRMC and Project
TWG on the Philippine and local DRRM
system along with its relevance to legal and
institutional arrangements for QCG, to
identify signifcant legal and organizational
gaps that impact on QC DRRM, and to
identify initial measures to address these
legal and organizational gaps
Key Informant Interviews for LIA (October
31 to November 5, 14, & 20, 2012), initiated
by EMI for data gathering purposes
Organizational Mapping and Network
Analysis Workshop (November 14, 2012),
held for QCG to map out institutional and
coordination mechanisms in DRRM and
identify roles, responsibilities and resources
of various institutions at diferent levels in
the performance of an inter-institutional
mandate or functions in DRRM
Results of situational analysis revealed
preliminary fndings in the legal and
institutional arrangements for DRRM in Quezon
City. Tey are highlighted below, as follows:
Weak institutional support of the QCDRRM
system due to the absence of a permanent
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Ofce (DRRMO) pursuant to RA 10121.
30

Lack of criteria on prioritizing LDRRMF
utilization

Lack of a DRRMP 2013 and beyond in accord
with the National DRRMP 2011-2028

Lack of a comprehensive DRRM capacity
development program

Weak coordination among departments,
barangays and national agencies

Inadequacy of policy and legal support in
the form of ordinances, executive orders,
rules and regulations, and guidelines on the
implementation of the National Building
Code, stringent application of the 5-meter
easement from the West Valley Fault zone
and assessment of risk to essential and critical
facilities at city and barangay levels, and risk
fnancing, among others.
5.2 Emergency Management
Quezon City is recognized to have a long and
successful Emergency Management response
history. While there is already a system is in
place, QCG desires to ensure that they have an
EM System that is mainstreamed, holistic, and in
accordance with national laws and international
standards. In 2012, QCG was awarded a certifcate
of recognition and Seal of Disaster Preparedness
31

30 Tis preliminary fnding has already been
addressed by the Quezon City Government with the
creation of the DRRMO through EO 5 Series of 2013
31 Te Seal of Disaster Preparedness (SDP) Level
1 Assessment is a test of a local government capability
to address the potential efects of a disaster to human
life. It has four minimum criteria which includes Lead-
from the Department of Interior and Local
Government (DILG ) for fostering a culture
of excellence through the Local Government
Performance Management System. Te city
is also much admired in demonstrating an
acceptable level of disaster preparedness
response before and during calamities.
Signifcant gaps pertaining to the institutional
organization in the DRRM system are likewise
recognized by the city since they bring about
consequences that may threaten the QCGs
capability in emergency management.
32
Tus,
the assessment identifes which areas the city
needs to improve, and addresses planning
and coordination challenges on emergency
management that are inherent in all major cities
for major disaster events. Trough the use of
the EMI Comprehensive Gaps Analysis Tool
(CGAT), the existing emergency management
system was assessed relative to the provisions
of the Emergency Management Accreditation
Program (EMAP), an international standard
for evaluation of city and state emergency
management systems.
Preliminary fndings from the Quezon City EM
Situational Assessment and feld investigations
are summarized below:
Quezon City Executive Ordinance 23 should
be realigned with the required organizational
structure as mandated by Republic Act
10121;
33
Te organization of the Quezon City Disaster
ership Structure, Guide to Action, Disaster Prepared-
ness, and Partnership, Volunteerism and Innovation.
32 Tese gaps and issues are detailed in the
Quezon City EM Situational Analysis Report.
33 Tis preliminary fnding has already been
addressed by the Quezon City Government with the
creation of the DRRMO through EO 5 Series of 2013
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Control Division (DCD) should be revisited
and reviewed to respond to the provisions of
Republic Act 10121;
Te organization of the then Quezon City
DCD Ofces needs to accommodate an
Emergency Operations Center (EOC) that
follows international standards. Te DCD
ofces (now QC DRRMO) are not equipped
with tools to develop a Common Operating
Picture (COP) that enables elected leaders
and key ofcials to make informed decisions
to deploy resources during disaster;
Te disaster response coordination system
of Quezon City should be organized into
disaster management international standards
as described by the Emergency Support
Function System;
Quezon City currently has two plans
that meet some, but not all, national and
international standards: IMPLAN to
Quezon City EO 23, dated 27 October 2010,
and Quezon City Disaster Risk Reduction
and Management Plan, dated 21 December
2011;
Quezon City, as with any city, has limited
resources for life saving operations during
the response phase of a disaster
5.3 Geographic Information System for
DRRM
Quezon City recognizes Geographic Information
System (GIS) as an important tool within
a DRRM system as it can greatly enhance
mitigation, preparedness, response and recovery
activities and used to support decision making.
GIS is an information system that may be
used to centralize, store and visually display
selected information before, during and afer an
emergency. All four thematic areas in DRRM
depend on spatial data (information that can be
located on a map) from a variety of sources.
For disaster prevention and mitigation, GIS
can be useful in visualizing disaster impacts
and as an interface to decision-making tools for
formulating long-term mitigation and policy
strategies. GIS can also be used in developing
simulations that refect realistic emergency
situations for contingency planning and overall
disaster preparedness. Disaster response is
therefore more efcient once GIS plays a role in
providing information for resource deployment,
Figure 26. Comprehensive emergency management and a
few examples during each phase where GIS plays a roles
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shelter placement, search and rescue, and response
planning. Afer a disaster, GIS can work in
concert with GPS (on the ground) and remote
sensing technologies (from space) to locate each
damaged facility, identify the type and amount of
damage, and begin to establish priorities for action
(triage).Recovery and rehabilitation eforts are
supported by ready and accessible data through
the utilization of GIS.
Te GIS for DRRM Situational Analysis
report revealed that the successful use of GIS
technology for DRRM is critically dependent on
an institutional environment that fosters inter-
departmental coordination for the mainstreaming
of GIS applications, products, and services. While
the Quezon Citys Information System Strategic
Plan (ISSP) has resulted in the operationalization
of the eGIS; procurement of hardware and
sofware for GIS; administration of trainings; and
development of some protocols and processes for
data sharing and management, several critical
factors may still impede the sustainability of the
use of GIS across diferent departments of Quezon
City Government.
Te report further provides the foundation for
both the development of a strategic guide and
planned eGIS system under the Information
System Strategic Plan (ISSP) in Quezon City into
a more robust and efective tool for DRRM. Te
strategic guide provides a set of recommendations
to act upon, and a timeline for implementing the
recommendations for mainstreaming GIS for
DRRM into the eGIS system.
Based on the established approach of scientifc
rigor that EMI utilizes on the DRRM framework,
several activities with the QC TWG have been
conducted to help derive and validate the fndings
for the situational analysis of GIS for DRRM
in Quezon City. Besides desktop research and
analytical methods, the activities listed below
combines and cross validates stakeholders input
with the experts knowledge and experience:
Capacity Needs Assessment Interviews for
GIS-ICT Component (October 24 to 26, and
November 14, 2012), instigated by EMI to
gather data and conduct information and
inventory audits using tried and tested tools
for capacity needs assessment
Focus Group Meeting for GIS-ICT Component
(November 15, 2012), held with selected
members of the Project TWG to validate
proposed recommendations and provide
further input to the preliminary fndings
Key results of the investigation are listed in Table
3.
Table 3: Summary of the GIS Capacity Needs
Assessment results and corresponding recom-
mendations
Member Weight
Management of
GIS databases
and Software
Platforms
Acquisition and sharing of
data in City Hall is based
mostly on formal/ informal
agreements and relationships,
and currently no system is in
place for interdepartmental data
sharing and regular back up and
maintenance of data.
Currently, different brands of GIS
software are utilized by different
departments which produce
different fle formats as output
Coordination
and institutional
processes and
protocols
Each department has its
own system of gathering and
updating its own data sets and
no institutional protocols and
processes are in place for a city-
wide GIS set up as envisioned in
eGIS.
Capacity for using
GIS in DRRM
There is an absence of personnel
who are trained in using GIS
for Disaster preparation and
response planning.
5.4 Land Use Planning and Construction
Codes and Standards
Quezon City already has a growing recognition
of risk-driven land-use planning and a risk-
sensitive project development cycle as evidenced
from the policies, strategies, programs, projects
and activities proposed in the citys land use
plan, comprehensive development plans and
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zoning ordinances. Te rational process of
preparing plans followed by QCG is a clear
indication of the know-how on the preparation
and enhancement of the current planning
documents.
However, there are key issues and concerns
identifed by selected members of the TWG,
which QCG should address to improve the
current land use plan and its implementation.
Tese issues were identifed in a validation
meeting held on October 29 - 30, 2012 in
which the group provided insights on the plan
formulation, the spatial and development
policies and strategies, as well as, zoning
ordinances, building code provisions on
construction, monitoring, permitting process,
and non-regulatory tools(such as incentives)
utilized by QCG. Gaps, in terms of missed
process steps, participation and involvement of
stakeholders, quality of data and information
used, analysis and synthesis, were identifed
based on the information made available for
the investigations. Te preliminary fndings are
summarized in Table 4.
Similarly for processing development permitting
and construction, certain gaps and strategies to
overcome them are identifed. Te result of the
gaps analysis is presented in Table 5.
5.5 Knowledge Management and Training
and Capacity Building
34

In line with Disaster Risk Reduction
Management and Mitigation program of
the City, the QC DRRMC, through the
Council members conducted orientation
courses, seminars and trainings aimed to
34 Further details on the EM Trainings can
be found in the Emergency Management Training
Report submitted by EMI to QCG on August 2012.
Table 4: Gaps in Risk Sensitive Land Use Planning in Quezon City
Planning Parameter Findings
Technical process of land
use planning
QCG has not used the MMEIRS (MMDA,2004) outputs and past reports on food events
such as Ondoy, 2009; Habagat, 2012; Yoling,1970, to identify and address the most exposed
population and critical infrastructure to earthquake, food and fre risks
The current process and working groups (Technical Working Groups and Functional
Committees) should be made operational again for the review of the QC CLUP.
Norms and Standards Proposed Development Controls and Standards for Zones identifed in the CLUP need to
be reviewed for hazard and risk considerations
Continue supportive provisions of the CLUP to hazard reduction
Technical Data The outputs of the current land use plan and comprehensive development plan have not
been fully informed by the hazards and risk information.
Participatory process The current process of planning makes use of a participatory process.
Table 5: Findings for Processing Development Permits
Stages Findings
Building Design Availability of documentation is limited at this time to show previous practices on
permitting, inspection and enforcement of laws related to building construction and
development
There is no fre zoning in place.
There is no specifc micro-zoning for areas of very high expected earthquake severity
During Construction Continue Green Building program of QC (Ordinance No. SP-1917, s-2009)
Surveillance of existing
buildings
Continue enforcement of Building Codes;
Current Inventory of QC Buildings is not yet complete;
QCG continue to support DBO and Engineering in their tasks of enforcing the
Building Code.
Participatory process The current process of planning makes use of a participatory process.
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organize and train members of QC DRRMC,
Barangay Emergency Response Teams (BERT),
develop response protocols on diferent types
of emergencies and develop expertise and
competency of the QC DRRMC members, BERT,
schools and members of the private sectors on
disaster prevention and mitigation.
QCG is continually improving its roster of
trainings and drills for capacity and awareness
building among its constituents. Training plans
and programs initiated by the QCG are listed in
Table 6:
Table 6: DPOS-DCD (now established as QC DRR-
MO) Plans and Programs for 2012
35
Capacity building and training courses in earthquake
disaster mitigation.
Organizing trainings and orientations for Community-
based disaster mitigation.
Develop awareness on potential earthquake and fooding
events.
Capacity building and training in water search and rescue.
35 Full description of accomplished trainings,
seminars, orientation courses and seminars for the
year 2011 are detailed in the QCDRRMC Accomplish-
ment Report For CY 2011 as submitted by the then
Disaster Control Division to the QC DRRMC Action
Ofcer.
Promote pre-emptive evacuation during inclement
weather situations.
In helping Quezon City improve its resilience
to disasters, EMIs approach for the Building a
Disaster Resilient Quezon City Project provided
opportunities for specialized training activities to
be conducted for QCG. Table 7 enumerates these
capacity building activities, implemented mainly
through EM training exercises and modules and
separate workshops for the GIS and LUP-CCS
components.
Under the area of Emergency Management,
the trainings conducted are based on the
EMI MEGA-Safe Program. MEGA-Safe is a
specialized course developed by EMI on City-
level Emergency Management Organizations and
Operations. Te course walks through the steps
of how to build and conduct basic Emergency
Management functions at the city level. Among
these functions are the development of basic
plans, coordinating among organizations,
conducting preparedness activities, testing
plans and developing and conducting exercises.
MEGA-Safe aims to train city authorities on how
to set up city-level organizational structures and
operations for disaster/emergency management.
Table 7: Trainings and Capacity Building Exercises Conducted in the Duration of Building a Disaster Resilient
Quezon City Project by EMI
Training Courses Training Output Date Conducted Trainees Resource Person
Emergency Management
Training Module 1:
Introduction to Emergency
Management
Emergency Support
Function (ESF)
Table drafted
Table Top Exercise
for PC Earthquake
Field Investigation
Report
October 1-3, 2012 Representatives from
QCG department/
offces, Manila Water,
Red Cross, DepEd
Mr. Troy Kindred,
EM Expert
Training Module 2:
Emergency Operations
Center and Plan
Table Top Exercise
for PC Flooding
Field Investigation
Report
May 15-17, 2013 Representatives from
QCG department/
offces, QC barangay
offcials, Manila Water,
Red Cross, DepEd and
DILG-NCR
Mr. Troy Kindred,
EM Expert
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Training Courses Training Output Date Conducted Trainees Resource Person
Training Module 3:
Emergency Operations
Plan Formulation
Table Top Exercise
for PC Earthquake
and Flooding
EOP outline
formulated
Emergency Support
Function (ESF)
Table fnalized
Field Investigation
Report
June 27-28, 2013 Representatives from
QCG department/
offces, QC barangay
offcials, Manila Water,
Red Cross, DepEd
Mr. Jim Buika, EM
expert
Orientation on the Land
Use Planning Workfow
Process
Initial situational
and consequential
analysis
March 7 & 14, 2013 Representatives
from the CPDO,
DPOS, Engineering
Department, EPWMD,
City Health, Division
of City Schools, GSD,
HCDRD, QC ITDO
Dr. Renan
Tanhueco, Urban
Development and
Planning Expert
Mainstreaming GIS in
DRRM Workshop
Data wishlist
for the Disaster
Risk Geo-Spatial
Database
Data template for
usage in DRRM
Sample simulation
video of Fire
Following
Earthquake
June 20- 21, 2013 Representatives from
QCG department/
offces, DILG-NCR, Red
Cross
Kristoffer Dakis &
Lalaine Bergonia,
GIS Specialists
5.6 Consequential Analysis
Consequential Analysis is an analytical exercise
used to reinforce understanding of the impacts
of the scenario earthquake and food to the
diferent planning parameters -population,
buildings, facilities, infrastructure and social
and economic parameters. Tis exercise was
conducted in April 2013 with the QC TWG
where the impact of earthquake and food risk
to Quezon Citys population, economic activity,
access to income and services, emergency
management, and institutional and land use
planning were discussed.
36
Te following
sections provide a summary of the results of
the consequential analysis that incorporates
feedback from the QC TWG with technical
inputs from EMI.
36 Results of the situational and consequential
analysis are detailed in the DRRMP Formulation
Report, which was submitted by EMI to QCG on
May 22, 2013.
5.6.1 Consequential Analysis Output
Exercise for Earthquakes
Table 8 provides a summary of the earthquake
impacts (consequences) to sectors from a
M7.2 earthquake from the West Valley Fault as
interpreted by participants of the April 3, 2013
workshop in ISSI, UP Campus. Te participants
from diferent departments and work stations
of QCG were assigned according to the sectors
(frst column) they service.
Te QC areas commonly identifed by
the groups as strongly impacted by the
M7.2 earthquake were the following:
Barangay Silangan, Ugong Norte, Libis and
Bagumbayan, Blue Ridge areas, Pansol,
Batasan and St. Ignatius.
Agreements based on the results were the
following:
A signifcant number injuries and
lives lost, damage and collapse of the
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following: buildings, lifelines and critical
infrastructures like schools and hospitals;
Disruptions of basic services;
Health and sanitation issues;
Business stoppage or interruptions and
loss of jobs;
Table 8: Summary of the Earthquakes Impacts to Sectors from a M7.2 Earthquake from the West Valley Fault
Core Elements Primary Hazards:
Faulting, shaking,
liquefaction, landslide
Primary Damage:
Building/Structural
Non-structural/Equipment
Primary Loss:
Life/Injury, Repair Costs, Function,
Communication/Control
Secondary Hazard/Damage:
Liquefaction. Landslide Fire, Hazmat,
Flooding
Secondary Loss:
Business /Operations Interruptions,
Market Share, Reputation
Population Shaking
Barangay Silangan
BF Homes Subd.
Brgy. Proper
South Cemetery
Petines
Filinvest II
Ugong Norte
Mercury
C5
Green Meadows
Acropolis
Eastwood Cyberpark
Libis
C. Atienza
C. Indusria
Barangay Blue Ridge B.
left side of bridge
Pansol
White Plains
Building Collapse
Residential /Commercial, Industrial,
Institutional, Reservoir
Schools (Brgy. Bagong Silangan ES/
HS)
Churches, Markets, hospitals
Roads & Bridges (C5)
Cracking, damage to La Mesa Dam
Expected % life loss - 3,000
(estimated)
Injured - 9,000 (Estimated)
3000 * 2 = 6,000
9000* 2 = 18,000
Estimated 16 * 5000 = 90000
students
1350 - injured, 67 deaths
Landslide
Payatas (open dumpsite)
Brgy. Bagong Silangan
Flooding
Disruption of:
Basic Services / Supply (food,
water, electricity)
Slowing down/stoppage of
business
Economic
Activity
Faulting & Shaking Damage to Malls, Condominiums and
Residences
Brgy Bagumbayan
Brgy White Plains,
Buildings Collapse
Brgy. Bagumbayan
Landslide
Brgy. Bagong Silangan, Brgy.
Batasan Hills
Informal Settlers
Food & Water Shortage
Communication & Power
Interruption
Access to
Income/Services
Ground Shaking
Bagumbayan
Escopa
Loyola Heights
Pansol
Old Balara
Batasan
Bagong Silangan
Damage to Balara Filter Plant & Main
Water Aqueduct
Damage to La Mesa Dam
Damage to Schools
Red: Bagong Silangan Elementary
School, Bagong Silangan High
School, Bagumbayan ES, OB ES
Orange: Payatas ES, Judge Cecilia
Palma ES, Batasan Hills ES, Balara
ES, Batino ES, T. Alonzo ES, JP Laurel
HS, Camp Aguinaldo, PV Kalaw,
Libis
Possible fooding of barangays along
Tullahan River
Informal Settlers
Fire Prone
Flash food
Loss of Lives (Mass casualties)
Water supply interruption
Health and Sanitation Problems ->
Disease Outbreak
Disruption of Health Services
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Faulting, shaking,
Primary Damage:
Building/Structural
Primary Loss:
Flooding
Secondary Loss:
Orange: Murphy HC, Camp
Aguinaldo Station Hospital, Quirino
Memorial Medical Center, Proj 4
HC, Villarosa Gen. Hospital, Escopa
HC, Payatas A. HC, Payatas B. HC,
Lupang Pangako, Commonwealth
Primary Damage - Bridges and Roads
Red: Brgy B. Silangan - Joyful
St.; San Mateo - Batasan;
Bagumbayan, Calle Industria
Damage to Health Centers &
Hospitals
Red: Pansol HC, Libis HC, B.
Silangan HC, Batasan Super
and Batasan Annex HC, Dona
Nicasia, Camarilla ES, Libis ES, Fort
Auignaldo ES, Belarmina Sports
Complex
Life lines are cut
Suspension of Classes
Mass Casualties (Death, Injuries)
Disease Outbreak
Loss of Lives
Injuries
Demand for services
Delayed Emergency Response dues
to inaccessible roads
Emergency
Management and
First Responders
Those affected by
primary hazards:
Blue Ridge B
Libis
St. Ignatius
Bagumbayan
Power Cut-off
Loss of Communication, Water Supply
Faulting along C5: Road Damage
Flyover Libis-Katipunan Collapse
Buildings and Hotels Collapse
Casualties/ Injuries
Loss of Lives
Work, school, suspension
Contamination of Waterways
Liquefaction in Brgy. Bagumbayan
Residential Fire
Industrial Fire (e.g. Gas station,
Factories)
Industrial & Chemical Leaks in
Bagumbayan
Residential Areas prone to landslide
Food/Medical Shortage
Security Threat (Chaos among
civilians), looting
Closure of business/transactions
Prolonged restoration of electrical
& water supply
Hampered PNP & other law
enforcement response
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Faulting, shaking,
Primary Damage:
Building/Structural
Primary Loss:
Flooding
Secondary Loss:
Institutional
and Land Use
Administrators
Bagong Silangan
Batasan Hills
Matandang Balara
Pansol
St. Ignatius
Blue Ridge B
White Plains
Bagumbayan
Ugong Norte
Libis
Roads & Bridges Damage
Building Damage
Government Offce, Churches
Batasan National HS, Batasan ES
B. Silangan ES, HS
QC PU
Ateneo & Miriam College
Lupang Pangako ES, Payatas A ES
Corazon Aquino ES
Daycare Centers
Health Care Centers
Private Schools
Hospitals
Brgy Halls
Commercial and Industrial
Establishments (in Libis)
Liquefaction
Batasan Hills
B. Silangan
Bagumbayan
Ugong Norte
Landslide
Matandang Balara
Batasan HIlls
B. Silangan
Fire
High-density areas, communities
Flooding
Access issues
Extra human loss
Fire following issues;
Peace and Order, Security Issues.
5.6.2 Consequences to Sector Output Exercise
2 for Earthquakes
Table 9 provides a list of recommendations from
participants to reduce the negative consequences
of a M7.2 earthquake from the West Valley Fault
movement to the diferent sectors. Te participants
from diferent departments and work stations from
QCG were assigned according to the sectors (Core
element) they service.
5.6.3 Consequential Analysis Output Exercise
for Floods
Table 10 provides a summary of the food related
impacts (consequences) to sectors as interpreted
by the QC TWG. Te QC TWG members
from diferent departments and work stations of
QCG were assigned according to the sectors (1st
column) they service.
About 66 barangays (out of 142) of QC
areas commonly near rivers: Tullahan, San
Francisco, Marikina, San Juan are food prone
Agreements based on the results were the
following:
Injuries and lives lost are less than
earthquakes;
Widespread evacuations;
Damage to roads, bridges and buildings,
lifelines and critical infrastructures like
schools and hospitals;
Widespread disruptions of basic services;
Health and sanitation issues; (ex.disease
outbreaks, water source contamination)
Business stoppage or interruptions and
loss of jobs;
5.6.4 Consequences to Sector Output
Exercise 2 for Floods
Te matrix provides a list of recommendations
from participants to reduce the negative
consequences of fooding to the diferent
sectors. Te QC TWG members from diferent
departments and work stations from QCG were
assigned according to the sectors (Core element)
they service.
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Table 9: Summary of Consequences to Sector of a M7.2 Earthquake Including Initial Recommendations to Re-
duce the Consequences
Core Elements Consequences to Sector of
M7.2 EQ
Initial Recommendation
Population 1. Loss of Life, Possible
injuries
2. Destruction of the
environment
3. Loss of properties or
infrastructure
1. Reduce % of deaths through increasing the level of awareness on
DRRM in the community
2. Greening the buffer zone of the fault line (5m on both sides)
3. Strict implementation of the National Building Code.
4. Relocation of the ISF located along the fault line
5. Proper Waste Management
6. Reduce risk by: Identifying hazards
7. Empowerment of the people
Economic Activity 1. Landslide
2. Roads & Bridges Damage
3. Shortage of Relief Goods
(Foods and Medicine)
1. Resettlement of I.S.F.
2. Construct EQ-proof bridges and all other roads and frequent
inspections
3. Pre-deployed relief good to strategic areas
Access to
Income/ Services
1. Casualties and injuries
2. Damaged school buildings
3. Damaged roads and
bridges
1. Preparedness Drills
2. Retroftting of treatment plants
3. Education
4. Advocacies
5. Capacitate vulnerable groups
6. Relocation
7. Train health personnel and community on frst aid, rescue and
water sanitation & hygiene
8. Capacitate community - provide emergency kits and logistics for
primary care services
9. Coordination & networking
10. Inspection of roads and bridges
11. Retroftting and repair
12. Identify alternative routes to transport people, supplies and other
needed resources
Emergency
Management and
First Responders
1. Landslide in Residential
areas (Brgy. Blue Ridge B
2. Civil unrest (Brgy. Libis
3. Chemical Leak (Fire)
1. Provide early warning signage
2. IEC (Trainings & Drills) materials
3. Relocation of ISFs from danger zones
4. Identifcation of evacuation centers
5. Prepare contingency plan on the part of PNP during civil unrest
6. Frequent exercise of fre and EQ drills
7. Conduct Barangay-Ugnayan
8. Identify the kinds of chemicals present
9. Contingency plan in cases of emergency, in coordination with QC
BFP
Institutional
and Land Use
Administrators
1. Depreciation of Land
Values
2. Structural Damage
(Infrastructure)
3. Disruption of government
services and operations
1. Conversion of Use
2. Repair and rehab (make the structures more resilient)
3. Strict Compliance & implementation of the National Building
Code and Zoning Ordinance
4. Review and revision of the CLUP
5. Identify areas where the services & operations can resume
Physical
Resources
1. Contamination of
waterways
2. Uprooting of trees
3. Accumulation of wastes
1. Invest on Earthquake-resistant drainage systems
2. Retroftting of treatment plants
3. Reinforcement of huge old trees
4. Continuous improvement of the existing disposal sites
5. Retroftting of roads
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Table 10: Summary of Flood Related Consequences to Sectors
Flood inundation
Primary Damage:
Building/Structural
Primary Loss:
Life/Injury, Repair Costs,
Function, Communication/
Control
Liquefaction. Landslide Fire,
Hazmat, Flooding
Secondary Loss:
Population 66 Barangays
District I -20
District II - 5
District III - 11
District IV - 11
District V - 11
District VI - 8
46% out of 142 Barangays
Affected Est. Population: 1.334
M
150 deaths (Based on
Ondoy)
Economic Activity Novaliches
Bagong Silangan
Batasan Hills
Bagumbayan
Sto Domingo
Talayan
Del Monte
Santol
Dona Imelda
Damayang Lagi
Kalusugan
Tatalon
Roxas
Masambong
San Antonio
Gulod
Structural Damage
Roads & bridges
Residential, commercial
structures
Drainage system
Rip-raps
Loss of lives & property
Loss of income & livelihood
Access to
Income/Services
Places near Tullahan River:
Capri
Gulod
Novaliches Proper
N. Nayon
North Fairview
Sta. Lucia
Brgys. Near San Francisco River:
Siena
Del Monte
San Antonio
Tatalon
Damayan
Talayan
Brgys near San Juan River
Tatalon
Dona Imelda
Damayan Lagi
Roxas
Brgy Pasong Tamo
Culiat
Vasra
Displaced Families
Casualties
Disease Outbreak
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Core Elements Core Elements Primary Damage:
Building/Structural
Primary Loss:
Life/Injury, Repair Costs,
Function, Communication/
Control
Liquefaction. Landslide Fire,
Hazmat, Flooding
Secondary Loss:
Along Marikina River/ San Mateo
Bridge
B. Silangan
Batasan
Payatas
Matandang Balara
Libis
Bagumbayan
Emergency
Management and
First Responders
Quick Rise of Flood Water
Flash Floods
Tatalon
Villa Espana
Araneta Avenue
Victory Avenue
Dona Imelda
Kapilingan Street
Betty Go Belmonte
Barangay Roxas
Gumamela
Waling-waling
Damayang Lagi
Calvary Hills
Area 5
Loss of lives
Damage/loss of priorities

Roads & Bridges Damage
Widespread evacuation
Damage to powerlines
Food/medicine shortage
Water-borne disease outbreaks
Electricity & water supply
Contamination of portable water
Stranded disruption of essential
services (e.g. transportation)
Suspension of classes
Institutional
and Land Use
Administrators
All barangays traversed by rivers
& creeks
Tatalon
Dona Imelda
Roxas
Tlayan
Bagong Silangan
Sta Lucia
Gulod
Structural damages
ISFs
Residential
Establishments
Commercial
Establishments
Drainage System
Ripraps
Bridges & Roads
Utilities (water & powerlines)
Loss of lives, properties &
livelihood
Outbreak of diseases
Contamination of water supply

Disruption of public services,
commercial activities
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Table 11: Summary of Consequences of Floods to Sector Including Initial Recommendations to Reduce Conse-
quences
Core Elements Consequences to Sector of M7.2 EQ Initial Recommendation
Population Affected Est. Population: 1.334 M
150 deaths (Based on Ondoy)
Full implementation of the QC Shelter Program
Intercity Flood Control Program
Recovery of easements
Strict implementation of RA 9003
Economic Activity 1. Loss of lives & damage to properties
2. Disruption of public services
3. Lifeline Disruptions (Communication,
water, power)
1. Provision of budget for livelihood (start-up budget for
livelihood)
2. Trainings for livelihood & income
3. Additional rubber boat, generators and relief goods
(food, medicine, clothes
4. Provision of evacuation areas
Access to
Income/ Services
1. Loss of lives and injuries
2. Health and Sanitation
3. Livelihood & Shelter
4. Lifeline are damaged
5. Unemployment
6. Mobility and Accessibility
1. Identify relocation sites/evacuation centers
2. Community-based trainings DRRM - First Aid Training
3. Involve NGOs
4. Budget Allocation
5. Basic Training, using indigenous materials/resources
6. Create livelihood programs for rehabilitation work
for food
Emergency
Management and
First Responders
1. Declogging of canals/drainages/rivers
2. Develop protocols on alert levels/ communication
during inclement weather (between brgys and
QCDRRMC)
3. Relocation sites of ISF located along riverways/creeks
4. Formulate contingency plan of barangay
5. Enhancement training & capacity building of BERT
6. Install CCTV & Flood markers to food prone areas
7. Ordinance for force evacuation
8. Increase capacity through accredited community
Institutional
and Land Use
Administrators
1. Structural Damages
2. Loss of lives, properties & livelihood
3. Presence of informal settlers along
rivers & creeks
1. Review & revision of CLUP & Zoning Ordinance
2. Locate activities & functions in food free areas
3. Strict implementation of the water code (3-M creek
easement)
Physical
Resources
1. Water Contamination (waterways &
portable water
2. Waste Accumulation
3. Damage to parks and wildlife
1. Strict monitoring of compliance of water companies
2. Construction of retaining wall & desiltation of rivers
3. Strict implementation of waste segregation policies
4. IEC on proper waste segregation
5. Desiltation & construction of retaining wall
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6. Defnition of Resiliency Strategies
Several steps were undertaken in order to defne
the resiliency strategies for Quezon City. Tey
are as follows:
1. Revisit the initial fndings and strategies
developed from the Situational Analysis of
the various DRRM elements such as LIA,
EM, LUP-CCS, and GIS with respect to the
results of the Hazards, Vulnerability, and
Risk Assessment and the Consequential
Analysis
2. Refne and confrm each strategy by
providing the rationale in the context of
reducing risk and building resiliency
3. Determine the implementation
requirements, establish responsibilities, and
timelines
4. Determine the priorities for implementation
Once the strategies have been defned, they
were subjected to validation by again using
the Strengths-Weaknesses-Opportunities-
Challenges tool.
37
Several workshop exercises
were conducted with the QC TWG to further
defne the resiliency strategies that incorporates
practical considerations for implementation.
Tese exercises are called SWOC II since
this is the second time where SWOC was
used to formulate strategies (the frst was
during the situational analysis of various
elements of DRRM). Tese series of exercises
were conducted from June to July 2013, as
summarized in the following:
Mainstreaming GIS in DRRM and SWOC
Exercise Workshop (June 20- 21, 2013) -
conducted with Project TWG to generate
appreciation of a good database and
37 See Annex 10.3 for the detailed results of the
SWOC II Analysis
encourage QCG to adapt best practices,
to provide a data template for usage in
DRRM and to verify proposed policy
recommendations through SWOC exercises
LUP-CCS Working Session with CPDO and
DPOS: Interpreting HVRA into Land Use and
Sectoral Parameters (July 5, 2013) - aimed
for the QCG to understand and validate the
HVRA report using a planning perspective
and propose strategies in addressing
development drivers and pressures that
contribute to UDRI parameters
SWOC Exercise on EM (July 28, 2013)
- carried out SWOC exercise with the
TWG to assess the citys capability in the
implementation of proposed Emergency
Management Strategies
LIA SWOC Workshop (July 11, 2013) -
intended to present to QCG recommended
strategies in improving institutional and
coordination mechanisms on DRRM
and assess the citys internal and external
environment in implementing the said
recommended strategies
LUP SWOC Exercise during the DRRMP
Writeshop(July 17-19, 2013) - carried
out SWOC II exercise with the QC
TWG to assess the citys capability in the
implementation of proposed Land Use
Planning and Management identifed
strategies
From these SWOC workshop exercises, key
strategies per DRRM element have been
identifed and presented in the following
sections. Tese strategies formed the basis for
developing DRRM programs, projects, and
activities (PPAs) as will be discussed in Section
7. Te PPAs were aligned along the four thematic
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areas of prevention and mitigation, preparedness,
response, recovery and rehabilitation.
6.1 Strategies for Improving Quezon Citys
Legal and Institutional Arrangements on
DRRM
LIA Strategy 1: Strengthen DRRM System
through the creation of the QC DRMMO cum
Emergency Operations Center (EOC) and
expansion of the DRRMC.
LIA STRATEGY 2: Put in place the
institutional mechanism for mainstreaming
DRR into the regular local development
planning, investment programming and
budgeting process.
LIA STRATEGY 3: Institutionalize HVRA
fndings and results.
LIA STRATEGY 4: Defne a legislative agenda
to support DRRMP implementation based on
HVRA fndings.
LIA STRATEGY 5: Invest in human resources
and training to support resiliency goals
through the development and adoption of a
comprehensive DRM capacity development
program and trainings specifc to their line of
responsibility for DRRMP implementation.
LIA STRATEGY 6: Monitor and evaluate
actions and performance.
LIA STRATEGY 7: Establish prioritization
criteria for LDRRMF utilization
6.2 Strategies for Improving Quezon Citys
Emergency Management System
Emergency Management STRATEGY 1:
Develop an Emergency Operations Center
(EOC) as the DRRMO command, control,
and communications (C3) center to manage
Quezon City disaster operations. Complete
construction and equipping of the new
Ofce (DRRMO) facility to include a state-
of-the-art Emergency Operations Center.
Te EOC must have the physical space
and technology requirements and human
resources to manage a major, sustained
disaster response and recovery operation
involving representatives from government
and civil society.
Adopt, institutionalize, activate and practice
the Emergency Support Function System
(ESF) to support the DRRMO C3 Center.
Quezon City should adopt and further
formalize the ESF System as part of its
command and control structure.

Adopt the Incident Command System as the
organizational system for the Emergency
Operations Center and the Emergency
Support Functions. Organize the DRRMO
according to the Incident Command System
and as mandated by RA 10121. Finalize
stafng pattern for the DRRMO and fll
positions with qualifed personnel.

Write the Emergency Response Operations
Plan that incorporates the concepts of the
EOC, ESF, and ICS international standards.
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Develop and institute a training program
under the new DRRMO organizational
structure in order to strengthen Quezon
Citys emergency management capacity.
Emergency Management STRATEGY
6: Develop and institute an Exercise and
Drill Program under the new DRRMO
organizational structure in order to
strengthen Quezon Citys emergency
management capacity.
6.3 Strategies for Developing and Sustaining
Quezon Citys Geographic Information Sys-
tem (GIS) for DRRM
GIS STRATEGY 1: Develop a Centralized
DRRM database system.
GIS STRATEGY 2: Develop data
management plan that specifes the data
required, data available and data to be
collected.
GIS STRATEGY 3: Develop data and
information sharing and access protocols
that govern the way transactions are
undertaken between the departments and
with other external organizations.
GIS STRATEGY 4: Develop capacity
building programs that focuses on training
staf in using GIS for disaster preparedness,
planning and response in the Disaster
Control Division of DRRMO
6.4 Strategies for Mainstreaming DRRM in
Land Use Planning and Construction Codes
and Standards
LUP-CCS STRATEGY 1: Establish, observe
and strengthen the institutional process for
mainstreaming DRRM in strategic panning
and land use planning formulation.
LUP-CCS STRATEGY 2: Strengthen
implementation process of suggested land
use management (LUM) strategies and
related PPAs that reduce earthquake and
food risks and build QC resilience.
LUP-CCS STRATEGY 3: Institutionalization
of HVRA Findings and Results for the Land
Use Plan, Comprehensive Development Plan
and Zoning.
LUP-CCS STRATEGY 4: Invest in human
resources and training to support Risk
Sensitive Land Use Planning (RSLUP)and
land use management as means for DRRMP
implementation
LUP-CCS STRATEGY 5: Develop a
Monitoring and Evaluation implementation
of the DRRMP
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7. Quezon Citys Disaster Risk Reduction and
Management Plan
7.1 General
7.1.1 Vision
Quezon City is envisioned to be a Quality City
with an empowered and responsive citizenry who
live in a sustainable, well planned, and structurally
sound environment with a vibrant economy under
progressive leadership.
38
7.1.2 DRRMC Functions, Members, Roles and
Responsibilities
39
RA 10121 mandates the creation of local disaster
38 Te descriptors of the QC DRRMP 2014-2020
were developed by the QC TWG during the DRRMP
Preparatory Workshop in April 2013 from which the
vision statement was developed in July 2013 during the
DRRMP Formulation Writeshop. Te vision statement
was fnalized in August 2013 afer the meeting with
the QC DRRMO Head of Ofce.
39 A new structure for the DRRMC has yet to
be created to be aligned with EO 5 Series of 2013 that
establishes the DRRMO.
management councils at the city and barangay
levels, the composition and functions of which
are clearly defned in the law. In compliance with
RA 10121, Executive Order No. 23 Series of 2010
was issued by the Mayor to organize the Quezon
City DRRMC. Furthermore, the EO defnes the
functions, composition, and the specifc roles
and responsibilities. Figure 27 presents the
Quezon City DRRMC Organizational Structure.
Te City Mayor, together with the City Vice-
Mayor, heads the Council and acts as the
Chairman and Vice Chairman, respectively. Te
Chairman shall direct all the necessary resources
in times of emergency while the Vice Chairman
shall provide the necessary legislative measures
on disaster risk reduction programs.
Te council has identifed nine (9) operating
teams with defned functions and specifc
tasks in DRRM. Tese are: (1) Health and
Sanitation; (2) Police and Security; (3) Relief
and Evacuation Center Management; (4) Rescue
and Recovery; (5) Rehabilitation and Relocation;
Figure 27. Quezon City Disaster Risk Reduction and Management Council (QC
DRRMC) Organizational Structure (pre-EO 5 S.2013)
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(6) Transportation Team; (7) Emergency Rapid
Assessment; (8) Fire; (9) Public Information.
Each team has an identifed implementing
ofce and attached implementing ofces. Te
council coordinates closely with CSOs and
NGAs for a more concerted efort and efective
implementation of the local DRRM plan.
Te Head of the Department of Public Order
and Safety (DPOS) was designated as the Action
Ofcer, who shall take responsibility in all phases
of disaster operations. An Acting Assistant
Department Head II who is concurrently the
Head of the Anti-Squatting and Relocation
Division supports him. Figure 28 presents the
organizational structure of the DPOS. Under
the DPOS are six (6) divisions: (1) Tricycle
Regulation; (2) Trafc Enforcement; (3) Security
Intelligence; (4) Disaster Control Division; (5)
Anti-Squatting Enforcement & Informal Settlers
Relocation; (6) Administrative Division. An ad
hoc Radio Communications Group is attached
to the Head of the DPOS.
7.1.3 DRRMO Functions, Roles and
Responsibilities
Formerly known as the Disaster Control
Division (DCD), the Quezon City Disaster
Risk Reduction and Management Ofce (QC
DRRMO) was instituted through Executive
Figure 28. Department of Public Order and Safety (DPOS)
Order No. 5 Series of 2013 as compliance to
RA 10121, which authorizes LGUs to establish
organizational units to implement their
development plans and programs to reduce
natural or human-induced risks or disasters.
Te rationale behind the inception of the QC
DRRMO is to serve as the implementing arm of
the QC DRRMC. Te role and position of QC
DRRMO in the QCG manifests this purpose. As
permanent primary ofce under the Ofce of
the Mayor, the QC DRRMO not only formulates
the implementation of a comprehensive
and integrated local disaster risk reduction
management plan (LDRRMP) but also sets
direction, implement and coordinate DRRM
programs and activities of the Quezon City
Government according to the National Councils
standards and guidelines.
In acting capacities, the QC DRRMO is headed
by a Head of Ofce and assisted by three (3)
ofcers, one each for the following three (3)
groups: administration and training, research
and planning, and operations and warning
40
.
Figure 29 shows the basic organizational
structure of the LDRRMO for Quezon City as
prescribed by the RA 10121.
Te Administration and Training group
40 KII with DPOS staf and functional chart
from DCD.
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organizes and conducts training and orientation
on disaster risk reduction and management within
the city. Tis group organizes, trains, equips and
supervises the city emergency response teams and
the community volunteers.
Te Research and Planning Group, on the
other hand, designs programs and coordinates
disaster risk reduction and management activities
consistent with the NDRRMC standards and
guidelines, formulates and implements a
comprehensive and integrated LDRRMP in
accordance with the national framework and
policies on disaster risk reduction in close
coordination with the BDRRMCs. Tey are
also tasked to prepare and submit to the City
Council, through the QCDRRMC and the Local
Development Council, the DRRM Plan and annual
investment plan, the proposed programming
of the LDRRMF, other dedicated disaster risk
reduction and management resources, and other
regular funding source/s and budgetary support of
the QCDRRMC/BDRRMC.
Te Operations and Warning group responds and
manages the adverse efects of emergencies and
carries out recovery activities in the afected area.
It is their duty to ensure that there is an efcient
coordination mechanism for immediate delivery of
food, shelter and medical supplies for women and
children. Tis group is also in charge of operating
a multi-hazard early warning system that provides
accurate and timely advice to city emergency
response organizations and to the general public
through PAISO and CCC, particularly radio,
landline communications, and technologies for
Figure 29. QC DRRMO Organizational Chart
communication with rural communities.
7.1.4 Emergency Support Functions (ESF)
To supplement the capabilities of the QC
DRRMO in fulflling its primary functions, EMI
introduced the Emergency Support Function
(ESF) system. Te purpose of the ESF is to
ensure the efectiveness of the QC DRRMOs
Emergency Management. Te ESF does this
by enhancing the emergency management
(EM) capabilities of Quezon City through the
involvement and support of other institutions.
Emergency managers, responders, planners,
decision makers and implementers of these
involved institutions are grouped according
to a specifed ESF based on the function/role
of their respective institutions. Each ESF has a
specifc scope/role/function and is comprised of
a Lead Agency and is supported by a number of
government (from diferent levels of governance)
and private institutions, known as Support
Agencies. Tis grouping of emergency support
functions is captured and documented in an ESF
Table. Te purpose of the ESF Table is to:
Facilitate an organized way to group the
institutions for response to disasters,
emergencies/incidents based on their
function;
Delineate the tasks, based on the 13 ESFs, to
a group of institutions;
Provide guidance for each institution on
their roles and involvement; and
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Show the extent or the roster of involved
institutions for Quezon City.
Te ESF Table as developed by the TWG defnes
roles and responsibilities for each function
related to emergency management. Together
with the ESF Table is Emergency Support
Function Matrix that assigns Lead Agencies
and Support Agencies. Te Lead Agencies are
responsible for developing an internal planning
process to document a short plan for carrying
out each Emergency Support Function during
response operations.
41

7.2 DRRM Priority Programs, Projects, and
Activities (PPA) for 2014-2020
Programs, projects and activities (PPAs) were
developed based on the key strategies identifed
by the QC TWG with technical inputs and
guidance from EMI. Te PPAs are aligned along
the four thematic areas of DRRM in accordance
with the National DRRM Plan. In the PPAs,
projects are classifed into immediate-term,
short-term, and medium-term. Te classifcation
establishes the priority for investment by
Quezon City in terms of their urgency and
importance to reducing risks and building
resiliency. A further description of these criteria
for prioritization is found in Table 12.
Table 12: Criteria for Prioritizing Projects
Immediate-Term
(Critical)
These are classifed as critical
projects that must be implemented
immediately. Advancement or
moving DRRM agenda forward is
impossible without these projects.
The consequence of their non-
implementation will create a major
liability to Quezon City.
41 See Annex 10.1 and 10.2 for the full descrip-
tion and details of the ESF Table and Matrix
Short-Term
(Important)
These are classifed as important
projects that must be done and
implemented within 1-3 years
to create the foundation and
infrastructure for DRR, which shall
address signifcant vulnerability.
Medium-Term
(Relevant)
These are classifed as relevant
projects that should be done and
implemented in the next 4-6 years
to improve DRR in the medium- to
long-term even with the limitation
of resources.
Te succeeding sections provide a summary of
the priority programs and projects per DRRM
thematic area. A full listing of detailed activities
per project is also listed which include indicative
budgets for some items.
7.2.1 Mitigation and Prevention
7.2.1.1 Mitigation and Prevention Program
1: Strengthening Quezon Citys Legal and
Institutional Arrangements for DRRM
Mitigation and Prevention Projects Priority
Strengthening of the DRRM System
through the creation of the QC
DRRMO and expansion of the
DRRMC
Immediate
Institutionalization of HVRA fndings
and results
Immediate
Development and adoption of
a comprehensive DRM capacity
development program and trainings for
QC departments
Immediate
Monitor and evaluate actions and
performance on DRRM
Immediate
Mainstreaming DRR into the regular
local development planning, investment
programming, and budgeting process
Short-term
Defning a legislative agenda to
support DRRMP implementation
based on HVRA fndings
Short-term
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7.2.1.2 Mitigation and Prevention Program 2:
Mainstreaming DRR in Land Use Planning and
Land Use Management
Formulation of a Communications Plan
to institutionalize HVRA within QC and
for planners, engineers, owners, land
development developers/real estate
developers (with focus on hotspot
areas)
Immediate
Mainstreaming DRR in the 2010-2030
Comprehensive Land Use Plan (CLUP)
Short-term
Consultation Workshops for Pilot
Project identifcation and Feasibility
of Selected Land Use Management
Methods for food and earthquake risk
reduction.
Short-term
Development of a program for
improving QCG capacity and
expertise in building and infrastructure
construction project development
permitting, monitoring and evaluation
Short-term
Restructuring existing monitoring and
evaluation program for stakeholder
response(s) to and development
impacts of QCG projects on DRRM
Short-term
Pilot projects on Preferred LUM
methods of mainstreaming DRRM (e.g.
development regulations, zoning EQ
hazard areas, foodway zoning and set-
backs, fre zones)
Short-term
7.2.1.3 Mitigation and Prevention Program 3:
DRR for Critical and Essential Facilities
Program for Identifcation, Feasibility
Studies of Critical and Essential
Facilities for seismic retroftting
Medium-term
Piloting projects for retroftting of
essential and critical facilities
Medium-term
7.2.1.4 Mitigation and Prevention Program 4: -
Construction and reinforcement of food walls
in waterways based on risk impact assessment
to ensure its resistance to hazards
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Mitigation and Prevention Program 1: Strengthening Quezon Citys Legal and Institutional Arrangements for DRRM
Projects Activities Outputs Responsible
Agency
Indicative
Budget
Timeline
Strengthening the
DRRM System
through the
creation of the
QC DRRMO and
expansion of the
DRRMC
Approve ordinance creating the
DRRMO.
City Ordinance Lead: DRRMO,
Mayors Offce,
Department
Heads, and City
Personnel
Support: Budget
Department,
DBM, and Civil
Service

within 6-12
months
Approve establishment of personnel
complement of DRRMO.
Approval
Document by
the DBM
within 2 years
Create an EO identifying new
members of the DRRMC.
Executive
Order (EO) by
City Mayor
within 1-2
months
Create an EO or Memo/Offce
Order to detail QC personnel to
DRRMO to function on an interim
basis (refer to the ESF for possible
positions/personnel).
Executive
Order (EO) by
City Mayor
DRRMO Action Offcer and City
Personnel Offcer with the Chief of
Staff (OCM) to develop DRRMO
staffng and conduct Organizational
Development (OD) study for
creation of positions, duties and
responsibilities, qualifcation
standards.
within 3-6
months
Mainstreaming
DRR into the
regular local
development
planning,
investment
programming, and
budgeting process
Create an EO making QC DRRMO
an automatic member of the Local
Development Council (LDC).
Lead: DRRMO,
CPDO
Support: Budget
Department,
CDC, LDC,
DILG, etc.
within 1 year
Interface QC DRRMO with the
sectoral and functional committees
of the LDC.

Ensure the integration of HVRA
results into the CDP/LDIP/AIP.
Updated CDP immediately
Determine the timing of the activities
to formulate the DRRMP and make
it sync with the CDP/LDIP/AIP
formulation process.
Schedule of
CDC meeting,
CDP updating,
letter/invitation
from CDC
Secretariat to
DRRMO
immediately
Create mainstreaming internal
guidelines.
Guidelines within 2 years
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Agency
Indicative
Budget
Timeline
Institutionalization
HVRA fndings and
results
Make HVRA and Risk Atlas
information public by distributing
copies to the barangays and making
it available online via uploading in the
QC website.
At least 142
copies of the
Risk Atlas
Lead: DRRMO
Support:
Mayors Offce,
City Personnel
(Facilitator),
and IT
within 6
months
Internally and externally disseminate
the City Risk Profle and Risk Atlas
(with prioritization of hotspot
barangays for earthquake and
foods).
within 1 year
Ensure internalization and utilization
of HVRA information for planning
purposes at the city and barangay
level.
Actual conduct
of training,
training module
within 3
months
Use HVRA data for preparedness
focusing on hotspot barangays.

Hold seminars and workshops to
review, comprehend, and assimilate
the fndings and results of the HVRA
and Risk Atlas.

Update the HVRA every 3 years and
complete the HVRA study for other
hazards.
Other HVRA
studies (e.g. fire,
landslide, etc.)
Procurement
expenses of
other firms to
conduct study
(if needed)
Defning a
legislative agenda
to support DRRMP
implementation
based on HVRA
fndings
Initially draw up a list of proposed
legislative priority measures
based on HVRA and DRRMP
recommendations (by the DRRMC).
List of priority
legislative
measures;
Memo/letter
to various
departments
(members of
DRRMC) or per
ESF requesting
inputs to
DRRM-related
legislation
Lead: DRRMO
Support: ESFs
and Vice Mayor
within 3-6
months
Present initial list to the LDC sectoral
and functional committees.
within 6-12
months
Draft proposed ordinances to
potential City Councilors.
Present HVRA fndings to the
Sangguniang Panglungsod.
Memo/letter
from DRRMO
for HVRA
dissemination;
Memo from
DRRMO to the
Vice Mayor to
the 19th City
Council; HVRA
copies and
presentation
within 1-2
months
Consider ordinance to make
hotspots as environmentally critical
areas.
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Indicative
Budget
Timeline
Development
and adoption of
a comprehensive
DRM capacity
development
program and
trainings for QC
departments
Each department should draw
up technical training, drills, and
exercises agenda to comply with the
requirements of the law.
Identifed
training
activities/priority
measures for
ESFs by the
DRRMO
Lead: DRRMO
Support:
Mayors Offce
and Personnel
Department
(Facilitator)
within 3-6
months
Include training needs or other
sectors (not only the initially
identifed specifc training needs
for GIS/ICT and EM) on proposed
LDRRMP

Monitor and
evaluate actions
and performance
Identify M & E tools being used and
required by NDRRMC, DILG, and
other offces.
Copy of DILG
form
Lead: DRRMO
Support: Budget
Offce, COA,
CPDO, Mayors
Offce and all
Departments
immediately
Organize a small working group to
set up M & E system for QC DRRM.

Formally adopt the M & E system for
implementation via an Offce Order
or Executive Order of the Mayor.

Assign dedicated staff for M & E at
the DRRMO.

Formulate guidelines for fnancial M
& E.
DRRMF
Utilization
Guidelines
within 3-6
months
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Mitigation and Prevention Program 2: Mainstreaming DRR in Land Use Planning and Land Use Management
Agency
Indicative
Budget
Timeline
Mainstreaming DRR
in the 2010-2030
CLUP
Establish, observe and strengthen
the institutional Process for
mainstreaming disaster risk reduction
and management in strategic
planning and land use planning
formulation. Ensure that the next
CLUP and CDP will be risk-sensitive.
Addendum
to CLUP -
Ordinance from
City Council;
Workshop
outputs
Lead: Mayors
Offce, CPDO,
QC DRRMC,
CDC, and
DRRMO
Support:
Committee on
Land Use and
Housing
P500,000.00 within 1
year
The framework for mainstreaming
DRR should be fnalized and
harmonized with existing guidelines
from HLURB and DILG:
Revisit the vision statement and
consider vision descriptors on
resilience and safety;
Checklist;
Addendum to
the CLUP - DRR
Mainstreaming
Framework
Land use and sector situational
analysis (in CDP) should be
reviewed with the inputs from
HVRA, workshop outputs
on consequence analysis,
implications of risk to land use
planning and sector planning
(e.g. health and sanitation, safety,
infrastructure and transport,
poverty, housing, hazardous
areas, education). A work plan
should be developed by CPDO
for that purpose;
Establish emergency
management objectives and
requirements for space and
locational requirements for
staging, emergency routes and
evacuation sites (through SSDD
and barangays) that should be
incorporated in the formulation
of the CLUP

Further review and modify the
goals, objectives, development
strategies, policies in view
of the risk information and
interpretations;
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Timeline
Consider LUM methods
identifed in DRRMP in the
development of alternative
spatial strategies, and preferred
spatial strategies for identifed
growth and non-growth
areas, corridors, special urban
development sites and open
spaces to reduce and manage
risks in these areas (Focus of
LUM strategies concern open
space provisions, improved
vehicular and pedestrian access
in congested areas, provision of
easements and right of ways,
siting requirements of new
buildings and infrastructures in
view of hazards and risks).
Review advisory from Mines and
Geosciences Bureau (MGB) on
occupation of landslide prone areas.
Updated
maps with
technical reports;
Addendum
to CLUP -
Ordinance from
City Council
P200,000.00 every year
Consultation
workshops for
Pilot Project
Identifcation
and Feasibility of
Selected Land
Use Management
Methods for food
and earthquake risk
reduction
CPDO to arrange internal as well as
external dialogues to identify, discuss
the implementation problems
and issues, and develop potential
solutions to remove impediments
of suggested land use management
strategies for food and earthquake
risk reduction in QC. These
consultations should involve internal
departments (including legal, building
offcial and others), and external
stakeholders (e.g., developers,
academe, media, NGOs, Insurance,
etc.).
Ordinances,
Workshop
Outputs,
Compendium of
Best Practices,
CDC-DRRMC
Agreements
and Operational
Guidelines
Lead: Budget
Offce, BOC,
CDC, CPDO,
CRO, DRRMO,
Engineering,
EPWMD, ITDO,
Mayors Offce,
and PDAD
Support:
Invite academic institutions, and/
or specialized scientifc/technical
organizations or NGOs with
expertise in zoning and building
code implementation to conduct
research on LUM implementation
(e.g. a review of current zoning
with regard to FAR, building height,
density of use and occupancy
in areas where intensities of
earthquakes and foods are most
severe) and to propose scheme and
approaches for implementation of
building codes, zoning ordinances,
and other development control
measures.
Workshop
Outputs,
Guidebooks on
Best Practices,
and Feasibility
Studies
Invite land use planners, scientists,
engineers, and other experts from
different disciplines and to conduct
educational feld trips within and
outside the country to draw
out workable arrangements in
implementing the LUM methods.
Study Grants
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Agency
Indicative
Budget
Timeline
Formulating a
Communications
Plan ( IEC) to
institutionalize
HVRA within QC
and for planners,
engineers, owners,
land development
developers/real
estate developers
(with focus on
hotspot areas)
Formulate a communications plan
to institutionalize HVRA within QC
and for planners, engineers, owners,
and other stakeholders in QC, which
covers the following:
Entry points: permitting
process, environmental impact
assessment, and the CLUP
formulation;
IEC campaign on how to: (1)
advise developers, owners
(non-engineered structures,
titled), and those affected
by hazards and risks; (2)
communicate hotspots (3)
better infuence engineers and
planners to strictly follow the
building code;
RSLUP awareness-raising to
policymakers;
Internal trainings, workshops,
and meetings.
Communications
Plan (IEC
materials);
Ordinances
strengthening
integration in
plan formulation
and plan
implementation/
enforcement
Lead: DRRMO,
CCC, and
PAISO
P5,000,000.00
per barangay
(P33,000,000
for 66 priority
barangays)
within
6-12
months
Develop a clear plan and process
for stakeholder participation,
involvement in IEC for building
resiliency. For example:
Make the HVRA and Risk
Atlas information public via the
Quezon City website and other
means;
Disseminate the City Risk
Profle and Risk Atlas internally
and to the external partners;
Ensure that the HVRA
information is internalized and
utilized for planning purposes at
the city and barangay level;
Use HVRA data for
preparedness focusing on
hotspot barangays.
IEC materials,
dialogues
Updates on
social media
Delivery of
copies of Risk
Atlas
Workshops/
Seminars for
action planning
Program for
improving QCG
capacity and
expertise in
building and
infrastructure
construction,
project
development,
permitting,
monitoring and
evaluation
Each department to draw up
technical training, drills and exercises
agenda per department to comply
with the requirements of the
RA10121 law.
Training for
inspection,
inventory of
engineered
and non non-
engineered
structures,
trainer's training,
and Training
Needs Analysis
Lead: Mayors
Offce, CPDO,
Engineering,
CTAO, DBO,
DRRMO,
Personnel
Department,
and Budget
Department
P10,000,000 within 3
years
Refocus trainings, allocate manpower
and materials, equipment on building
inspections, permitting process
as specifed in the building code,
improvement of enforcement of
building construction codes and
standards, development controls.
Equipment for
testing building
materials
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Budget
Timeline
Offer incentives for trainings,
graduate studies on civil/structural
engineering, risk sensitive urban
planning and green building and offer
contract of service to recipients in
return.

Go on educational feld trips to
observe and learn from other
megacities on how they deal with
disaster risk reduction through land
use and strategic planning.
IEC materials,
dialogues
Establish group for Research and
Development
Updates on
social media
4.5 Restructuring
existing M& E
Program for
stakeholder
response(s) to
and development
impact(s) of QCG
projects on DRRM

Utilize goals, objectives and targets
set in the sectoral plans (CDP) as
means of evaluating project outputs
accomplishment and determining
whether desired changes or impacts
were in fact accomplished (as
prepared by the CPDO, Engineering
and DBO and other offces).
M & E Tools
(forms and
criteria)
Lead:
Engineering,
CPDO, DBO,
City Council,
and Budget
Department
P50,000.00 within 1
year
CDP sectoral working groups to
set up the M and E system for
DRRM and identify and quantify
logistical requirements for budget
support (e.g. TWG members from
Engineering, DBO,CPDO can
develop the M & E requirements
around the CDP and LUP
strategies and PPAs such as building
and infrastructure resilience to
earthquake and food DRRMP). The
M& E plan should tackle, among
others:

> Draft an offce order or executive
order of the Mayor to formally
adopt regular accomplishment
reporting as part of the DRRM M &
E system for implementation.
Offce Order/
EO
> Ensure that the PPAs identifed
for the prioritized strategies are
packaged into the CDP/LDIP /AIP.
Checklist
> QC Engineering and Building
Offcials (DBO) to take special roles
on how to improve enforcement
of building construction codes and
standards, better reporting and
documentation, which should be
made public.
Report
> DBO to make recommendations
to correct structural and non-
structural defciencies (e.g. a third-
party certifcation for structural and
non-structural quality if a building
structure is more than ten (10) years
old and especially those located in
hotspot areas.)
Report
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Budget
Timeline

> Make record keeping of newly
applied permits and building
permits issued more effcient to
allow a scientifc analysis of building
vulnerability and risk.
Building
database
> Consider special building design
and construction consideration for
areas with very high earthquake
severity.
Workshop
outputs
> Enforce Ordinance No. SP-
1800, S-2007 ordinance regulating
construction, repair, modifcation,
and demolition of buildings and
structures, including illegally
constructed, abandoned, dangerous
or unfnished buildings and
structures in QC (e.g. at a minimum,
buildings should be identifed and
listed publicly).
> Make clear process of identifying
and penalizing the owners of
structures that pose hazards to
the community and tackle issues
on notifcation of building code
violations to order compliance from
the developers and owners (by
the QCG) (e.g. dilapidated public
and private buildings, unfnished
buildings).
Report
> Put in place a timeline for Green
Building Technologies to be utilized
in future constructions and land
development.
Revision of
primer to
include existing
structures
Pilot projects on
preferred Land
Use Management
Methods (e.g.
development
regulations, zoning
EQ hazard areas,
foodway zoning
and set-backs, fre
zones)
Ensure that development
regulations/measures are
incorporated in the new CLUP and
Zoning Ordinance. Some of these
will require additional studies (e.g.,
Fire zones):
Review and Revision of Zoning
(and integrate risk information);
Zoning special EQ hazard areas,
use of buffer zones, fault set-
back regulations;
Special hazard area, foodway
set-back regulations;
Fire zones are established
Ensure mitigation in capital
improvements program;
*Inter-city food control program
*Desiltation of rivers
Identify places where hazardous
materials are stored and
processed.
Feasibility
studies,
workshop
reports, and
dialogues
Lead:
Engineering,
CPDO, DBO,
City Council,
Budget
Department,
DRRMO,
EPWMD, and
PDAD
P5,000,000.00
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Agency
Indicative
Budget
Timeline
Land and Property Acquisition:
Relocation & resettlement sites
for ISF;
Open space for easements and
safer sites;
Acquisition of open space/
undeveloped lands for
mitigation.
Information Dissemination:
Increase level of awareness on
DRRM;
Street furniture, markers,
CCTVs for evacuation
purposes.
Mitigation and Prevention Program3: DRR for Critical and Essential Facilities
Agency
Indicative
Budget
Timeline
Program for
Identifcation,
Feasibility Studies
of Critical and
Essential Facilities
for Seismic
Retroftting
Identify Critical and Essential Public
facilities that need to be surveyed
including criteria.
Checklist and
prioritization
criteria
Lead: CPDO,
Engineering, and
DRRMO
Establish Priorities for Survey
Starting with Hotspot Barangays.
Piloting projects
for Retroftting
of Essential and
Critical Facilities
Undertake Building Survey through a
long-term program (5 years).
Inventory,
Survey Reports
Lead: CPDO,
Engineering, and
DRRMO
P10,000,000.00
(per year)
within 6
years
Based on Outcome of the Survey,
determine which buildings should
be retroftted, or demolished and
replaced.
Establish a Special
Program within
Engineering or
CPDO to manage
and undertake the
program
Undertake feasibility studies and
pilot studies for Retroft of Essential
and critical facilities.
Feasibility, pilot
studies
Lead: CPDO,
Engineering, and
DRRMO
Establish a multi-disciplinary
team (architects, engineers, and
administrators to manage the
program.
Institutional
Arrangements
for established
special team
Learn from the pilot applications
to set up a long-term program of
retroft.
Report
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Mitigation and Prevention Program 4: Introducing Urban Rejuvenation and Urban Redevelopment for DRR
Agency
Indicative Budget Timeline
Riverside
Redevelopment
Plan to include
Land and Property
Reacquisition such
as salvage zones,
relocation and
resettlement siting,
food protection and
food management
Establish Risk-Sensitive Urban
Redevelopment/Urban Rejuvenation
as a new practice within CPDO.
Risk-sensitive
Urban
Redevelopment/
Rejuvenation
Plan, Studies,
Criteria for
Redevelopment
Lead: CPDO,
Engineering,
and DRRMO
P15,000,000.00
Undertake training for Planners,
Architect and Engineers on RS-
Urban Rejuvenation, including study
tours and learning feld work in the
Philippines and Abroad.
Develop Internal Standards for
Urban Rejuvenation /Urban
Redevelopment.
Pilot studies on
Interior Areas for
Urban Rejuvenation
and Redevelopment
especially on
Hotspot Areas
Use HVRA Results as well as
Hotspots to determine areas that
are most suitable for RS Urban
Redevelopment.
Studies Lead: CPDO,
Engineering,
and DRRMO
Undertake Pilot Studies in RS Urban
Redevelopment
Selection
Report
Establish a city-wide
Risk Sensitive Urban
Redevelopment
Program (based on
experience from the
Pilot Application)
Prepare a Risk-Sensitive (RS) Urban
Redevelopment Plan with specifc
vision, goals, objectives, PPA, and
budget.
Risk Sensitive
Redevelopment
Plan
Lead: CPDO,
Engineering,
and DRRMO
Have the RS-Urban Redevelopment
Plan endorsed by the leadership
and adopted by the City Council.
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7.2.2 Preparedness
To efectively anticipate, respond to, and recover
from the impacts of likely, imminent of curent
hazard conditions, these projects and activities
are carried out within the context of DRRM
and aims to build the capacities needed to
efciently manage all types of emergencies.
Orderly transitions from response to recovery
is made possible due to preparedness. Te
following are the projects and activities planned
for this efect:
7.2.2.1 Preparedness Program 1: Strengthening
Quezon Citys Emergency Management System
Preparedness Projects Priority
Development of a state of the art
EOC
Immediate
Adoption, institutionalization, activation
and practicing the ESF system
Immediate
Adoption of the Incident Command
System
Immediate
Development of the EOP Immediate
Development and institutionalization
of an EM System training program
Immediate
Development and institutionalization
of an EM exercise and drills program
Medium-term
Incorporation of Land Use
Management Interventions in
improving emergency management
Medium-term
7.2.2.2 Preparedness Program 2: DRRM
Geospatial Database Development
Development of a Centralized DRRM
database system
Immediate
Development of data management
plan which specifes the data required,
data available and data to be collected
Immediate
Development of a solution based two-
tiered GIS software solution
Immediate
Establishment of a city-wide
interdepartmental Technical
Coordinating Committee
Immediate
Development of data and information
sharing and access protocols that
govern the way transactions are
undertaken between the departments
and with other external organizations
Immediate
Development of capacity building
programs that focuses on training staff
in using GIS for disaster preparedness,
planning and response of DRRMO
7.2.2.3 Preparedness Program 3: Preparation
of Contingency Plan for Each Department and
Function of QC
Development of QC-specifc
contingency plan templates
Immediate
Training for and completing
department contingency plans
Immediate
Review of the department contingency
plans and development of city-wide
contingency plans
Immediate
7.2.2.4 Preparedness Program 4: Stockpiling of
basic emergency supplies
7.2.2.5 Preparedness Program 5: Procurement
of Communication Equipment to strengthen
the QC DRRMCs communication resources
and capacity for disaster risk management on
the ground
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Preparedness Program 1: Strengthening Quezon Citys Emergency Management System
Agency
Indicative
Budget
Timeline
Development of a
state of the art EOC
Review the proposed EOC
building design on the space
requirements.
Recommendations
on the design/layout
of the building
Lead: DRRMO
Suport: Mayors
Offce, Building
Department,
Engineering
Department,
CHO, SSDD,
GSD, QCGH,
PRC, EPWMD,
RCS, PAISO,
Assessors,
CPDO, HCDRD,
GADRCO,
QCBFP, and
QCPD
P30,000.00 within 3
months
Revise the layout/design of
the EOC and make provisions
for space and communication
requirements for approximately
100 personnel (including
estimated 84 operations and
decision makers and 16 support
staff):
ESF liaison (~15);
QC-DRRMC (~20);
DRRMO/DPOS/DCD
Operations Control Room
staff (~25);
> Additional Support Staff:
Technical, Facilities, and
Security (~16).
Revised layout by
the Special Design
Group
Approval of the
revised design by
DRRMO
Make provisions for
accomodating a dedicated room
and communication equipment
for:
Radio Communication
Services (~15);
Joint Information Center for
Media (~15);
Chair Person/Action Offcer,
Deputy, and Staff (~4).
Organize the Operations
Control Room into the ICS by
making space and equipment
provisions for Admin and Training
(including Finance), Operations
and Warning, and Research and
Planning Sections.
Provide back-up power systems.
Conduct series of meetings for
the implementation of the EOC
Design.
Documentation of
the changes in the
agreements made
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Agency
Indicative
Budget
Timeline
Adoption,
institutionalization,
activation and
practicing the ESF
system
Draft a new ordinance or
executive order formally
adopting the ESF system.
City Ordinance Lead: DRRMO
Support: all
ESF member
institutions
(please refer to
ESF Table)
P1,000,000.00 within 1
year
Complete SOP procedures per
13 ESFs after completion of QC
Basic Plan (by March 31, 2014).
ESF (13) Annexes
Defne roles and responsibilities
for disaster functions within the
international ESF system.

Develop policies to partially
activate the ESF structure
for various levels of disasters
(according to the required EOC
support resources).
Memorandum
of Understanding
(MOU)
Establish formal linkages with
external agencies/service
providers involved with the ESFs
through MOUs
Adoption of the ICS Review proposed QC
organizational realignment
to comply with QC Incident
Command System (ICS).
Lead: DRRMO
Support: Mayors
Offce, Building
Department,
Engineering
Department,
CHO, SSDD,
GSD, QCGH,
PRC, EPWMD,
RCS, PAISO,
Assessors,
CPDO, HCDRD,
GADRCO,
QCBFP, and
QCPD
Implement ICS organizational
structure into the EOC and ESF
systems.
Implement ICS training programs
for all EOC and ESF personnel as
well as executives.
Training Plan
(include TNA
results); Module/
Curriculum
Development; Pool
of Trainors (TOT)
from ESF members
P2,000,000.00
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Agency
Indicative
Budget
Timeline
Development of the
EOP
Continue in-place planning
process with all key departments
to create the EOP.
Quezon City
Emergency
Operations Plan
(EOP)
Lead: DRRMO
Support: TWG
Members
Identify a pool of writers to
draft the 7 key elements of
the Basic Plan (as prescribed
by international standards).
*Members of the TWG will
review the draft documents
and series of meeting will be
conducted to consolidate the
parts of the Basic Plan.
Refect and incorporate
the mandated DRRMO
organizational structure through
development and exercise of a
city-level EOP (as prescribed by
international standards).
Training in and exercising of
updated plans should be part of
the planning process.
Make fnal plan offcially
sanctioned by gaining the
approval of the City Mayor.
City Ordinance of
the approved EOP
P1,500,000.00
Conduct orientation at the
barangay level on realigning the
city-level EOP in the BDRRM
Plan.
City-wide barangay
level orientation
reports
P150,000.00
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Agency
Indicative
Budget
Timeline
Development and
institutionalization
of an EM System
training program

Review the local and
international "recommended"
trainings.
Training Program
(to include
TNA, module
development,
documentation, etc.)
Lead: DRRMO
Support: Mayors
Offce, Building
Department,
Engineering
Department,
CHO, SSDD,
GSD, QCGH,
PRC, EPWMD,
RCS, PAISO,
Assessors,
CPDO, HCDRD,
GADRCO,
QCBFP, and
QCPD

P20,000,000.00 within 2
years
Design and implement an EM
system-training program (by July
2014 to coincide with the EOC
completion).
Enhancement of the Barangay
Emergency Response Team
(BERT) through training.

Develop and
institute EM exercise
drills and programs
Plan and execute drills and
exercises (by outside experts).
Drill Reports
(including post-drill
evaluations)
P2,000,000.00 within 1
year
Mobilize and coordinate internal
organizations and external
stakeholder groups.

Base priority exercises at the
'hotspot' barangays identifed in
the HVRA.
Incorporate Land
Use Management
Interventions
in improving
emergency
management
Develop escape routes and open
space for emergency.
MOU with the
private sector
no budgetary
requirement
Identify escape routes and open
space for emergency;
Identify evacuation areas in the
barangays.
1.7.2 Identify redundant systems
(e.g. alternative routes to
transport people, supplies and
other needed resources).

Preparedness Program 2: DRRM Geospatial Database Development
Agency
Indicative
Budget
Timeline
Develop a
Centralized DRRM
database system
EMI to provide DRGS Database,
HVRA Report, City Risk Atlas to
Project Directors (DRRMO and
CPDO).
HVRA Report and
City Risk Atlas by
EMI
Lead: DRRMO
Support: ITDO,
CPDO
within 1
month
DRRMO to serve and be approved
as Action Offcer of QC DRRMP
and Data Custodian by GIS-
Technical Coordinating Committee
(TCC)

DRRM Member Offces to serve
as custodians of their own data at
department level.
Data Handling
Protocol
Develop data
management plan
which specifes the
data required, data
available and data to
be collected
EMI to provide SDI checklist of
proposed data to be included for
DRRMO.
Database (SDI)
from EMI
Lead: EMI
Support:: ITDO,
CPDO
within 1
month
DRRMO to identify data to be
updated and that is required but not
available.
DRRMO to inform DRRM Member
Offces of required data to be
produced and updated.
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Agency
Indicative
Budget
Timeline
DRRM Member Offces to collect,
process, and update data.
DRRM Member Offces to provide
required and updated data with
proper documentation based on
metadata standards.
DRRMO to update checklist and
post data in centralized database.
Develop a solution
based two-tiered GIS
software solution
Indicate a protocol that will require
GIS data to be in a universal format
(shapefle) in the communications
section of the EOP.
EOP Provision Lead: DRRMO
Support: ITDO
no budgetary
requirement
Establish a city-wide
interdepartmental
Technical
Coordinating
Committee
Draft an EO creating the GIS-TCC
and specifying the membership (to
include the DRRMO).
Executive Order
(EO)
Lead: Mayors
Offce, ITDO
Support:
DRRMO
no budgetary
requirement
Develop data and
information sharing
and access protocols
that govern the way
transactions are
undertaken between
the departments and
with other external
organizations
Directly connect DRRM Offces to
DRRMO (Data Custodian).
EOP
Communication
Protocol (to
incorporate
provisions in the left
column)
Lead: DRRMO
Support: Mayors
Offce, Building
Department,
Engineering
Department,
CHO, SSDD,
GSD, QCGH,
PRC, EPWMD,
RCS, PAISO,
Assessors,
CPDO, HCDRD,
GADRCO,
QCBFP, and
QCPD
DRRMO must house the data
(databases, maps, reports,
assessments) in a shared network as
Data Custodian.
DRRMO must have a back-up
of data via one-way (forward
connection) to ITDO.
DRRMO must have direct
connection to e-GIS (ISSP) DRRM
component (e.g. cloud/web service).
Barangays must have direct
connection to e-GIS DRRM
component.
Public (QC constituents) must have
a one-way (forward connection) to
e-GIS.
DRRM Member Offces must
upload required data to DRRMO
(Data Custodian).
GIS-TCC must regulate data access
of DRRM Member Offces via
creation of a pre-determined list of
offces who may access data other
than their own.
DRRMO must have full data access
and distribute data required for
emergency response (special
powers is to be bestowed upon by
GIS-TCC).
DRRMO must provide data
to ITDO for back-up and data
security purposes.
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Agency
Indicative
Budget
Timeline
DRRMO must upload data in
e-GIS DRRM component and have
full data access provided by the
barangays.
e-GIS must provide functionality and
greated access to DRRM-related
data for barangays (e.g. enabling
them to provide DRRM information
about their barangays).
e-GIS must provide pre-determined
DRRM information to constituents.
Develop capacity
building programs
that focuses on
training staff in using
GIS for disaster
preparedness,
planning and
response in the
DRRMO
DRRMO must be prioritized in
capacity building.
Training of
DRRMO
Lead: ITDO,
DRRMO

within 1-2
months
DRRMO must have the software,
hardware, IT infrastructure and GIS
training to perform their functions.
IT Infrastructure within 2
years
Capacity building must include one
contact point per DRRM Member
Offce.
Trained Personnel
per DRRM Member
Office
P1,000,000.00 within 2
years
Establish IT infrastructure (shared
network) to electronically connect
to the e-GIS DRRM components
of ISSP.
Established Shared
Network
for 2015
budget
Preparedness Program 3:
Preparation of Contingency Plan for Each Department and Function of QC
Agency
Indicative
Budget
Timeline
Develop a template
for a Contingency
Plan that is specifc
to QC
Review national guidelines for
Contingency Plans and samples
from other cities.
Compilation of
national guidelines
(samples/comments &
recommendations)
Lead:
DRRMO
Support:
CPDO
Will be
based on the
number of
departments/
offices who
will be
involved
within 1 year
Undertake workshops and
internal consultations to discuss
parameters for Contingency
Planning in consideration of the
conducted review of national
guidelines and samples from
other cities.
Workshop and
consultation meetings
Develop a Sample Contingency
Plan.
Identified parameters
adopted for
contingency planning
Train and instruct
each department
and function within
QCG to complete its
Contingency Plan
Undertake a training and
dissemination program to
inform and educate each
department and function within
QCG to develop a QC-specifc
Contingency Plan that is
informed by HVRA.
Close coordination
with other
departments/offices
Lead:
DRRMO
Have each Department
complete its own Contingency
Plan.
Draft of the Sample
Contigency Plan
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7.2.3 Response
Provision of emergency services and public
assistance during or immediately afer a disaster in
order to save lives, reduce negative health impacts,
ensure public safety and meet the basic subsistence
needs of the afected people; focused on immediate
and short-term needs (disaster relief ).
Response Projects Priority
Provision of alternative livelihood relief
or assistance
Immediate
Procurement of tents and other
temporary shelter facilities;
Immediate
Procurement of food subsistence or
relief goods
Immediate
Procurement of life-saving equipment
and rescue/emergency vehicles for
rescue in foods, earthquake/landslide
and collapsed structures, including basic
hand tools and hydraulic equipment
Immediate
Procurement of medical response
equipment
Immediate
Procurement of construction and
heavy equipment, including vehicles
for use in high angle rescue operations,
clearing and trimming operation of
fallen trees and transport of rescue
personnel and equipment during
operations
Immediate
Procurement of Chemical, Biological,
Radionuclear (CBRN) equipment and
Personal Protective Equipment (PPEs)
Immediate
Agency
Indicative
Budget
Timeline
DRRMO to review
all Departmental
Contingency Plans
and to generate
a City-Wide
Contingency Plan
Undertake an exercise to
review and uniformize the
Departmental Contingency Plans.
Reviewed
Departmental
Contingency Plans
Lead:
DRRMO
Develop a City-Level
Contingency Plan that
encompasses the Departmental
Contingency Plans.
City Level
Contigency
Plan integrating
Departmental
Contigency Plans
7.2.4 Rehabilitation and Recovery
7.2.4.1 Rehabilitation and Recovery Program
1: Development of Sheltering, Relocation, and
Rehabilitation Plans
Rehabilitation and Recovery Projects Priority
Setting up requirements for shelter
based on HVRA results
Immediate
Establishment of mutual aid
agreements and arrangements with
other local government units for
sheltering and resource allocation
Short-term
Establishment of suitable relocation sites Medium-term
7.2.4.2 Rehabilitation and Recovery Program
2: Retroftting and repairs of structures such as
roads, bridges, government buildings and any
structural projects that pose danger or threat to
life and properties
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Recovery and Rehabilitation Program 1: Development of Sheltering, Relocation, and Rehabilitation Plans
Projects Activities Outputs Responsible Agency Indicative
Budget
Timeline
Review HVRA results
and set parameters
and requirements for
Shelter
Use HVRA results to develop
parameters and requirements
for setting up shelters (e.g.
projections for displaced people,
levels and number of injured
people by barangay).
Long-term Shelter
Needs
Lead: Housing
& Community
Resettlement
Department
Support: SSDD,
QCHD, CEO, DBO,
National Housing
Authority
within 1
year
Further establish the needs for
sheltering to be gender sensitive
and to attend to the most
vulnerable such as children, the
handicapped and others based
on the developed parameters
using HVRA results.
Disaggregated
data on population
(e.g. by sex, age,
age-group, etc,)
Review the needs of shelters
according to the hotspots and
with an overall goal to improve
coping capacity and reduce social
losses.
Relocation
Sites; Livelihood
Programs;
Psychological
Recovery Program
Establish suitable
Relocation Sites
Study and consider other suitable
options given that existing
shelters may not be suffcient.
Evacuation
measures for
hotspot areas
Identified
alternative
relocation sites
(off-city)
Lead: Housing
& Community
Resettlement
Department
(UPAO)
Support: City Mayor,
DRRMO, City Legal,
BAC, City Council,
CPDO, and GSD
within 1
year
Establish legal and administrative
basis for alternative sites and
prepare for procurement of
equipment and supply.
Executive Order
(EO), Ordinance;
City Council
Resolutions;
Biddings;
Negotiated
Contracts
Establish Mutual
Aid Agreements
and Arrangements
with other LGUs
for Sheltering and
Resource Allocation
Discuss arrangements for mutual
aid with other cities.
MOA between
QCG and the
Receiving City or
Municipality
Lead: City Mayor
and DRRMO
Support: City Legal
Optimize current agreements
with the 7 cities.
MOA amended
with the 7 Cities
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8. Monitoring and Evaluation
Tere is a prevalent notion in the current
planning practice of the Philippines: rather
than a continuous/cyclical process, planning is
considered as a simple process of producing a
plan document or project with time start and
time fnish elements. Monitoring and Evaluation
(M&E)
42
addresses this continuity gap by linking
one planning cycle to the next by providing
feedback or information on the results/assessment
of plan implementation and on how the next years
activities can be undertaken to better achieve local
goals and objectives.
At the national level, the Department of the
Interior and Local Government (DILG) advocates
the undertaking of M&E and specifcally
provides manuals/guidelines for its undertaking
as a function of the local planning structure.
Among these are the Local Government
Treasury Operations Manual (LGTO),
Updated Budget Operations Manual (UBOM),
Rationalized Planning System Manual (RPS), and
Comprehensive Development Plan Executive
Legislative Agenda Manual (CDP-ELA). Tough
the LGTO and UBOM are useful for M&E, it only
includes forms and reports unlike the RPS and
CDP that specifcally include M&E instructions/
guidelines.
8.1 DILG Guidelines
8.1.1 Rationalized Planning System (RPS)
M&E
42 Te critical importance of M&E for cyclical plan-
ning is its ability to link one planning cycle to the next
through the production of new information derived
from the assessment of: (1) impacts of plans, programs,
and projects implemented; (2) efects of enforced regu-
latory measures; (3) outcomes of developments in the
area that had not come under the control or infuence
of the planning system.

In general, the RPS discusses the application of
M&E to the various plans prepared by LGUs as
a mandate of Republic Act No. 7160, Te Local
Government Code of 1991.
Specifcally, it covered the following about M&E:
Designation of Function/Responsibility
Consistent with the local planning
structure and its mandated functions,
M&E is a built-in function of the sectoral
or functional committees. Formally, it is
entrenched in the Planning Information
Management Division of a full-blown local
planning and development ofce (LPDO).
See Figure 30.
Otherwise, M&E function could be devolved
to a functional committee consisting of
a representative of each of the sectoral
committees coordinated by the head or any
staf of the local planning and development
ofce (LPDO) (see Figure 2 below). Making
M&E a part of the regular function of
the LPDO will ensure that planning is a
continuous process.
Defnition of Terms
Here are some defnitions ofered in the RPS:
Monitoring a continuous process of data
collection and analysis to check whether
a project is running according to plan and
to make adjustments if required. It is an
evaluative study directed to the short term.
Evaluation a systematic process of
collecting and analyzing information about
activities and results of a project in order
to determine the projects relevance and/or
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to make decisions to improve the efciency
and efectiveness of a project.
Project output project deliverables
arising from the activities carried out with
the use of project inputs or resources.
Project outcomes results and long-term
impacts arising from the utilization of
project outputs.
Project impact a state of change over a
reference point (baseline or time period)
arising from the production and utilization
of project outputs. Project impacts may
be short term (as project outcomes/
efects) or long term (when related to the
achievement of project goals)
Development impact a state of change
arising from the implementation of a plan
(program/project) or on account of actions
taken by agents outside the control or
infuence of the planning system, or both.
Application
Clear from the defnitions above is the more
common application of M&E in project
management than planning. Comparing
the two, M&E for project management
is primarily concerned with determining
the implementation problems resulting
in slippages, shortfalls, or the diference
between the plans and executions of the
project. On the other hand, M&E for cyclical
planningis concerned not with mere project
outputs per se but with the determination
of the changes
43
attributed to planned and
43 Manifested in terms of a changed state of
the: (1) socioeconomic well being of the inhabitants;
(2) quantity and quality of the physical environ-
ment; (3) local governance institutional capabilities.
Furthermore, it is concerned with the (1) efects
of the utilization of the outputs produced (proj-
Figure 30. Full Blown LPDO Organizational Structure
107
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Figure 31. Structure and Primary Functions of LDC
unplanned developments (what change to
assess and how to measure that change).
Sectoral Planning Role
In the sectoral planning process, the role
of M&E is to determine changes in the
ect outcomes); (2) contribution of the outputs to the
realization of development goals (project impacts); (3)
impacts of public sector planning interventions (pro-
grams, projects, services and regulatory measures) and
impacts of private sector investments on the local area
and population.
current reality afer a lapse of time. New
and feedback information should be
clustered around fve development sectoral
indicators
44
(social, economic, environment,
infrastructure, and institutional) to describe
and measure long-term changes in the area.
Tis will then facilitate the creation of a
new estimate of the vision-reality gap and
formulation of new sectoral goals, objectives
44 Complete list of sectoral indicators can be
found in the RPS Manual (http://www.dilg.gov.
ph/PDF_File/reports/DILG-Reports-2011712-ea-
7ba5859e.pdf).
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and targets, identifcation of new programs,
projects or activities, and so on. However,
the process compels updating the database
for planning (e.g. ecological profle; LDIs).
Figure 32 illustrates the role of M&E in the
sectoral planning process.
Frequency
M&E should be synchronized with various
planning cycles/local plans
45
: (1) annual
for AIP/budget cycle; (2) once every three
years for the revision of the short-time CDP
and ELA; (3) longer cycles for the 6 year
medium-term CDP and long-term CDP
and CLUP revision. Figure 33 illustrates
M&E in the local municipal planning and
development system.
8.1.2 Comprehensive Development Plan -
Executive Legislative (CDP-ELA) M&E
Compared to the RPS, the CDP-ELA discusses
M&E functions as a performance measurement
to present suggestions on how to improve future
eforts in the LGU. Te following are various
tools that LGUs may use for performance
measurement (monitor and evaluate the
achievement of results):
Annual/End-of-Term Accomplishment
Report
Shows the accomplishments of the LGUs,
the benefciaries, area coverage, and the
costs of implemented programs and projects.
Figure 34 shows the Annual/End-of-Term
Accomplishment Report template.
Community Based Monitoring System
(CBMS)
Allows monitoring and tracking progress of
LGUs towards the attainment of their goals
(including the MDGs).
45 Full discussion on frequency of M&E/syn-
chronization of M&E with various planning cycles/
local plans can be found in the RPS Manual (http://
www.dilg.gov.ph/PDF_File/reports/DILG-Reports-
2011712-ea7ba5859e.pdf).
Local Governance Performance
Management System (LGPMS)
Enables LGUs to conduct self-assessment in
terms of their performance at three levels of
results: (1) input; (2) output; (3) outcome.
Te self-assessment involves looking at
the local government (provincial, city and
municipal) in fve performance areas and
17 service areas through the use of 107
indicators.
M&E Strategy Template
Produces information that may be used
in the next planning period and for other
decision-making purposes. Te following are
the key elements of an M&E Strategy:
a. Clear and expected results (goals,
objectives, outputs);
b. Explicit targets per result;
c. Indicators to measure progress towards
results;
d. Data source to assess performance;
e. Collection methods;
f. Frequency at which measurements will
be made; and
g. Roles and responsibilities.
Monitoring and evaluation are diferentiated in
terms of meaning and importance in the manual.
While both provide information to decision
makers, they difer in the kinds of information.
Properly utilized, both information are mutually
reinforcing such that monitoring can provide
quantitative and qualitative data that can serve as
inputs to evaluation (vice versa):
A well-functioning monitoring system
can greatly reduce the need for in-depth
evaluation as problems are revealed and
resolved in a timely manner;
Monitoring can indicate the need for in-
depth evaluation of problems and issues;
In-depth evaluation may show the need for a
new and improved monitoring system.
Te CDP-ELA manual also recommends the
conduct of M&E on an annual basis or at the end
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Figure 32. Sectoral Development Planning Process
Figure 33. Municipal Planning and Development System
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of three years. As to who will handle M&E
46
, it
identifes that the following existing structures
can be triggered for M&E in local plans:

Local Development Council (LDC)
47
;
Sectoral or Functional Committees of the
LDCs;
Local Planning and Development Ofce
(LPDO);
Project Monitoring Committee
48
(PMC);
Legislative Oversight Committee
49
(LOC);
46 Full discussion on M&E responsibility can
be found in the CDP Manual (http://www.dilg.
gov.ph/PDF_File/reports/DILG-Reports-2011712-
1939d5d3d3.pdf)
47 Te LDC is tasked to coordinate, monitor,
and evaluate the implementation of development
programs and projects as stated in Section 109 (a)
(5) of EO 93 of 1993.
48 Te PMC is tasked to monitor government
projects funded from foreign and national funds
including development projects funded from the IRA
per EO 93 of 1993.
49 Te LOC (Sanggunian) is an integral part of
the legislative process. It has the duty to ensure that
plans, programs, and projects are implemented and
administered efciently, efectively and in a manner
Implementing ofce or agency of Programs/
Project for short-term projects.
50
Despite the LGUs principal responsibility
to conduct of M&E, participation of other
stakeholders/local constituents is encouraged.
Tis can be achieved by: (1) including a CSO/
private sector representative in the monitoring
team; (2) establishing regular formal or informal
feedback mechanisms.
8.2 Disaster Risk Resiliency Indicators for
Monitoring and Evaluating Performance on
DRRM
Te Disaster Risk Resiliency Indicators (DRRI)
developed by EMI can be used as a tool for
monitoring and evaluation (M&E). Te DRRI
is a set of ten (10) indicators that establishes
initial benchmarks to measure to what
extent risk reduction approaches have been
mainstreamed in the organizational, functional,
operational and development systems and
processes of local governments. Te indicators
capture the potential for achieving disaster
consistent with legislative intent.
50 Project monitoring results may be discussed
during the executive meetings of the LGUs.
Figure 34. Annual/End-of-Term Accomplishment Report
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resilience in particular sectors, based on pre-
defned benchmarks and performance targets.
Anchored on EMIs concept and approach to
DRR mainstreaming and aligned with the fve (5)
elements of the Hyogo Framework for Action and
the Ten Essentials for Making Cities Resilient,
the DRRI is divided among 5 key areas: (1)
Legal and Institutional Processes and Policies;
(2) Public Awareness and Capacity Building; (3)
Critical Services and Infrastructure Resiliency; (4)
Emergency Preparedness, Response, and Recovery
Planning; and (5) Development Planning,
Regulation, and Risk Mitigation.
Te rationale for applying the DRRI indicators
is illustrated in the next fgure. Te main aim
of the indicators is to track progress on the
mainstreaming of risk reduction approaches in a
local governments systems and processes. Tat
primary mainstreaming goal is further divided
into three strategic goals. Each of the goals
corresponds to one or more key areas afecting
a local governments disaster resilience. Finally,
two indicators corresponding to each of the
fve key areas of mainstreaming are identifed,
the descriptors for which provide a measure
of the performance of the local government
in mainstreaming disaster risk reduction in a
particular key area.
Te fve (5) key areas for mainstreaming DRR,
Figure 35. M&E Strategy Template
their corresponding indicators, and the
characteristics evaluated are listed in the table in
the next page.
Te DRRI allocates a 1-5 ranking for each
of the ten (10) indicators that fall under the
fve (5) main areas of mainstreaming, using
fve Performance Target Levels of attainment.
Each indicator has specifc descriptors for its
corresponding attainment levels, as well as guide
questions that can be used to provide specifc
details to support the assigned ranking.
Te DRRI was used in Quezon City to establish
an initial benchmark on risk resiliency of
Quezon City. On two separate occasions the
QC Technical Working Group were asked to
do a self-assessment using the DRRI, the frst
in November 2012 at the start of the project
and the second in July 2013 towards the end of
the project. Te results of these assessments are
shown in Table 13.
On the average, there is a slight increase from
the results of the frst assessment with the second
assessment. However, it is also observed that
there were decreases in scores from the frst to
the second assessments in areas such as Hazard,
Vulnerability and Risk Assessment (Indicator
9) and Risk Sensitive Urban Development
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and Mitigation (Indicator 10). Overall, both
assessments show a moderate level of attainment
on DRM mainstreaming which could mean that
Quezon City has yet to fully establish the necessary
systems and policies for on disaster risk reduction.
It could also be translated to a general willingness
of Quezon City to invest in DRR activities
Figure 36. Aims, Strategic Goals, and Key Areas for Mainstreaming DRR
while recognizing its inherent challenges for
mainstreaming.
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Areas Indicators Characteristics
Indicator 1: Effectiveness of
Legislative Framework
Laws, acts and regulations
DRR Policies
Compliance and accountability
Resource mobilization and allocations (fnancial, human)
Indicator 2: Effectiveness of
Institutional Arrangements
Organizational structures that defne roles and responsibilities
Review, update, enforcement, monitoring and reporting process
Partnerships with civil society and communities
Awareness and
Capacity Building
Indicator 3: Training and
Capacity Building
Institutional commitment to training and capacity building with
dedicated resources and evaluations
Knowledge management, research and development
Indicator 4: Advocacy,
Communication, Education
and Public Awareness
Commitment to advocacy and public awareness and education
programs that engage all relevant audiences and stakeholders
including civil society and community organizations
Commitment to participatory processes and community
involvement
Research facilitation, use of information technology and
communication (ITC) to disseminate information
Pro-active and constructive media relations
Indicator 5: Resiliency of
Critical Services
Inclusive, participatory and transparent shelter and housing policies
and programs
Protection of living (i.e. shelter) and livelihood conditions (i.e.
access to and availability critical services including opportunities for
livelihood) against disasters
Resiliency of health services to deliver services during a disaster
Indicator 6: Resiliency of
Infrastructure
Resiliency of water, sewer and storm drain systems
Resiliency of transportation systems
Contingency for delivery of essential services
Emergency
Preparedness,
Response
Planning
Indicator 7: Emergency
Management
Functioning Emergency Operations Plan with Basic Plan and ESF
system
Year-round response planning and functioning standard operating
procedures
Drills and Simulation involving relevant stakeholders including civil
society and communities
Preparedness programs for frst responders and leaders and
representatives of communities at risk
Indicator 8: Resource
Management, Logistics and
Contingency Planning
Self analysis of resource management and logistics
Contingency planning for key institutions for pre-defned scenario
analysis and planning parameters
Ability to manage delivery of resources to most vulnerable
populations
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Areas Indicators Characteristics
Indicator 9: Hazard,
Vulnerability and Risk
Assessment
Awareness of hazards and vulnerabilities (natural and man-made)
Risk identifcation and assessment, vulnerability and capacity
analysis
Impact assessments (loss analysis) by relevant sectors and
segments of populations at risk
Use of forecasting and early warning in preparedness and response
planning
Indicator 10: Risk-Sensitive
Urban Development and
Mitigation
Risk-sensitive land use planning and urban re-development,
Enforcement of codes and standards, particularly in shelter and
housing programs; quality control norms in construction
Capital investments in disaster risk reduction
Reinforcing and retroftting of critical assets and infrastructure
Table 13: Summary of Results of the DRRI for Quezon City
DRRI Tool Components 15-Nov-12 19-Jul-13
Legal and Institutional Process
Indicator 1: Effectiveness of Legislative Framework 3.06 3.54
Indicator 2: Effectiveness of Institutional Arrangements 2.94 3.30
Awareness and Capacity Building
Indicator 3: Training and Capacity Building 2.59 3.10
Indicator 4: Advocacy, Communication, Education and Public Awareness 2.74 3.50
Critical Services and Infrastructure Resiliency
Indicator 5: Resiliency of Critical Services 2.58 2.70
Indicator 6: Resiliency of Infrastructure 2.67 2.70
Emergency Management and Response Planning
Indicator 7: Emergency Management 3.03 3.10
Indicator 8: Resource Management, Logistics, and Contingency Planning 2.76 3.00
Development Planning, Regulation and Risk Mitigation
Indicator 9: Hazard, Vulnerability and Risk Assessment 3.11 3.00
Indicator 10: Risk-Sensitive Urban Development and Mitigation 2.92 2.70
AVERAGE SCORE 2.84 3.064
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9. DRRMP Implementation and Mainstreaming Process
9.1 Recognizing Initial Gains and the Challenges
of Implementation
Te challenge ahead of Quezon City Government,
particularly of the QC DRRMO, is the
implementation of the QC DRRMP 2014-2020. In
the course of developing the DRRMP, there were
signifcant gains that were already made, mainly
in:
Improving the collective knowledge,
awareness, and capacity of the stakeholders on
disaster risk reduction and management with
members of the Quezon City Development
Council participating in all the orientations,
training sessions, workshops, and writeshops;
and in particular, persons from the diferent
QC departments and ofces who formed the
Technical Working Group and working closely
with EMI in developing the various elements
of the DRRMP;

Facilitating the establishment of the Disaster
Risk Reduction and Management Ofce;

Completing the Hazard, Vulnerability, and
Risk Assessment (HVRA) for food and
earthquake which gives Quezon City the
scientifc information useful for various city
planning work and in carrying out programs,
policies, and activities that takes into account
these risk parameters;

Identifying hotspot barangays that have the
highest risks to earthquake and food;

Developing an geographic information system
and database useful primarily for DRRM work
and for other uses(e.g. city planning, building
and facilities planning, development and
management);
Processing risk information to identify initial
land use management strategies for QC risk
reduction;

Familiarizing QC CPDO with a process and
framework for making future QC land use
plan and zoning risk sensitive;

Initiating the development of the Emergency
Operations Plan (EOP), including a draf
template and sections assigned to respective
Technical Working Group members to
complete;

Initiating the set up of the Emergency
Support Function (ESF) system that groups
the diferent Quezon City Government
departments and other stakeholders into
diferent functions to facilitate an organized
way of managing and coordinating response
with clearly delineated tasks for each
department;

Identifying priority projects in the
immediate-term, short-term, and medium-
term to implement risk reduction and
adaptation objectives;
Setting up a monitoring and evaluation
system using indicators to measure progress
over time in terms of disaster risk reduction
Tese gains provide the foundation for a more
structured and efcient approach to building
the resiliency of Quezon City to disasters.
However, a real concern is how to sustain the
good work that was started, continue supporting
the engagement of the Technical Working
Group in formulating solutions collectively and
of the Steering Committee in making decision
and facilitating mainstreaming, and how to
institutionalize the QC DRRMP 2014-2020
recommendations within Quezon Citys overall
development plan and priorities. Tese are the
challenges of mainstreaming.
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9.2 Putting in Place the Mechanisms and Struc-
tures Support the Implementation of the QC
DRRMP 2014-2020
1. Te Steering Committee, in its meeting held
on July 9, 2013 and presided by Ret. Gen.
Elmo San Diego, in his capacity as Project
Director of the Building a Disaster Resilient
Quezon City Project, expressed commitment
to:
a. Support continuing work of the
Technical Working Group
b. Undertake projects and activities
recommended by the TWG as
immediate actions to be incorporated
in the 2014 budget, particularly in
completing the Emergency Operations
Plan, the operationalization of the
EOC, the institutionalization of the ESF
system, and the development of HVRA-
GIS simulation tools
In that meeting, the Steering Committee
indicated that it would be no issue to include
such activities in the 2014 budget cycle so that
funding will be earmarked and allocated.
It is then crucial that the QC DRRMO reiterates
and endorses this decision in the next meeting
of the QC Disaster Risk Reduction and
Management Council (QC DRRMC) in order to
provide the mandate for the TWG to continue
with its work and to complete the frst year
activities of the DRMMP.
2. Mainstreaming disaster risk reduction
and management in the citys overall
development plan and priorities should
be done by identifying entry points within
the City Development Plan (CDP), City
Comprehensive Land Use Plan (CLUP) and
Zoning Plan where relevant elements of the
DRRMP can be incorporated. Tis would
ensure that the planned investments take into
consideration the risk parameters and risk
drivers, and that appropriate measures have
been made to reduce risk. Te Functional
Committee of the City Development Council
should be convened and take lead in terms
of taking the recommendations of the QC
DRRMP 2014-2020 in the possible revisions
to the CDP. Figure 37 provides a schematic
diagram of the DRRMP formulation process
as compared with the development planning
and land use planning processes.
3. While the QC DRRMP 2014-2020 provides
the rational and optimal approach, and
framework for the newly created QC
DRRMO to carry out its mandated tasks, it
should do so through continued partnerships
with stakeholders and partners, including
technical organizations and agencies that can
help carry out its mission. Te challenges
of disaster risk reduction are enormous and
most interventions would require specialized
skills and resources that may not be presently
available within Quezon City. A budget
should be allocated for that purpose.
In summary, the full implementation of the
DRRMP would require sustained attention,
institutional commitment, detailed planning,
signifcant investments, multi-sectoral and
multi-stakeholder partnerships, and adequate
competencies. However, with the QC DRRMP
2014-2020 on hand, and the momentum and
knowledge gained during the development
of this project, the Quezon City Government
now has the tools to reduce its risk and build a
disaster resilient city.
Figure 37. Schematic Diagram of
the DRRMP Formulation Process iin
Comparison with Development Planning
and Land Use Planning Processes

CPDO+QC Department
Offices+LDC+City
Council+Mayor+HLURB+DILG+
MMDA

LDRRMC +
LDRRMO+LDC+ City
Council+OCD
CDP (9 years)
LDRRMP
CLUP and Zoning plan
(2012-2042)

LDIP (9 years)
Local Budget (yearly) + AIP
(1yr.)
MMDA
(2012-2042)

CPDO+QC Department
Offices+LDC+City
MMDA

LDRRMC +
LDRRMO+LDC+ City
Council+OCD
CDP (9 years)
LDRRMP
(2012-2042)

LDIP (9 years)
(1yr.)
MMDA
(2012-2042)

CPDO+QC Department
Offices+LDC+City
MMDA

LDRRMC +
LDRRMO+LDC+ City
Council+OCD
CDP (9 years)
LDRRMP
(2012-2042)

LDIP (9 years)
(1yr.)

CPDO+QC Department
Offices+LDC+City
MMDA

LDRRMC +
LDRRMO+LDC+ City
Council+OCD
CDP (9 years)
LDRRMP
(2012-2042)

LDIP (9 years)
(1yr.)
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10. Annexes
ESF
No.
ESF
Name
Lead Planning
Role: Primary
Quezon City
Government
Department
and other
Allied Agencies
Supporting Role
Quezon City
Government
Departments
National
Government
Agencies
Civil Society
and Private
Corporations or
Organizations
Barangays Other
LGUs
1 City General
Services
Department
(CGSD)
1. Department of
Public Order and
Safety (DPOS)
2. Environmental
Protection and
Waste Management
Department
(EPWMD)
3. Engineering
Department
4. Parks
Development and
Administration
Department
(PDAD)
5. City
Administrators
Offce
6. Barangay
Operations Center
(BOC)
1. Quezon City
Police District
(QCPD)
2. Division of City
Schools (DOCS)
3. Metro Manila
Development
Authority (MMDA)
4. Armed Forces of
the Philippines (AFP)
NCR Command
5. Department of
Transportation and
Communication
(DOTC)
1. Transport Sectors
(Bus Companies,
Public Utility Jeep,
Tricycle Operators
and Drivers
Association)
2. Tricycle Regulatory
Unit
3. Riders Club
Barangay
Emergency
Response Team
(BERT)
Rescue
units
of
other
LGUs
2 Radio Comms.
Services (RCS)
1.Department of
Public Order and
Safety (DPOS)
Operations Center
2. Public Affairs and
Information Services
Offce (PAISO)
3. Communication
Coordination Center
(CCC)
4. Information
Technology
Development Offce
(ITDO)
5. Barangay
Operations Center
(BOC)
6. Liga ng mga
Barangay (League of
Barangays)
7. QC Disaster
Risk Reduction and
Management Offce
(QC DRRMO)
1. Metro Manila
Development
Authority (MMDA)
2. National Disaster
Risk Reduction
Management
Council (NDRRMC)
3. Philippine National
Police (PNP)
4. Armed Forces of
5. National
Telecommunications
Center (NTC)
6. Department of
Interior and Local
Government (DILG)
7. Philippine
Information Agency
(PIA)
1. Civic
Communications
Group
2. Amateur radio
groups
3. Media networks
4. Philippine Long
Distance Telephone
Company (PLDT)
5. Bayantel
6. Smart
Communications
7. Globe Tele-
communications
1. Barangay
Communication
Systems
2. Barangay
Emergency
Response Team
(BERT)
10.1 Emergency Support Function (ESF) Table
T
r
a
n
s
p
o
r
t
a
t
i
o
n
C
o
m
m
u
n
i
c
a
t
i
o
n
118
B
u
i
l
d
i
n
g

a

D
i
s
a
s
t
e
r

R
e
s
i
l
i
e
n
t

Q
u
e
z
o
n

C
i
t
y

P
r
o
j
e
c
t
ESF
No.
ESF
Name
Lead Planning
Role: Primary
Quezon City
Government
Department
and other
Allied Agencies
Supporting Role
Quezon City
Government
Departments
National
Government
Agencies
Civil Society
and Private
Corporations or
Organizations
Barangays Other
LGUs
7. City General
Services Department
(CGSD)
8. Philippine
Atmospheric
Geophysical
Astronomical
Service Agency
(PAGASA)
9. Philippine
Volcanology
and Seismology
(PhilVolcs)
10. Department of
Transportation and
Communication
(DOTC)
3 Engineering
Department
1. Offce of the
Building Offcial
(OBO)
2. Parks
Development and
Administration
Department
(PDAD)
3. City Planning and
Development Offce
(CPDO)
4. Environmental
Protection and
Waste Management
Department
(EPWMD)
6. Barangay
Operations Center
(BOC)
1. MMDA
2. Department of
Public Works and
Highways (DPWH)
3. Armed Forces of
Engineering Corps
Police (PNP)
5. Department of
Interior and Local
Government (DILG)
6. Department of
Environment and
Natural Resources
(DENR)
7. Department of
Transportation and
Communication
(DOTC)
1. Private companies
2. Business
companies
3. Construction
companies
4. Architects of the
Philippines (UAP)
5. Phil. Institute of
Civil Engineers
4 QC Bureau of
Fire Protection
(QC BFP)
1. Department of
Public Order and
Safety (DPOS)
2. Social Services
Development
Department (SSDD)
3. Quezon City
Police District
(QCPD)
4. Barangay
Operations Center
(BOC)
5. Division of City
Schools (DOCS)
BFP-National Capital
Region (NCR)
1. Manila Water
2. Maynilad
3. Fire volunteers
organizations
4. Philippine Red
Cross (PRC) QC
Chapter
Barangay Fire
Team /Brigades
I
n
f
r
a
s
t
r
u
c
t
u
r
e
F
i
r
e

F
i
g
h
t
i
n
g
119
D
i
s
a
s
t
e
r

R
i
s
k

R
e
d
u
c
t
i
o
n

a
n
d

M
a
n
a
g
e
m
e
n
t

P
l
a
n

2
0
1
4

-

2
0
2
0
118
B
u
i
l
d
i
n
g

a

D
i
s
a
s
t
e
r

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e
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i
l
i
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n
t

Q
u
e
z
o
n

C
i
t
y

P
r
o
j
e
c
t
ESF
No.
ESF
Name
Lead Planning
Role: Primary
Quezon City
Government
Department
and other
Allied Agencies
Supporting Role
Quezon City
Government
Departments
National
Government
Agencies
Civil Society
and Private
Corporations or
Organizations
Barangays Other
LGUs
5 Public Affairs
and Information
Services Offce
(PAISO)
1. Communications
Coordination Center
(CCC)
2. Barangay
Operations Center
(BOC)
3. Community
Relations Offce
(CRO)
4. Information
Technology
Development Offce
(ITDO)
5. Department of
Public Order and
Safety (DPOS)
6. Social Services
Development
Department (SSDD)
7. Gender and
Development
(GAD)
8. QC Disaster
Risk Reduction and
Management Offce
(QC DRRMO)
1. Metro Manila
DRRM Council
(MMDRRMC)
2. National DRRMC
3. Department of
Education (DepEd)
4. National
Telecommunications
Center (NTC)
5. Philippine
Information Agency
(PIA)
6. Philippine
Atmospheric
Geophysical
Astronomical
Service Agency
(PAGASA)
7. Philippine
Volcanology
and Seismology
(PhilVolcs)
8. Mines and
Geosciences Bureau
(MGB)
9. DENR
1. Philippine Red
Cross (PRC) QC
Chapter
2. Media networks
6 Administrative
Management
Offce
1. Engineering
Department
2. Department of
Public Order and
Safety (DPOS)
3. City General
Services Department
(CGSD)
1. Metro Manila
Development
Authority (MMDA)
2. Department of
Public Works and
Highways (DPWH)
1. Maynilad
2. Manila Water
3. Manila Electric
Company
(MERALCO)
4. PLDT (Philippine
Long Distance
Telephone Company)
5. Bayantel
6. Fuel companies
7 Social Services
Development
Department
(SSDD)
1. Housing
Community
Development
and Resettlement
Department
(HCDRD)
2. City Health
Department(CHD)
3. Engineering
Department
4. Division of City
Schools (DOCS)
1. Department of
Health (DOH)
2. Department
of Social Welfare
and Development
(DSWD)
3. Department of
Education (DepEd)
4. National Housing
Authority (NHA)
5. National
Government
Hospitals
1. Philippine Red
Cross (PRC) QC
Chapter
2. Volunteer
organizations
3. NGOs
4. Home owners
associations
5. Gawad Kalinga
6. Habitat for
Humanity
7. UN Childrens
Fund
Barangay
Offcials
I
n
f
o
r
m
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
U
t
i
l
i
t
y

S
e
r
v
i
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e
s
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a
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s

C
a
r
e
,
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a
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d

H
u
m
a
n

S
e
r
v
i
c
e
s
120
B
u
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l
d
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g

a

D
i
s
a
s
t
e
r

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e
s
i
l
i
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n
t

Q
u
e
z
o
n

C
i
t
y

P
r
o
j
e
c
t
ESF
No.
ESF
Name
Lead Planning
Role: Primary
Quezon City
Government
Department
and other
Allied Agencies
Supporting Role
Quezon City
Government
Departments
National
Government
Agencies
Civil Society
and Private
Corporations or
Organizations
Barangays Other
LGUs
5. Barangay
Operations Center
(BOC)
6. Parks
Development and
Admin Department
(PDAD)
7. Community
Relations Offce
(CRO)
8. Civil Registry
6. Private Hospitals
7. Quezon City
Police District
(QCPD)
8. Philippine Mental
Health Association
9. Armed Forces of
10. Philippine Charity
and Sweepstakes
Offce (PCSO)
11. PAG-IBIG
12. Government
Service Insurance
System (GSIS)
8. World Vision
9. Mortuaries
Barangay
Offcials
8 City
Administrators
Offce
1. City Budget
2. Accounting
3. Personnel
4. Treasurers offce
5. Social Services
Development
Department(SSDD)
6. City Assessors
Offce
1. Offce of the Civil
Defense (OCD)
2. MMDA
3. Department
of Social Welfare
and Development
(DSWD)
Sweepstakes Offce
(PCSO)
2. Philippine Senate
3. House of
Representatives
4. Foreign funding
agencies
5. Charitable
organizations
9 City Health
Department
(CHD)
1. Environmental
Protection and
Waste Management
Department
(EPWMD)
2. Quezon City
General Hospital
(QCGH)
3. Engineering
Department
4. Civil registry
5. Novaliches District
Hospital
6. Social Services
Development
Department(SSDD)
1. Department of
Health (DOH)
2. PNP-Scene of
the Crime Offce
(SOCO)
3. National
Government
Hospitals
4. Climate Change
Commission (CCC)
1. Manila Water
2. Maynilad
Red Cross (PRC)
QC Chapter
4. Other volunteer
organizations
5. Portalet owners
Barangay health
workers
LGU
10 Department of
Public Order
and Safety
(DPOS)
1. Disaster Action
Team
2. Barangay
Operations Center
3. Social Services
Development
Department(SSDD)
1.Quezon City Police
District (QCPD)
2. QC Bureau of
Fire Protection (QC
BFP)
3. BFP-NCR Special
Rescue Unit
4. Armed Forces of
R
e
s
o
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r
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e

M
a
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e
m
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t
P
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i
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H
e
a
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t
h

a
n
d

S
a
n
i
t
a
t
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n
S
e
a
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c
h

a
n
d

R
e
s
c
u
e
121
D
i
s
a
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t
e
r

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s
k

R
e
d
u
c
t
i
o
n

a
n
d

M
a
n
a
g
e
m
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n
t

P
l
a
n

2
0
1
4

-

2
0
2
0
120
B
u
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l
d
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n
g

a

D
i
s
a
s
t
e
r

R
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s
i
l
i
e
n
t

Q
u
e
z
o
n

C
i
t
y

P
r
o
j
e
c
t
ESF
No.
ESF
Name
Lead Planning
Role: Primary
Quezon City
Government
Department
and other
Allied Agencies
Supporting Role
Quezon City
Government
Departments
National
Government
Agencies
Civil Society
and Private
Corporations or
Organizations
Barangays Other
LGUs
4. City Health
Department (CHD)
5. Department of
Public Order and
Safety (DPOS)
Defence (OCD)
National Capital
6. Region Command
(NCRCOM)
7. Reservists Army
Group
8. 51st Engineering
Brigade
9. Coast Guard
10. MMDA
1. Philippine Red
Cross (PRC) QC
Chapter
2. Volunteer
organizations
3. Emergency Medical
Services Group
Barangay
Emergency
Response Team
(BERT)
11 Department of
Public Order
and Safety
(DPOS)
1. Disaster Action
Team
2. Barangay
Operations Center
3. QC Police District
1. QC Bureau of
Fire Protection (QC
BFP)
2. BFP-NCR Special
Rescue Unit
3. Reservists Army
Group
4. 51st Engineering
Brigade
5. Coast Guard
6. Philippine Nuclear
Research Institute
(PNRI)
7. Metro Manila
Development
Authority (MMDA)
Police Headquarters
9. Armed Forces of
1. Philippine Red
Cross (PRC) QC
Chapter
2. Volunteer
organizations
3. Media Network
Sweepstakes Offce
(PCSO)
1. Barangay
Emergency
Response Team
(BERT)
2. Barangay
Public Safety
Offce (BPSO)
12 Social Services
Development
Department
(SSDD)
1. Barangay
Operations Center
(BOC)
2. Department of
Public Order and
Safety (DPOS)
3. Environmental
Protection and
Waste Management
Department
(EPWMD)
4. Community
Relations Offce
(CRO)
5. City General
Services Department
(CGSD)
1. Department
of Social Welfare
and Development
(DSWD)
2. Department of
Health (DOH)
Defence (OCD)
4. Armed Forces of
5. Bureau of Fire
Protection (BFP)
Police (PNP)
7. MMDA
8. National Food
Authority (NFA)
9. Department of
Trade and Industry
(DTI)
1. Private volunteer
groups
2. NGOs
3. Philippine Red
Cross (PRC) QC
Chapter
4. Charitable
organizations
P
u
b
l
i
c

S
a
f
e
t
y

a
n
d

S
e
c
u
r
i
t
y
R
e
l
i
e
f

S
u
p
p
l
i
e
s
122
B
u
i
l
d
i
n
g

a

D
i
s
a
s
t
e
r

R
e
s
i
l
i
e
n
t

Q
u
e
z
o
n

C
i
t
y

P
r
o
j
e
c
t
E
n
e
r
g
y

(
p
o
w
e
r
,
f
u
e
l
,
g
a
s
)
ESF
No.
ESF
Name
Lead Planning
Role: Primary
Quezon City
Government
Department
and other
Allied Agencies
Supporting Role
Quezon City
Government
Departments
National
Government
Agencies
Civil Society
and Private
Corporations or
Organizations
Barangays Other
LGUs
13 City
Administrators
Offce
1. Task force street
light
2. City General
Services Department
1. Department of
Energy (DOE)
2. National Power
Corporation
(NAPOCOR)
1. Petroleum
Companies
2. MERALCO
3. Independent
Power Producers
4. Construction
companies
9.2 ESF Tasks and Responsibilities Table
ESF
No.
ESF
Name
Quezon City Disaster Risk Reduction
Management Council Tasks
Description of Function/ESF Responsibilities
1 Place all City Government Service
Vehicles under the operational control of
the QCDRRMC Action Offcer for the
duration of the disaster.
Tap and coordinate private companies/
organization for transport services.
Provide support to LDRRMC Action
Offcer for the effcient and effective
dispatch of Service Vehicles.
Assign personnel in the DPOS
Operation Center/Quezon City Hall
lobby, preferably the one designated as
LDRRMC, TMG-Member.
Coordinate the Quezon City transportation resources to
respond to an emergency.
Identify the need for resources
Support Mass Evacuation
Maintain ingress/egress
Maintain Traffc control
DPOS, MMDA Enforcement Division should coordinate
with other cities within Metro Manila, the Department of
Transportation and Communication (DOTC) AFP and PNP
to ensure that potential resources are available in the time
of an emergency. Develop Memorandums of Understandings
and mutual aid agreements.
Deployment of equipment and trained personnel.
Provide stand-by emergency vehicle/driver in times of
calamaties.
2 To use available communication resources to respond to an
incident.
Alert and warn the community of a threatened or actual
emergency.
Continue to communicate with the community through a
variety of media to inform of protective actions
Inform the community of a threatened or actual emergency.
Ensure that Quezon City Government (QCG) has the ability
to notify the community of a disaster or emergency situation.
Support the QCG with the restoration and reconstruction
of telecommunications equipment, computers, and other
technical resources.
Communication includes transmission, emission, or reception
of signs, signals writing, images, and sounds or intelligence of
any natures by wire, radio, optical, or other electromagnetic
systems.
T
r
a
n
s
p
o
r
t
a
t
i
o
n
C
o
m
m
u
n
i
c
a
t
i
o
n
123
D
i
s
a
s
t
e
r

R
i
s
k

R
e
d
u
c
t
i
o
n

a
n
d

M
a
n
a
g
e
m
e
n
t

P
l
a
n

2
0
1
4

-

2
0
2
0
122
B
u
i
l
d
i
n
g

a

D
i
s
a
s
t
e
r

R
e
s
i
l
i
e
n
t

Q
u
e
z
o
n

C
i
t
y

P
r
o
j
e
c
t
ESF
No.
ESF
Name
3 Be responsible for the damage
assessment on the human lives and
properties brought by natural or
manmade calamities.
Conduct seminars on Emergency Rapid
Assessment procedures and protocol to
ensure proper and on time reporting.
Submit damage report to the LDRRMC
Chairman through the Action Offcer
on infrastructure, bridges, buildings, and
others with corresponding valuation in
terms of peso.
Assess the overall damage to Quezon City after a disaster.
Perform all public works functions such as maintenance,
inspections, buildings and grounds repairs, debris removal, and
facilities management
Assist with the recovery
The Scope of Work may include the following, but is not
limited to:
Assess extent of damage
Repair, maintenance and rehabilitation
Debris removal
Provide maintenance of the buildings and grounds and
engineering-related support
Clear roadways
Recommend buildings for retroftting.
4 Conduct seminars for fre prevention and
fre fghting technique in the community
level.
Be responsible for immediate
containment suppression of fre in time
of emergency.
Ensure the tip tap condition of all fre
engines/trucks for ready use.
Recommend to the LDRRMC through
the Action Offcer, the accreditation of
Volunteer Fire Brigades.
Directs and controls operations regarding fre prevention, fre
detection, fre suppression, rescue, and hazardous materials
incidents;
Assists with warning and alerting, communications, evacuation,
and other operations as required during an emergency.
Manages and coordinates fre fghting activities including the
detection and suppression of fres, and provides personnel,
equipment, and supplies to support to the agencies involved
in the fre fghting operations.
5 Disseminate information to the public on
the risk reduction and disaster mitigation
programs and activities undertaken by
the LDRRMC.
Coordinate with the different LDRRMC
operating units for the activities updates
along the feld of risk reduction and
mitigation.
Provide media coverage in tile LDRRMC
implementation of disaster preparedness
in the City and community level.
Ensure the veracity and quality of reports
for public information and guidance.
Observe Protocol on Media Coverage
during Crisis Situations (PNP)
Memorandum Circular No. 2006-22
issued November 21, 2006.
Information Management staff Coordinates the response of
all the departments within QCG and the use of community
resources to provide emergency response.
Identify actions to be taken in the pre-incident prevention
phase.
Coordinate with agencies, organizations, and outside
organizations when capabilities are exceeded
Identify post-incident response phase activities.
Examples of functions that support and facilitate planning and
coordination are:
Alert and notifcation,
Deployment and staffng of emergency response teams,
Incident action planning,
Coordination of operations with local government for
logistics and material,
Direction and control,
Information management,
Facilitation of requests for assistance,
Resource acquisition and management (to include
allocation and tracking),
Worker safety and health,
Facilities management,
Financial management,
Other support as required
Develop, maintain, and update plans and procedures for use
during an emergency;
Educate and train Department and support agency personnel
in order to stay up to date with education and training that is
required for a safe and effcient response to an incident;
I
n
f
r
a
s
t
r
u
c
t
u
r
e
F
i
r
e

F
i
g
h
t
i
n
g
I
n
f
o
r
m
a
t
i
o
n

M
a
n
a
g
e
m
e
n
t
124
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l
d
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g

a

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i
s
a
s
t
e
r

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i
l
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n
t

Q
u
e
z
o
n

C
i
t
y

P
r
o
j
e
c
t
ESF
No.
ESF
Name
Provide a multi-departmental command system.
Manage operations at the in QCG level;
The Incident Command System (ICS) can be used in any size
or type of disaster to control response personnel, facilities,
and equipment.
Supports the implementation of mutual aid agreements to
ensure seamless resource response.
Departments and agencies participate in the incident action
planning process which is coordinated by Information
Management Support Function.
Maintain database of services and recipients during disasters
6 Restore water, electricity and communication. Provide for
water, power and communication during the initial phase of
the emergency situation.

7 Identify and designate safe evacuation
areas within the City limits.
Determine the necessary requirements in
evacuation areas.
Ensure adequate food and relief goods
for the evacuees
Responsible for evacuation and relief
operations.
Provide the needed manpower in the
evacuation area to coordinate needs of
the evacuees.
ESF# 7 by its name addresses the non-medical mass care,
housing, and human services needs of individuals and/or
families impacted by natural and/or technological incidents.
The services and programs may include the following:
Sheltering
Food Service
Counseling
Provision of Family Assistance Centers
Family Reunifcation Services
8 Resource Management works with all other ESFs to
determine what resources are available.
It also identifes potential sites for receiving, storing, and
distributing resources in order to receive outside assistance
and resources.
Resource support may continue until the disposition of
excess and surplus property is completed.
During an incident if demand for resources exceeds the
QCGs capabilities and inventories, then outside requests will
be made based on Memoranda of Understanding in place,
Mutual Aid agreements and city and National Government
policy.
Logistics. This group coordinates the actual movement of
resources into areas where a need (or needs) exists. This
includes the warehousing and tracking of resources, the
packaging and loading and subsequent transportation of
resources to affected areas, and the disposal of used and/or
unused resources following a disaster.
Resource Management. This group is responsible for the
acquisition of all types of resources that are identifed
as needed following a disaster. This group will make
arrangements to purchase needed resources if it is
determined the city does not have the resources itself to
supply a requirement in the feld. The payment of debts and
other encumbrances generated as a result of the emergency
is handled by this group as well.
U
t
i
l
i
t
y

S
e
r
v
i
c
e
s
M
a
s
s

C
a
r
e
,
H
o
u
s
i
n
g

a
n
d

H
u
m
a
n

S
e
r
v
i
c
e
s
R
e
s
o
u
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c
e

M
a
n
a
g
e
m
e
n
t
125
D
i
s
a
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r

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k

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o
n

a
n
d

M
a
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a
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m
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n
t

P
l
a
n

2
0
1
4

-

2
0
2
0
124
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i
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n
t

Q
u
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z
o
n

C
i
t
y

P
r
o
j
e
c
t
ESF
No.
ESF
Name
Staging Areas. To prevent a rapid and overwhelming infux
of resources into affected areas, Staging Areas are utilized
as temporary marshaling sites for collecting and gradually
directing emergency resources into those areas. This group
coordinates the activation and utilization of city-operated
staging areas and marshaling points during emergency
situations.
9 Control and manage the possible spread
of disaster/ or epidemics in the affected
areas and evacuation areas.
Provide Manpower assistance for the
pre-hospital treatment of victims.
Assist in the provision of ambulance
service in the disaster area.
Stockpile medicines for ready use during
crisis situation.
The purpose of this function is to provide health and medical
services to the residents of Quezon City during and after an
emergency situation.
Guide a response using Quezon City Government resources
and to coordinate a response with the Department of Health
particularly the Health Emergency Management Staff (HEMS),
National Government agencies, MMDA and United Nations
organizations (e.g. World Health Organization) when the
incident exceeds the QCGs capabilities.
When an incident exceeds the QCGs capabilities, outside
assistance should be requested through Memoranda of
Understanding, Mutual Aid Agreements and the coordination
of this plan.
Maintain sanitary conditions of community and excavation
sites.
10 Dispatch the needed rescue team to
render pre-hospital treatment at the area
of operation;
Provide the ambulatory service to
victim/s and if needed, the hospitalization
service to ensure full recovery of
patient/s.
Stockpile needed medicines in case a
disaster happens.
Provide for coordination and effective use of search and
rescue activities to assist people in potential or actual distress
Communities are susceptible to many different natural and
technical hazards that may result in the damage or collapse
of structures within the city. Search and Rescue must be
prepared to respond to emergencies and provide specialized
assistance.
Operational activities can include locating, extricating, and
providing on site medical treatment to victims trapped
in collapsed structures. Additionally, people may be lost,
missing, disoriented, traumatized, or injured, in which case the
Mechanical Section must be prepared to respond to these
incidents and implement appropriate tactics to assist those, in
distress or imminent danger.
11 Be responsible for security, peace and
order in the evacuation center and areas
where a crisis situation may take place.
Ensure adequate security and safety
measures in place affected to protect
lives and properties.
Conduct seminars for proper procedures
or protocol in security measures.
Provide a Support Service in the conduct
of search and rescue operation.
Deploy manpower to maintain crowd
control to areas in need.
Control and manage the media in the
scene of operation/crisis to ensure
The Lead Agency of ESF # 11 should identify public safety
and security capabilities for the city.
Provide public safety and security for the city.
Determine factors, laws, and regulations when a disaster
may require outside security resources to respond to the
event, such as National Government (MMDA, AFP), due to
circumstances of the event, for example a terrorist event
Provide traffc control, crime control, jail control, and
evacuation and movement to safe areas.
Lead and supporting agencies responds to a city emergency
using existing procedures.
Maintain law and order
Coordinate public warning
Provide security of city facilities
Provide security of unsafe areas or potential crime scenes
Provide security if the city opens a shelter
Provide Traffc Control. This group works closely with the
ESF # 1 to affect the orderly fow of traffc into, out of, and
around areas affected by a disaster.
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ESF
No.
ESF
Name
Security/Crime Control. This group addresses the provision
of security in disaster areas, as well as the actual policing
functions normally associated with law enforcement
activities, including riot control, explosive ordinance removal,
counterterrorism, etc.
Institutions/Jails. This group is responsible for coordinating
prisoner recapture, the utilization of prisons and facilities
following disasters, and the moving of prisoners from
damaged facilities to undamaged ones.
Evacuation/Movement. This group is responsible for
coordinating the citys assistance in carrying out evacuations.
Ensure the protection of women in evacuation centers.
12 Stockpiling of supplies and ensuring the suffciency of supplies
and equipment.
Augment relief supplies.
Coordinate and monitor the fow and distribution of supplies
and relief goods.
Provide information to donors.
13 Help to prioritize facilities and infrastructure so that power
may be restored or other energy supplies may be provided
in such a way to enable life to be restored to full capacity as
soon as possible.
The Lead and Supporting Agencies will collect, evaluate, and
share information on energy system damage.
Estimate the impact of energy system outages in Quezon City.
Provide information concerning the energy restoration
process such as:
Projected schedules,
Percent completion of restoration,
Determine schedule for reopening facilities
The incident may impact Quezon City only or it may be part
of a larger incident that impacts the entire Metro Manila.
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10.2 Emergency Support Function (ESF) Matrix
No Agencies
E
S
F
1
E
S
F
2
E
S
F
3
E
S
F
4
E
S
F
5
E
S
F
6
E
S
F
7
E
S
F
8
E
S
F
9
E
S
F
10
E
S
F
11
E
S
F
12
E
S
F
13
1 51st Engineering Brigade S S
2 Administrative Management
Offce
L L
3 Amateur radio groups S
4 Architects of the Philippines
(UAP)
S
5 Armed Forces of the Philip-
pines (AFP) Engineering Corps
S S S
6 Armed Forces of the Philip-
pines (AFP) NCR Command
S S S S S S
7 Baragay Emergency Response
Team (BERT)
S S S S
8 Barangay Communication
Systems
S
9 Barangay Fire Team /Brigades S
10 Barangay Operations Center
(BOC)
S S S S S S S S S
11 Barangay Public Safety Offce
(BPSO)
S
12 Bayantel S S
13 BFP-National Capital Region
(NCR)
S
14 BFP-NCR Special Rescue Unit S S
15 Bureau of Fire Protection
(BFP)
S
16 City Accounting S
17 City Administrators Offce L
18 City Assessor's Offce S
19 City Budget S
20 City General Services
Department (CGSD)
L S S S S
21 City Health Department
(CHD)
S L S
22 City Personnel S
23 City Planning and Develop-
ment Offce (CPDO)
S
24 City Treasurers offce S
128
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No Agencies
E
S
F
1
E
S
F
2
E
S
F
3
E
S
F
4
E
S
F
5
E
S
F
6
E
S
F
7
E
S
F
8
E
S
F
9
E
S
F
10
E
S
F
11
E
S
F
12
E
S
F
13
25 Civic Communications Group S
26 Civil Registry S S
27 Climate Change Commission
(CCC)
S
28 Coast Guard S S
29 Communications Coordina-
tion Center (CCC)
S S
30 Community Relations Offce
(CRO)
S S S
31 Department of Education
(DepEd)
S S
32 Department of Energy (DOE) S
33 Department of Environ-
ment and Natural Resources
(DENR)
S S
34 Department of Health (DOH) S S S
35 Department of Interior and
Local Government (DILG)
S S
36 Department of Public Order
and Safety (DPOS)
S S S S S L L S
37 Department of Public Works
and Highways (DPWH)
S S
38 Department of Social Welfare
and Development (DSWD)
S S S
39 Department of Trade and
Industry (DTI)
S
40 Department of Transportation
and Communication (DOTC)
S S S
41 Disaster Action Team S S
42 Disaster Risk Reduction and
Management Offce (DRRMO)
S S S S
43 Division of City Schools
(DOCS)
S S
44 Emergency Medical Services
Group
S
45 Engineering Department S L S S S
46 Environmental Protection and
Waste Management Depart-
ment (EPWMD)
S S S S
47 Fire volunteers organizations S
129
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No Agencies
E
S
F
1
E
S
F
2
E
S
F
3
E
S
F
4
E
S
F
5
E
S
F
6
E
S
F
7
E
S
F
8
E
S
F
9
E
S
F
10
E
S
F
11
E
S
F
12
E
S
F
13
48 Gawad Kalinga (GK) S
49 Gender and Development
(GAD)
S
50 Globe Telecommunications S
51 Government hospitals S
52 Government Service Insur-
ance System (GSIS)
S
53 Habitat for Humanity S
54 Home Development Fund
(PAG-IBIG)
S
55 House of Representatives S
56 Information Technology De-
velopment Offce (ITDO)
S S
57 Liga ng mga Barangay (League
of Barangays)
S
58 Manila Electric Company
(MERALCO)
S S
59 Manila Water S S S
60 Maynilad S S S
61 Media networks (e.g. ABS-
CBN, GMA, TV5, PTV4, IBC)
S S S
62 Metro Manila Development
Authority (MMDA)
S S S S S S
63 Metro Manila DRRM Council
(MMDRRMC)
S
64 Mines and Geosciences Bu-
reau (MGB)
S
65 National Capital Region Com-
mand (NCRCOM)
S S
66 National Disaster Risk Re-
duction Management Council
(NDRRMC)
S S
67 National Food Authority
(NFA)
S
68 National Government hospi-
tals
S S
69 National Housing Authority
(NHA)
S
70 National Power Corporation
(NAPOCOR)
S
71 National Telecommunications
Center (NTC)
S S
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No Agencies
E
S
F
1
E
S
F
2
E
S
F
3
E
S
F
4
E
S
F
5
E
S
F
6
E
S
F
7
E
S
F
8
E
S
F
9
E
S
F
10
E
S
F
11
E
S
F
12
E
S
F
13
72 Novaliches District Hospital
(NDH)
S
73 Offce of the Building Offcial
(OBO)
S
74 Offce of the Civil Defense
(OCD)
S S
75 Parks Development and
Administration Department
(PDAD)
S S S
76 Petroleum Companies (e.g.
PETRON, SHELL, CALTEX)
S
77 Phil. Institute of Civil Engi-
neers (PICE)
S
78 Philippine Atmospheric Geo-
physical Astronomical Service
Agency (PAGASA
S S
79 Philippine Charity and Sweep-
stakes Offce (PCSO)
S S S
80 Philippine Information Agency
(PIA)
S S
81 Philippine Long Distance Tele-
phone Company (PLDT)
S S
82 Philippine Mental Health Asso-
ciation
S
83 Philippine National Police
(PNP)
S S S S
84 Philippine Nuclear Research
Institute (PNRI)
S
85 Philippine Red Cross (PRC)
QC Chapter
S S S S S S S
86 Philippine Senate S
87 Philippine Volcanology and
Seismology (PhilVolcs)
S S
88 PNP-Scene of the Crime Of-
fce (SOCO)
S
89 Private hospitals S
90 Private volunteer groups
91 Public Affairs and Information
Services Offce (PAISO),
S L
92 Quezon City Bureau of Fire
Protection (QC-BFP)
L S S
93 Quezon City General Hospi-
tal (QCGH)
S
131
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No Agencies
E
S
F
1
E
S
F
2
E
S
F
3
E
S
F
4
E
S
F
5
E
S
F
6
E
S
F
7
E
S
F
8
E
S
F
9
E
S
F
10
E
S
F
11
E
S
F
12
E
S
F
13
94 Quezon City Police District
(QCPD)
S S S S
95 Radio Communication Ser-
vices (RCS)
L
96 Reservists Army Group S S
97 Rider's Club S
98 Smart Communications S
99 Social Services Development
Department (SSDD)
S S L S S L
100 Task Force Street Light S
101 Transport Sectors (Bus Com-
panies, Public Utility Jeep, Tri-
cycle Operators and Drivers
Association)
S
102 Tricycle Regulatory Unit S
103 UN Childrens Fund (UNICEF) S
104 Urban Poor Affairs Offce
(UPAO)
S
105 Volunteer groups - Private S S S
106 World Vision S
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LIA Strategy 1: Strengthen DRRM System through the creation of the QC DRMMO cum EOC and
expansion of the DRRMC.
Strengths Weaknesses Opportunities Challenges
Availability of legal bases
and mandates (EO 23, RA
10121)
Lack of manpower Selection and development
(training) of staff/personnel: doing
it right the next time and no
room for mistakes
Planning process: planning
according to the law
Availability of funds (e.g.
DRRM)
Not all are permanent
employees
Effective emergency management
system and application of
learnings from trainings
Aftermath of a disaster
while waiting for the
institutionalization of DRRMO
Political will (involvement of
local offces)
Disaster management support
from the right personnel
Good working relationship
between executive and
legislative offces
Sustainability: maintaining
effectivity in disaster
management
Ongoing construction of
operations center
Length of time in the approval
of all requirements
LIA STRATEGY 2: Put in place the institutional mechanism for mainstreaming DRR into the regular
local development planning, investment programming and budgeting process.
Inputs from local
government and
departments during the
planning process makes a
more holistic perspective as
the needs of other offces
are taken into consideration
Not aware of the
timelines of the plans
(e.g. CDP)
TWG to review and identify gaps
of CDP with DRRMP
Level of involvement of
NGOs/NGAs (e.g. some
utility companies do not
attend when invited)
Availability of data from
different departments
Guidelines from
NGAs are not clear
NGOs/NGAs involvement Maintenance and update of
data
Financial capacity of QCG
to hire experts
Not aware of
the process,
implementation, and
mainstreaming
Data collated and transformed by
EMI into effective tools (HVRA,
mapping, etc); HVRA to be
mainstreamed into DRRMP
Sustainability: Organization/
Set-up upon the end of
contract with EMI
Dissemination and
access to data
Active participation of EMI to
guide QCG in the formulation of
the DRRMP
LIA STRATEGY 3: Institutionalize HVRA fndings and results.
Availability of experts/
Location of technical offces
in QC (MGB, Phivolcs, EMI
etc.)
Human resource within
QCG (well and less-
equipped)
NGAs and academe in QC
Expertise and technologies of
NGAs and academe (as potential
partners and supporters)
Assistance from NGAs (PAGASA)
Active involvement of DILG (QC
frst to conduct HVRA at barangay
level)
Impact on land use
(CLUP of QC)
Science- and community/
experience-based
Tools and methods needs
updating
Media for information
dissemination
Dissemination of HVRA
(tapping CSOs, NGOs,
etc.)
10.3 SWOC II Results
10.3.1 Legal and Institutional Arrangements
133
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Barangays role in the
management of people
Lack of technical
competency/know-how in
interpreting and updating
of HVRA in the community
Collaboration and
integration of NGOs
and other sectors (80
NGOs in QC to work
together and come
up with approaches in
evaluating HVRA)
Availability of HVRA (will
allow focus planning)
Validation Updating of HVRA after
the contract with EMI
ends
Funds Lack of coordination
between support systems
and absence of an action
offcer
Accuracy of information
TWG within QCG
Utilization of support
systems for information
dissemination (PAISO and
CCC to update website
information; Liga ng mga
Barangay)
LIA STRATEGY 4: Defne a legislative agenda to support DRRMP implementation based on HVRA
fndings.
Creation of CCA and DRR
Committees
Existing standards not in
accordance with DRRM
Improvement and adoption of
NGA laws/policies
Implementation of
existing laws
Legal mandates (building
and structural codes)
Lax and ineffective
enforcement of policies
Selection and development
(training) of staff/personnel: doing
it right the next time and no room
for mistakes
Sustainability
Good/strong working
relationship between
executive and legislative
(belongs to the same
political party)
Creation of DRRM
ordinances
No 5m easement
ordinance
NGAs, academe, and experts in
QC
DILG, NCPAG, etc.
willing to provide assistance
Time and budget
constraints in the
creation of ordinance
Absence of secretariat or
unit focusing on ELA
Time constraints in the
legislative process
LIA STRATEGY 5: Invest in human resources and training to support resiliency goals through the
development and adoption of a comprehensive DRM capacity development program and trainings specifc
to their line of responsibility for DRRMP implementation.
EO 23: Organization/offce
for research and training
No fund allotted for
training seminar
External experts for training Updating of training
modules
RA10121: budget for
capacity building as
mandatory
Contractual status of
trained employees
Good relationships with NGOs,
private frms and NGAs (red
cross, MMDA)
Return of investments
(availability of trained
personnel during a
disaster event)
Existing scholarships Disappearance of
personnel after training
and during disasters
NGO and Foreign Aid support Climate change
134
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Availability of funds for
training
Lack of manpower
(personnel and expert
trainers)
Possible abuse/misuse of
foreign aid
Existing technical trainings
from EMI (GIS + EM)
DPOS-trained for disaster
response
LIA STRATEGY 6: Monitor and evaluate actions and performance.
Existing M&E per
department
No unifed form or system for
M&E
Adoption of national M&E Coordination of each
department's M&E for DRRM
Existing M&E per
department; submission
to DPOS (Action
Offce) only, need to
create one particular to
DRR
Local utilization of M&E tools To include external
agencies in the DRRMC
Feedback mechanism
Availability of forms
from DILG
Utilization of results for
planning purposes
Partnership of DILG and
OCD (need to tap both
agencies)
Effciency (speed) of
information gathering and
communication process in
decision-making (e.g. suspension
of classes)
Lack of personnel to conduct
M&E
No committed QC offce who
will send down the forms
Transparency
Lack of information of
M&E tools for DRRM from
NDRRMC, DILG, OCD, and
other departments
LIA STRATEGY 7: Establish prioritization criteria for LDRRMF utilization
Availability of funds Utilization/prioritization of
funds
Issued Joint Memorandum-
Circulars
Question on which
organization, program or offce
initiates effort to develop
prioritization criteria
Emergency Management STRATEGY 1: Develop an Emergency Operations Center (EOC) as the
DRRMOs command, control, and communications (C3) center to manage Quezon City disaster
operations. Complete construction and equipping of the new Disaster Risk Reduction and Management
Ofce (DRRMO) facility to include a state-of-the-art Emergency Operations Center. Te EOC must
have the physical space and technology requirements and human resources to manage a major, sustained
disaster response and recovery operation involving representatives from government and civil society.
10.3.2 Emergency Management
135
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Lack of training and human
resource:
No trained Personnel to
operate the EOC
No DRRM Offcer
Strengthen linkage with
other departments and
NGAs
Seamless coordination among
ESFs
Employment status of
personnel involved
Maximize resources of the
city
The possibility of an inoperative
EOC
Availability of budgets/funds Lack of equipment in
facilities
Avail best equipment and
training
Surpassing the EOC of Pasig
and Makati
Involvement of all
concerned departments
Confict between two
communication bases
Sustainability Real implementation of
RA10121
Full support of the local
Chief Executive
Open space for new
personnel with expertise in
DRRM
Adequate training of the
personnel to develop a safe city
Layout and well planned
EOC
Development and training
of skills
Good leadership: quality
and passion for risk
reduction and management
QC as the model city
EO 23 mandate (creation of
DRRMC)
Emergency Management STRATEGY 2: Adopt, institutionalize, activate and practice the Emergency
Support Function System (ESF) to support the DRRMO C3 Center. Quezon City should adopt and
further formalize the ESF System as part of its command and control structure. Te above fgure shows
conceptually that the ESF system supports the EOC system.
Creation of identifed,
defned, and validated 13
ESFs (9 operating teams)
Liaison to all departments Assistance from NGAs in
the absence ofa DRRMO
Budgetary constraints for
Disaster Response
Involvement of different
departments
Budget release takes
time in the absence of a
DRRMO
Involve other agencies and
sectors
Collaboration/involvement of
team with other agencies and
departments (vice-versa)
EO 23 mandate Turfng and overlapping Synchronization of 13 ESFs
Competent implementers
from each involved agency
Lack of equipment and
management
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Emergency Management STRATEGY 3: Adopt the Incident Command System as the organizational
system for the Emergency Operations Center and the Emergency Support Functions. Organize
the DRRMO according to the Incident Command System and as mandated by RA 10121. Finalize
stafng pattern for the DRRMO and fll positions with qualifed personnel.
Existence of ICS Lack of minimum
qualifcation standards for
personnel
Makati and Pasig as
benchmarks
Opportunity to utilize the
existing personnel
Budget release depends
on the establishment of
DRRMO
Adoption of international
standard system
RA 10121 Mandate Meeting the
implementation timeline
by 2014
Fund allocation for
employing new personnel
Retention of trained
personnel
Actual operation of ICS/
DRRMO
Emergency Management STRATEGY 4: Write the Emergency Response Operations Plan that
incorporates the concepts of the EOC, ESF, and ICS international standards.
Existing EOP of offces and
barangays to be updated
Establishment of satellite
emergency response
center in all districts
Involvement of other
agencies and sectors
Group compliance with the
given time frame
2014 timeline has already
been provided
Availability and
competency of personnel
to formulate the EOP
Formulation of a document
that can serve as reference
for other LGU's
Harmonization of the existing
operation plan per department
Unifed planning process:
city wide operationalization
Lack of co-ordination from
the ESFs
Collaboration with other
agencies and departments
Budget for the TWG
Emergency Management STRATEGIES 5 & 6: Develop and institute a training program under
the new DRRMO organizational structure in order to strengthen Quezon Citys emergency
management capacity. Develop and institute an Exercise and Drill Program under the new DRRMO
organizational structure in order to strengthen Quezon Citys emergency management capacity.
Existence of training
programs and institutions
Budgetary constraints Larger training scope Finding experts for different
training courses
Availability of training
budgets
Budget and program
allocation
Creation of an income
generating training center
Sustainability of the training
program in the barangays
Sustainability of trained
personnel in Barangays
Formal training for:
(1) QC Employees; (2)
Barangays; (3) Stakeholders
and NGOs; (4) Private
Corps; (5) Utilities
No post-drill evaluation
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GIS STRATEGY 1: Develop a Centralized DRRM database system.
Pursuant to RA 10121 Ongoing construction
of DRRM building
construction
Suffcient LDRRMF to fund
future programs
Inter-connective sharing among
DRRMC members
DRRMC members have
ready and accessible data
Real time reports ITDO-headed capacity
building trainings
ITDO as the back-up unit
system; Absence of ITDO
arrow connection to other
units
Centralized and controlled
information
Availability of trained
personnel and state-of-the-
art equipment
Capacity building: DPOS
provides information to
the city and advises the
executives
Immediate establishment of
DRRM personnel
DRRM immediate decision
making
Availability of data Budget justifcation:
improvement of the
physical interconnectivity of
each department
Continuity of trainings
Lead agency for DRRM Inadequate capability in
data processing analysis
Developing skilled personnel
Accurate DRRM
information/data
dissemination
Floating status of ITDO
and; ITDO supports other
departments
Time and Security
DPOS as the front liner Absence of infrastructure
custodians
Outcome when a disaster
strikes
Human Resource
GIS STRATEGY 2: Develop data management plan that specifes the data required, data available and data
to be collected.
Pursuant to RA10121 Need to invest in training,
equipment, and manpower
(despite the creation of DRRMO)
Not fully equipped with technical
capability and capacity
Readiness and preparedness of
human resource
Trainings for permanent
personnel
Interconnectivity
Data accuracy and reliability:
information must be real,
accurate, and updated.
Inconsistency of information/ data
provided
Each offce upon data updating
should leave footnotes
ITDO for back-up Trained personnel to
man the system
Active participation and
feedback of concerned
offces at all levels
Creation of IT section under
the DRRMO
Immediate
establishment of
DRRMO
Collective process on data
management
New way of integrating data:
data gaps considered in
decision-making
Full implementation
of RA10121
Centralized coordination and
standardized information/data
to come from different offces
to be comprehensive
Data reconciliation
and validation among
different offces
10.3.3 Geographic Information System for DRRM
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GIS STRATEGY 3: Develop data and information sharing and access protocols that govern the way
transactions are undertaken between the departments and with other external organizations.
Data sharing facilitation
Public can easily access data
All member of DRRM can
access data
Designation of tasks and
responsibilities (Information
fow: barangay level is
separate from the public.)
Ease of data access (as
they are controlled by
barangays)
Public and Barangay acceptance
of information, defnition, and
tasks
Implementation of strict
policies should be well
implemented
Can the public see data
right away? How to screen
the information?
Capacity building of
barangay in terms
of infrastructure and
manpower
Filtering of data before sharing
to the public by the DRRMO
Easier coordination
between LGU and
agencies and easier info
dissemination to the public
Accuracy and update of
data for public use
Investment on computers,
surveillance camera, etc.
Data security: selective public
information sharing
Accuracy of information
gathered
Lack of technical
personnel (human
resource) and skills
Incorporation of judicial
system
Not all barangays have the
resources to access the
information - equipment,
infrastructure, and skills
Information security:
confdentiality and control
can be seen in the lines
Data inconsistency among
barangays
Information transparency
between departments
Some equipment are locked for
other purposes
Controlled information
dissemination
Data access of constituents
should be controlled by
the barangay
Institutionalization of other
system of information
sharing
Burden of accountability
(as custodian holds the
information)
Existing ITDO Approval process of
request might take time
Investment security Operationability and policy
formulation
People-based data will
be used for DRRM Plan
formulation
No feedback mechanism
from the public
Involvement of barangays
and improvement of their
resilience to disasters
Creation of DRR policy
Exchange of ideas (2-way
communication)
Participatory approach
(involves the public)
GIS STRATEGY 4: Develop capacity building programs that focuses on training staf in using GIS
for disaster preparedness, planning and response in the Disaster Control Division of DRRMO
LDRRMF suffcient
to fund DRRMO
Incomplete
interconnectivity of
member offces
More members of the QCG will
learn on mainstreaming GIS
Phasing and training to achieve goals
Organized and
systematic
Lack of team spirit Trainings and equipment must
be provided to concerned or
assigned person
Upgrading of department/offce
facilities (hardware and software)
Existing ISSP Limited number of
contact persons
Assigned personnel must be
exclusively for DRRMO only
Limited number of contact person
(only 1, recommends more than 1)
Continuous GIS training on
personnel involved
Manning of the DRRM member
offce (at least 2 persons per DRRM
member offce)
Empowerment Sustainability of the program (specially
if the contact person is contractual)
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LUP-CCS STRATEGY 1: Establish, Observe and Strengthen the Institutional Process for Mainstreaming
Disaster Risk Reduction and Management in Strategic Planning and Land Use Planning Formulation.
The CPDO has the
capability to mainstream
DRR & CCA activities
in the Land Use Plan
Formulation
Only few personnel/offces
have knowledge of Land
Use Plan formulation
Availability of NGAs and
other experts in the review,
analysis and formulation of
CLUP
Barangay elections and how it
will impact planning
Availability of HVRA w/c
can be incorporated with
the CLUP
Current BDRRMP was
formulated for compliance
purposes only
HVRA will be used in
mainstreaming
Pull-out of investments/ effect
on other sectors
trainings and workshops
DRR is yet mainstreamed
in the CLUP based on the
guidelines of the HLURB
Guidelines provided by the
NGAs
Appreciation of barangays on
the results of HVRA as basis of
their development plans and
utilization of DRRM Fund
Existing policies and
guildelines in CLUP and
CDP
Time it takes to gather and
update info for the CDP
and CLUP; CDC to review
the HVRA as well
Inclusion of DRR in the
CDP vision statement
Transition Stage
Involvement of all
departments
HLRB guidelines are in the
process
Lack of HLURB guidelines
Existing City Development
Council
Active participation of
NGOs & POs
LUP-CCS STRATEGY 2: Strengthen implementation process of suggested land use management
(LUM) strategies and related PPAs that reduce earthquake and food risks and build QC resilience.
Political will (as one of the
Mayor's thrusts) in clearing
high risk areas
Time element Support from national
government and private
sector
Full implementation of CLUP
Presence of academic
institutions, technical
expertise within the city
Existing ordinance limited
to the 5m buffer zone
Local & international best
practices that can be
adapted (lakbay aral)
Different interpretation
of NGAs regarding the
implementation of national
laws (consider socio-economic
impacts to affected)
CPDO conducts general
assemblies pertaining to
LUM (with barangays,
architects and engineers)
Existing building code,
zoning ordinance not in
compliance with HVRA
National directive on
clearing of ISFs and
informal structures on
danger zones along
waterways
Trainings abroad may be
diffcult for personnel
CDC convened for frst
annual meeting
Lack of strict
implementation of the
ordinance on 5-meter
buffer zone (for existing
structures)
Opportunity for trainings
and capacity building
Implementation within the
given time frame of 6 years
Existing building code,
zoning ordinance
Not enough manpower
(e.g. inspectors, technical
staff)
Provisions of the Lina Law
Existence of agencies (Task
Force COPRISS, PNP,
DPOS)
Lack of political will ("every
permit is negotiable")
Implementation of Building
Code
10.3.4 Land Use Planning and Construction Codes and Standards
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LUP-CCS STRATEGY 3: Institutionalization of HVRA Findings and Results for LUP, CDP and
Zoning.
Existing HVRA information Utilization of HVRA
information/data in
barangay level
Presence of trimedia
networks
Development of appropriate
IEC materials understandable
to the general public
Existing communication
channels for dissemination
(website, publications)
Acceptance of barangays/
communities of HVRA
Utilization of social media
(facebook, twitter, etc.)
Implementation of HVRA in
barangay level; Appreciation of
barangays on HVRA results as
basis for their STRATEGYs
Inclusion of the citizen's
charter
Participation of target
audience in IEC
HVRA to be integrated in
the CDC agenda
Revisit the processes of
concerned departments in the
issuances of permits/licenses
Understanding &
appreciation of HVRA
through workshops
Programmatic approach in
IEC (Duplication in various
dept's efforts)
Community awareness on
DRRM, HVRA
Communication plan
Existence of CCC, PAISO,
QC website
Funds for printing costs,
seminars, training
Updating of HVRA results
QC is the homebase of the
TV, radio networks
LUP-CCS STRATEGY 4:Investment in Human Resources and Training to Support Risk Sensitive
Land Use Planning and Land Use Management as means for DRRMP Implementation
trainings, seminars, etc.
Supporting documents for
justifcation of trainings/
seminars
Existence of sister cities
(Alliance of 7 and foreign
cities)
COA Observation report
Provisions of "green lung" of
the metropolis in the CDP
Employment status of
trained personnel and
those with potential; most
are contractual employees
only
International grants and
funds
Diffculty in creating a trade
mark unique for Quezon City
(for training and seminars)
Increased number of
inspection teams (DBO,
CEO)
Knowledge transfer Training s offered by NGAs Standard programs and training
modules
Proposal to conduct
inventory of buildings thru
geo tagging
No building audit in
residential areas, as
opposed to commercial
areas
Implementation of geo-
tagging activity
Implementation of geo-tagging
activity
Established cooperation
of different offces/
departments
Limited training on risk-
sensitive land use planning
and land use management
for DRRMP
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LUP-CCS STRATEGY 5:Monitoring and Evaluation
Presence of DRRMO No composite team for
M & E since EO creating
DRRMO has just been
released
Availability of monitoring
tool at the national level
and NGOs
Filing of cases with the regular
courts, length of trial and
presumption of innocence of
violators
Existing M & E per agency Lack of manpower
(number and capabilities to
conduct maintenance and
evaluation)
Presence of NGOs w/c
can be part of a composite
team
Ensure full participation &
commitment of the concerned
agencies in the M & E process
Existence of city
development council
No inventory of residential
structures
Assistance from NGOs and
NGAs in conducting M &E
Inclusion of non-structural
indicators in M & E Tool
(include GAG, violence against
women
Existing ordinance (SP 1800,
S-2007 & other related
ordinances
No existing EO on DRRM
monitoring and evaluation
(only in practice but none
in adoption of RA 10121
provisions)
Existing recognition and
awards
Cooperation of brgy offcials in
M & E
Availability of HVRA results Too many M & E tools Opportunity to share best
practices
National government directive
on accountability of brgy
offcials
Ineffcient database
management
Formulation of M & #
system for DRR
How to encourage private
owners to make their buildings
resilient
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10.4 Situational Analysis Report Recommendations for SWOC Strategy Validation Forms
10.4.1 Strategy Recommendations for Legal and Institutional Arrangements
Legal and Institutional Arrangements
Situational Analysis Report Recommendations for
SWOC Strategy Validation
July 11, 2013 | 8:30 AM to 5:00 PM
Bulwagang Amoranto, Quezon City Hall
Recommended Strategies for Assessment (SWOC Analysis)
The following are seven (7) recommended strategies for the legal and institutional arrangements
component of the QC DRRMP drawn from previous LIA workshops and deduced from the outputs
of the other project components. These are recommendations to be prioritized within a three-
year time frame for funding and implementation. A rationale and implementation requirements
are provided along with each recommended strategy. The stakeholders shall utilize the SWOC
analytical tool to validate the identified strategies and draw up actions to ensure implementation.
Key Idea:The Rationale provides the basis for giving the startegy and must be tied up with one
of the key issues identified. The implementation requirement provides a picture of the necessary
actions to be taken by QCG to implement the strategy. The SWOC helps identify where the
institution will have to allocate its resources to meet the over all goals as well as to meet the
individual goals under the four DRRM aspects or themes. The output of the exercise is to come
up with the individual goals, objectives, programs, projects and activities that will implement the
strategies identified. The next exercise should lead to the following portions of the DRRMP. See
Figure 1.
CDP (3 yrs.)
UDD
LDIP (3-6
yrs.)
AIP (1 yr.)
CLUP
(10-30 yrs.)
Local
Budget
(yearly)
LDRRMO
LDRRMP
Budget
(70% of 5%
+
Additional)
LDRRMC
City Council
Figure 1. Mainstreaming DRRM in Local Planning and Budgeting
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A. LIA Strategy 1: Strengthening of the Disaster Risk Reduction and Management System
through the Creation of the QC DRMMO cum Emergency Operations Center and Expansion
of the DRRMC
Rationale: Institutional support of the QCDRRM system is weak due to the absence of a perma-
nent Disaster Risk Reduction and Management Office (DRRMO) and an emergency operations cen-
ter pursuant to RA1012. The DRRMC membership likewise needs to be expanded to include vital
offices. To date no ordinance has been passed creating the DRRMO. However the DPOS head is
designated as the Action Officer of the DRRMC. It is important that the DRRMO be institutional-
ized pursuant to the DRRM Act. The Emergency Operations Center is now being set up with phys-
ical facilities and equipment. Manning requirements have to be determined and staff appointed. It
is best to have permanent staff positions to institutionalize the office. Other vital offices have been
excluded from the DRRMC namely the Office of the Administrator, the Chief of Staff, Legal and
Public Assistance City Secretary, City Personnel, Engineering, Building Official, Planning and oth-
ers.CSO and private sector representatives have not been identified so far. NGA representative may
likewise be invited to strengthen DRR orientation of the DDRMC.
Implementation Requirements:
An organizational development (OD) study should be undertaken by the Personnel Department
to determine the positions, position title, definition of functions and responsibilities, compensa-
tion, etc. for the DRRMO.
Approval of the ordinance creating the DRRMO by the Sangguniang Panglungsod.
Approval of the DRRMO by the DBM.
Recruitment and appointment of staff to man the DRRMO.
Amendatory executive order to add other members of the DRRMC.
Construction and manning of the emergency operations center.
Proposed Timeline and Budget:
Organization development study of the DRRMO will be undertaken within the next two to
three months.
Identification of fund source for the newly created positions.
Endorsement by the DRRM Council and approval by the Sangguniang Panglungsod in the
next 6 months.
DBM approval of the DRRMO creation in six months.
Recruitment and appointment of staff the new DRRMO within the two years.
Training of staff.
Office space and equipment provision.
Concerned Agencies: Mayors Office, DPOS, Personnel Department, Budget Department,
QCDRRMC, Sangguniang Panglungsod,and DBM.
B. LIA Strategy 2: Put in Place the Institutional Mechanism for Mainstreaming DRR into the
Regular Local Development Planning, Investment Programming and Budgeting Process
Rationale: RA 10121 requires local governments to mainstream disaster risk reduction
and management into the regular planning process and functions of local governments. The
mechanism or opportunity for mainstreaming DRR-CCA is through its incorporation/integration
into the rationalized planning investment programming and budgeting system now in place
through Joint Memorandum Circular No.001S-2007. The National Disaster Risk Reduction and
Management Plan 2011-2028 cites mainstreaming DRRM and CCA into local development
policies, plans and budget as one of its outcomes or goals under the thematic area of Disaster
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Prevention and Mitigation.
Complete the DRRMP through a participatory process with the DRRMC taking the lead.
LDRRMO should be a member of the LDC. An executive order is necessary for the purpose.
LDRRMO to interface with the sectoral and functional committees of the LDC.
Ensure that the PPAs identifed in the DRRMP are integrated into the CDP/LDIP /AIP.
Determine timing of the activities to formulate the DRRMP to make it in sync with the CDP/
LDIP/AIP formulation process.
Create internal policy and guidelines for mainstreaming.
Immediate for activities related to 2014 because the budget call is on July 16. From this point
on every year prior to July1.
Budget for PPAs, staff, capacity building, consultants, and publications.
Concerned Agencies: DRRMC Members, Mayors Offce, DPOS, CPDO, Budget Department,
LDC, and DILG.
C. LIA Strategy 3: Institutionalization of HVRA Findings and Results within Quezon
City
Rationale: HVRA provides detailed information on hazards, vulnerability and risk, which is
technical in nature. Fairly new to the city, it takes time to be understood and to defne the process
for which DRM is scientifcally informed.
Make the HVRA and Risk Atlas information public via the Quezon City website
and other means.
Disseminate the City Risk Profle and Risk Atlas internally and to the external part-
ners.
Ensure that the HVRA information is internalized and utilized for planning purpos-
es at the city and barangay level.
Use HVRA data for preparedness focusing on hotspot barangays.
Hold seminars and workshops to review, comprehend and assimilate the fndings
and results of the HVRA and Risk Atlas.
Update the HVRA every 3 years and complete the HVRA study for other hazards
like landslides, fre, etc.
3 years
Costs for printing, workshops, seminars, and specialized consultants for updates of HVRA
(earthquakes, foods, and other hazards).
Concerned Agencies: Mayors Offce, DPOS, DCD, Budget Department, Engineering
Department, Social Welfare Department, Environment Department, Urban Poor Affairs
Department, Barangays, and Building Offcial.
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D. LIA Strategy 4: Defne a Legislative Agenda to Support DRRMP Implementation
Based on HVRA Findings
Rationale: Currently, there is inadequacy of policy and legal support of the executive agenda
(DRRMP) in the form of ordinances, rules and regulations, and guidelines in the implementation of
the National Building Code, Structural Code, Fire Code, stringent application of the 5-meter ease-
ment from the West Valley Fault zone and assessment of risk to essential and critical facilities at
city and barangay levels.
The city overall is now much more informed in terms of its hazards vulnerabilities and risks thru
the HVRA and other studies. Such knowledge should support a new legislative agenda to ensure
that DRRMP is implemented and resiliency objectives are achieved.
DRRMC to initially draw up a list of proposed legislative priority measures based on rec-
ommendations of the HVRA and DRRMP.
Present initial list to the LDC sectoral and functional committees.
Drafting of the proposed ordinances by the departments and potential City Councilors.
Presentation of HVRA fndings to the Sangguniang Panglungsod.
Within the next three years and three years thereafter.
Budget for research by specialists, meetings, public hearings, and publications.
Concerned Agencies: DPOS/LDRRMO, DRMMC Members, Vice Mayor, and Quezon City
Council.
E. LIA Strategy 5: Investment in Human Resources and Training to Support Resiliency
Goals through the Development and Adoption of a Comprehensive DRM Capacity
Development Program Trainings Specifc to their Line of Responsibility for DRRMP
Implementation
Rationale: RA 10121 section 14requires training of all employees on DRRM. DRRMP is a
new and emerging feld, highly technical, cross-sectoral, therefore the need to build the internal
competency for DRRM. Furthermore, the implementation of the DRRMP requires training and
capacity building activities as well as drills and exercises that need to be conducted. Finally,
resilient cities require building resilient communities and this demands additional trainings specifc
to communities and also the poor, disadvantaged, vulnerable sector.
Each department should draw up their technical training, drills and exercises agenda to comply
with the requirements of the law.
The proposed DRRM has initially identifed specifc training needs for GIS/ICT and Emergen-
cy Management but does not include training needs of other sectors. Training needs for other
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sectors should be provided.
3 years.
Set aside training budget for the next three-year period. It can either be lumped or integrated
in the department budgets.
Concerned Agencies: Mayors Offce, DPOS, DRRMC Members, Personnel Department, and
Budget Department.
F. LIA Strategy 6: Monitoring and Evaluation (research existing M&E tools from
DILG-NCR or NDRRM OCD-NCR)
Rationale: Monitoring and evaluation of actions and performance are important to keep track of
progress in relation to set objectives and targets to keep the city safe and resilient.
Identify monitoring and evaluation tools being used and required by NDRRMC,DILG and
other offces.
Organize a small working group to set up the M and E system for DRRM in QC.
Formally adopt the M and E system for implementation via an Offce Order or Executive Or-
der of the Mayor.
Assign dedicated staff for M&E at the LDRRMO/DPOS.
Immediate identifcation of M and E tools and consolidation of QC reports pertaining to
DRRM within 1 month.
Set up system for monitoring and evaluation of DRRMP implementation by the LDRRMO/
DPOS, DRRMC within 2 months.
Draft and issuance of an executive order mandating submission of regular reports to the
DRRMO/DPOS.
Assign dedicated staff for M and E.
Concerned Agencies: Offce of the Mayor, DRRMC, DPOS,CPDO,QC DILG, Budget, Ac-
counting, and OCA.
G. LIA Strategy 7: Prioritization Criteria for LDRMF Utilization
Rationale: It was observed that there are physical as well as manpower and capacity building
needs for DRRM in QC. While the physical resources and equipage are now being addressed
with the ongoing construction of the DRRMO Offce with the EOC, the necessary manpower
still has to be attended to. Guidelines on the utilization of the LDRRF are clearly spelled out in
Joint Memorandum Circular No. 2013-1 dated March 25,2013 issued by the NDRRM, DBM
and DILG. However, the city itself has to set a prioritization criteria which among the competing
needs are to be prioritized based in part on the science based results and fndings of the HVRA
for foods and earthquakes. Institutional goals need to also be factored. Other hazards both natu-
ral and manmade have to be factored in as well.
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Organize a small committee (LDRRMO/DPOS, Budget, CPDO, Engineering) to draft the pri-
oritization guide for presentation to the DRRMC. The criteria should fnd its ways into the bud-
getary statement of thrusts and priorities of the mayor upon issuance of the budget call.
Immediate-prior to issuance of budget call.
Funds to cover meetings of small committee.
Concerned Agencies: Mayors Offce, Budget Department, LDRRMO, DPOS, CPDO, and Engi-
neering Department.
10.4.2 Strategy Recommendations for Land Use Planning and Construction Codes and Standards
Risk Sensitive Land Use Planning
Situational Analysis Report Recommendations for SWOC
Strategy Validation
JJuly 17, 2013
UP ISSI, Diliman, Quezon City
1. Recommended Strategies for Assessment (SWOC Analysis)
The following are five (5) recommended strategies forland use planning and construction codes and
standards component of the QC DRRMP. These werederived from previous LUP-CCS workshops and
deduced from the outputs of the other project components. These are recommendations to be prioritized
within a six-year time frame for funding and implementation. The rationale and the implementation
requirements for each strategy are provided to guide the discussions. The stakeholders shall utilize the
SWOC analytical tool to validate and further refine the identified strategies and draw up actions that
define the implementation process and potential impediments to ensuring implementation.
Key Idea:The Rationale provides the basis for giving the strategy and must be tied up with one of the
key issues identified. The implementation requirements provide guidances of activities or actions to be
taken by QCG to implement the strategy. The SWOC helps identify where the institution will have to
allocate its resources and assign responsibilities and timeline to achieve the strategy. The output of the
exercise is to eventually come up with the individual goals, objectives, programs, projects and activities
that will implement the strategies identified.
A. LUP-CCS Strategy 1:Establish, Observe and Strengthen the Institutional Process for Main-
streaming Disaster Risk Reduction and Management in Strategic Planning and Land Use Plan-
ningFormulation.
Rationale: RA 10121 requires local governments to mainstream disaster risk reduction and man-
agement into the regular planning process and functions of local governments. The mechanism or
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opportunity for mainstreaming DRRM is through its incorporation/integration into the rational-
ized planning investment programming and budgeting system. The DRRM objectives and strate-
gies should be integrated in the formulation of the CLUP and CDP.
1. CPDO shall lead the developmentof internal policy, guidelines for mainstreamingactivities and
entry points in the process of land use plan formulation.
2. The framework for mainstreaming DRR in land use planning/strategic planning as proposed in
RSLUP workshops can serve as a guide, but it should be reviewed, synthesized and turned into
procedures and guidelines. A work plan should be drawn by CPDO for that purpose.
3. Revisit the vision statement and consider vision descriptors on resilience and safety;
4. Land use and sector situational analysis (in CDP) should be reviewed with the inputs from
HVRA, workshop outputs on consequence analysis, implications of risk to land use planning
and sector planning ( e.g. health and sanitation, safety, infrastructure and transport, poverty,
housing, hazardous areas, education). A work plan should be developed by CPDO for that pur-
pose.
5. Established emergency management objectives and requirements for space and locational re-
quirements for staging, emergency routes and evacuation sites that should be incorporated in
the formulation of the CLUP. These requirements are currently not available and must be de-
veloped by CPDO.
6. Further review and modify the goals, objectives, development strategies, policies in view of the
risk information and interpretations;
7. Considerland use management methods identified in DRRMP in the development of alternative
spatial strategies, and preferred spatial strategies for identified growth and non-growth areas,
corridors, special urban development sites and open spaces toreduce and manage risks in these
areas.Focus of LUM strategies concern open space provisions, improved vehicular and pedes-
trian access in congested areas, provision of easementsand right of ways, siting requirements of
new buildings and infrastructures in view of hazards and risks.
Immediate because QC CLUP updating had already started.
Budget for guideline development and coordination workshops, capacity building, potential
expert DRRM consultancy.
Concerned Agencies:Mayors Office, CPDO, DPOS, QCDRRMC,SangguniangPanglungsod
B. LUP Strategy 2: Strengthen implementation process of suggested land use management
(LUM) strategies and related PPAs that reduce earthquake and flood risks and build QC re-
silience.
Rationale:
The LUM strategies need to be operationalized (how) with adequate provisions forhuman resources,
logistical support, institutional arrangements (internal and external of QCG), and stakeholder
consultations to ensure efficient and effective implementation of strategies. This essentially entails
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enforcement of zoning and building code regulations, and development controls.
CPDO shall arrange internal as well as external dialogues to identify, discuss the implementation
problems and issues, and develop potential solutions to remove impediments of suggested land
use management strategies for flood and earthquake risk reduction in QC. These consultations
should involve internal departments (including legal, building official and others), and external
stakeholders (e.g., developers, academe, media, NGOs, Insurance, etc.)
QCG to invite academic institutions, and/or specialized scientific/technical organizations or
NGOs with expertise in zoning and building code implementation to conduct research on LUM
implementation (ex. a review of current zoning with regard to FAR, building height, density of
use and occupancy in areas where intensities of earthquakes and floods are most severe.) and to
propose scheme and approaches for implementation;
CPDO shall invite land use planners, scientists, engineers, and other experts from different dis-
ciplines; conduct educational field trips within and outside the country to draw out workable
arrangements in implementing the LUM methods. CPDO can benefit from experience overseas.
Refer also to Note 1.
Timeline and Budget:
Period of 6 years
Immediate for activities related to 2014 because the budget call is on July 16. From this point
on every year prior to July1.
Budget for workshops, preparation of feasibility studies, research work
Concerned Agencies: CPDO, DRRMC Members, Mayors Office, DPOS, Budget Department,
LDC, and DILG.
C. LUP Strategy 3: Institutionalization of HVRA Findings and Results for LUP, CDP and Zoning.
Rationale:HVRA provides detailed information on HVR, which is technical in nature. Fairly new
to the city, it takes time to be understood and to define the process for which DRM is scientifically
informed.
LUP Strategy 2 and 3 must be harmonized to make an efficient and effective IEC
(Information, education and communication) strategy targeting different stakeholders;
Learnings from LUP strategy 2 must be documented and translated into IEC materials.
QCG develops a clear plan and process for stakeholder participation, involvement in
IECfor building resilience. For example:
- Make the HVRA and Risk Atlas information public via the Quezon City website and
other means.
- Disseminate the City Risk Profile and Risk Atlas internally and to the external part-
ners.
- Ensure that the HVRA information is internalized and utilized for planning purposes
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at the city and barangay level.
- Use HVRA data for preparedness focusing on hotspot barangays.
- Hold seminars and workshops to review, comprehend and assimilate the findings
and results of the HVRA and Risk Atlas.
3 years
Costs for printing, workshops, seminars, and specialized consultants for updates of HVRA
(earthquakes, floods, and other hazards).
Concerned Agencies:Mayors Office, DPOS, DCD,Budget Department,Engineering Department,
Social Welfare Department, Environment Department, Urban Poor Affairs Department, Barangays,
and Building Official.
D. LUP Strategy 4: Investment in Human Resources and Training to Support Risk Sensitive
Land Use Planning and Land Use Management as means for DRRMP Implementation
Rationale:
Risk Sensitive land use planning is a recent development and that the practice had been limited.
The CPDO will require continued trainings on risk sensitive planning and management for disaster
risk reduction.
In relation to the practice of monitoring and inspection, it may be important to note that QCG
has increased its number of inspection teams from four (4) to eleven (11) to ensure wider area
of coverage for inspections and the compliance of new developments with Building Codes and
the approved specifications found in the building plans. However, logistical difficulties had
resulted to QCG prioritizing inspection of buildings 3 storeys and higher for new construction
and buildings built within the last 10 years for annual inspection. This means that many of the
residential structures 1 to 3 storeys high may or may not have the benefit of full inspection during
its construction. At this time, there are no accurate figures on the total number of structures in
Quezon City but, through the DBO, an inventory of buildings is already being done. It appears,
then, that the regular annual inspections and random checks provide the opportunity to reduce
violations although the accomplishment rates are difficult to determine in the absence of the actual
numbers of existing structures.
Each department should draw up their technical training, drills and exercises agenda to comply
with the requirements of the RA10121 law;
Focus of trainings, manpower and materials, equipment on building inspections, permitting
process as specified in the Building code, improvement of enforcement of building construc-
tion codes and standards, development controls;
Offer of incentives(by QCG and development partners) for trainings, graduate studies on civil/
structural engineering, risk sensitive urban planning and green building; Offer contract of ser-
vice to recipients in return.
Educational field trips to observe and learn from other megacities on how they deal with di-
saster risk reduction through land use and strategic planning;
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5 years.
Set aside training budget for the next three-year period. It can either be lumped or integrated in
the department budgets.
Concerned Agencies: Mayors Office, CPDO, Engineering, DBO, Personnel Department, and
Budget Department.
E. LUP Strategy 5: Monitoring and Evaluation
Rationale:Monitoring and evaluation of actions and performance are important to keep track of
progress in relation to set objectives and targets to keep the city safe and resilient. Prior to any con-
struction or development, location clearances and other permits and clearances are required. It is im-
portant that issues of implementing codes, zoning provisions are identified and addressed. Given the
extent of work and coverage of risk reduction in QCG, there is a need to address logistical concerns
on monitoring and feedback systems in order to ensure compliance with agreed plans and laws that
build resilience in QC.
Implementation Process:
Utilize goals, objectives and targets set in the sectoral plans (CDP) as prepared by the CPDO,
Engineering and DBO and other offices as means of evaluating project outputs accomplishment
and determining whether desired changes or impacts were in fact accomplished.
Existing CDP sectoral working groups to set up the M and E system for DRRM in QC. Logistical
requirements must be identified and quantified for budget support. For example, TWG members
from Engineering, DBO,CPDO can develop the M and E requirementsaround the CDP and LUP
strategies and PPAs, such as, for example,building and infrastructure resilience to earthquake and
flood DRRMP. The M& E plan should tackle, among others:
o Formally adopt a regular accomplishment reporting as part of the DRRM M and E system
for implementation. This can be instituted via an Office Order or Executive Order of the
Mayor.
o Ensure that the PPAs identified for the prioritized strategies are packaged into the CDP/
LDIP /AIP.
o QC Engineering and Building Officials (DBO) to take special roles on how to improve
enforcement of building construction codes and standards, better reporting and documen-
tation, which should be made public.
o DBO makes recommendations to correct structural and non-structural deficiencies, a
third-party certification for structural and non-structural quality if a building structure is
more than ten (10) years old and especially those located in hotspot areas.
o A more efficient record keeping of newly applied permits and building permits issued to
allow a scientific analysis of building vulnerability and risk.
o Consider special building design and construction consideration for areas with very high
earthquake severity.
o Enforce Ordinance No. SP-1800, S-2007 ordinance regulating construction, repair, mod-
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ification, and demolition of buildings and structures, including illegally constructed,
abandoned, dangerous or unfinished buildings and structures in QC;at a minimum,
buildings should be identified and listed publicly.
o A clear process of identifying and penalizing the owners of structures that pose hazards
to the community (e.g., dilapidated public and private buildings, unfinished buildings).
QCG tackles issues on notification of building code violations to order compliance by
developers and owners.
o Put in place a timeline for Green Building Technologies to be utilized in future con-
structions and land development.
Set up a system for accomplishment monitoring,for evaluating strategies implementation (or
PPAs) within 3 months after the DRMP are prepared.(or after the Land Use Plan and CDPs)
Draft and issuance of an executive order mandating submission of regular reports to the
DRRMO/DPOS.
Assign dedicated staff for M and E coordination among departments.
Concerned Agencies: Office of the Mayor, DRRMC, DPOS,CPDO,QC DILG,Budget, Account-
ing, and OCA.
F. LUP Strategy No. 6: Land Use Management Interventions(identified in workshops) for
earthquake and flood risk reduction
Review and synthesize land use management methods suggested by different sectors in Annex A
and B as methods for prevention, mitigation and preparedness in the different development sector
plans (e.g. transportation, housing and shelter, energy, water). Develop into project definitions.
Compare with Strategies 1 to 5 above. If not already addressed, develop into project description.
Undertake SWOC, and identify Resources, Duration, Priority and Budget.
Mitigation/Prevention:
Building Codes
Strict Compliance & implementation of the National Building Code and Zoning Ordinance ( new
and existing buildings)
Inventory and inspections of critical buildings (structural, non-structural) identified in hotspot
areas.
Development Regulations
Review and Revision of Zoning (and integrate risk information)
Zoning special EQ hazard areas, use of buffer zones, fault set-back regulations
Special hazard area, floodway set-back regulations
Fire zones are established
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Critical Public facilities
Ensure mitigation in capital improvements program
- Inter-city flood control program
- Dredging of rivers
- Retrofit of Selected Public Buildings
Identify places where hazardous materials are stored, processed
Retrofitting of key facilities and public buildings
Land and Property Acquisition
Relocation& resettlement sites for ISF
Open space for easements, safer sites
Acquisition of open space/ undeveloped lands for mitigation,
Information Dissemination
Increase level of awareness on DRRM
Street furniture, markers, CCTVs for evacuation purposes
Preparedness:
Identify escape routes and open space for the emergency
Evacuation areas to be identified
Redundant systems (ex. alternative routes to transport people, supplies and other needed resources)
Enhancement of BERT
Proper waste management
Recovery and Rehabilitation:
Recovery Strategy Plan
CPDO and Engineering shall prepare feasibility studies for priority measures for earthquake
and flood risk reduction;
Piloting of a project for an urban renewal or redevelopment;
QCG continue with the provision of tax reduction incentives for proposed green infrastruc-
tures; Ordinance on enforcing MMDA resolution on providing 3-10 meter buffer strips (lin-
ear parks) along riversides and creeks in QC, and removal of informal settlements along these
areas.
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10.4.3 Strategy Recommendations for Mainstreaming GIS in DRRM
Geographic Information Systems
for Disaster Risk Reduction and
Management
Situational Analysis Report Recommendations for
SWOC Strategy Validation
June 21, 2013
Bulwagang Amoranto, Quezon City Hall
1. Scope
All ideas are limited to Disaster Reduction and Risk Management (DRRM). Ideas are
based on the functions of the offices involved in DRRM and not to be confused with their
main function as an office within the Quezon City Government (QCG).
Data being discussed are limited to data utilized in DRRM.
2. Assumption
The roles of Earthquakes and Megacities Initiative (EMI) roles are limited to the scope
of the project
The Quezon City Disaster Reduction and Risk Management Office (QC DRRMO) has not
yet been established. The Disaster Control Division (DCD) under the Department of
Public Order and Safety stands as the ad hoc group for the QC DRRMO
The GIS Technical Coordinating Committee (GIS-TCC) has already been created
through an Executive Order (Refer to the GIS for DRRM Situational Analysis Report,
Strategy Guide Recommendation # 3)
A two-tier approach for software utilization has been solved by using a universal GIS
format.
The QC Information Technology Development Office (QC ITDO) will provide support in
terms of Information Technology (IT) infrastructure and other IT requirements based
on Information Systems Strategic Plan (ISSP).
The ISSP is a consolidated list of proposed IT projects to be implemented within the
time frame of the plan.
Any project proposed must be included in the ISSP. Non-aligned projects are subject to
approval and budget.
All DRRM projects is in accordance with Republic Act 10121.
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3. GIS for DRRM Strategies
Data Custodianship in Quezon City
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Data Management Plan in Quezon City
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Data Sharing System, Policies and Protocols
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Data Access and Ownership
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Capacity Building
The QC DRRMO must be prioritized in terms of capacity building. DPOS-DCD must
have the software, hardware, IT infrastructure and GIS training that they need to
perform their functions. Capacity building must also include one contact point for each
DRRM member offce. Once established, the IT infrastructure (shared network) can be
electronically connected to the e-GIS DRRM component of ISSP.
10.4.4 Strategy Recommendations for Emergency Management
Quezon City Disaster Risk Reduction and Management Plan
Recommended Strategies for Emergency Managemen
Introduction: Integration of Six (6) Emergency Management Strategies
to Comply with International Standards
From the initial research conducted and presented in the EMI Emergency Management Component
Situation Analysis Report, November 2012, and from further interactions with Quezon City
Technical Working Group, during November, May, and June 2013 Emergency Management Field
Investigations, the following are six (6) emergency management strategies have beenidentifed
and are recommended for Quezon City to prioritize within a two-year time frame for inclusion,
funding, and implementation under its QC Disaster Risk Reduction and Management Plan
(DRRMP). Figure 1, below, graphically displays the strategies to integrate international standards
in emergency management by fully developing an Emergency Operations Center (EOC), supported
by an Emergency Support Function System (ESF), applied under an Incident Command System
(ICS) organizational structure, with common operating procedures documented in an Emergency
Operations Plan (EOP). These four key systems are integrated as Quezon Citys Emergency
Management System via both a robust training program and exercise and drill program, instituted in
the years to come as part of the DRRMP strategy.
A rationale as well asimplementation requirements are provided along with each recommended
strategy. Deliverables for the Emergency Management Component are listed per strategy.
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Figure 1.The fgure above represents the six (6) recommended Emergency
Management System Strategies, namely the 1) Emergency Operations Center (EOC),
2) Emergency Support Functions (ESF),3) Incident Command System (ICS) and the 4)
Emergency Response Operations Plan (EOP) development. These four systems are
supported by two Emergency Management System Integration Strategies, namely a
5) Training Program and complimentary 6) Exercise and Drill Program, to sustain and
institutionalize the above four key recommended strategies.
1. Strategy 1: Emergency Operations Center
Emergency Management Strategy 1:Develop an Emergency Operations Center (EOC)
as the DRRMO command, control, and communications (C3) center to manage Que-
zon City disaster operations.Complete construction and equipping of the new Disaster Risk
Reduction and Management Offce (DRRMO) facility to include a state-of-the-art Emergency Op-
erations Center. The EOC must have the physical space and technology requirements and human
resources to manage a major, sustained disaster response and recovery operation involving represen-
tatives from government and civil society.
Rationale:The basis for an effective disaster response operation affecting all of Quezon City is to
build, establish, and equip an Emergency Operations Center where key decision makers can com-
mand, control, and communicate (C3) available resources on a 24/7 basis. The DRRMOs job is to
gather information, create a Common Operating Picture,and execute the direction and control during
a disaster. The current facility is not suited to manage this task. Design and layout for an Emergen-
cy Operations Center can further accommodate decision-making and command and control of all QC
resources during a disaster. Only through a well-designed Emergency Operations Center can Que-
zon City government make decisions to save lives, protect property, and speak with one voice.
An EOC is a requirement of RA 10121 and international standard practice.
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Recommendations under this strategy are based on the original QC Emergency Operations
Center layout as presented to EMI in Figure 2, below. Comments below are alternative de-
signs and layouts for the locations of personnel and functions in the proposed QC EOC.
Figure 2. Original proposed Emergency Operations Center layout for personnel and functions
by Quezon City from which EMI has provided additional changes and comments.
Key to this recommendation is to utilize and accommodatethe Emergency Support Function
system for disaster response.
During full activation, the design of the Emergency Operations Centerfacility should include
space and communications requirements for a total of approximately 100 personnel including
approximately 84 operations and decision makers and 16 additional support staff:
1) Emergency Support Function liaisons (~15);
2) Members or liaisons from the QC Disaster Risk Reduction and Management Council
(QCDRRMC) (~20); and
3) DRRMO/DPOS/DCD Operational Control Room staff (~25)
4) Additional support staff, such as technical support, facilities management, and securi-
ty (~16)
In addition, the new DRRMO Emergency Operations Center must accommodate a dedicated
room and communications equipment for the:
5) Radio Communications Servicesas mandated by EO 23(~15);
6) Joint Information Center for the media (Media Center) (~15); and the
7) Chairman/Action Offcer, Deputy Action Offcer, and staff (~ 4).
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The Operations Control Room (main room for DRRMO/SPOS/DCD noted in No. 3, above)
should be organized into the mandated incident command system, to include physical
locations for Administration & Training (to include Financial); Operations & Warning
(largest group); and Research & Planning Sections.
Proposed Timeline and Budget: Funding has been allocated for the new DRRMO facility.
Equipping the EOC requires a QC funding priority for the next two years in order to fully equip
the facility for decision making capabilities, not just to fund building of the physical facility.
Procurement for required communications equipment, fat screen panels, computers, and furniture
should be prioritized as part of the EOC development process. Each years Calamity Fund budget
should accommodate for frst fully equipping the EOC to capacity, and second, follow-on yearly
budget allocations to keep the EOC at a state-of-the-art facility.
Concerned Agencies:Mayors Offce, DPOS, DCD, Building Department and Engineering Planning
Department.
Project Deliverables to Quezon City (1) for EOC: Six Recommended EOC Design Changes,
as listed below, (with two further options provided below) and as further presented in the Training
Module titled: Quezon City Emergency Operations Center Recommendations, June 27, 2013
EMIs six recommended EOC design changes include the following:
1. Relocate the location of the proposed Media Center. Quezon City should consider modifying
the EOC blue prints to switch the location of the Executive Conference Room with the Media
Center.
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2. Add the Radio Communications Services to the EOC. The Radio Communications Services
(RCS) can be co-located with the Command Center and Emergency Support Function Room
(reference is EO 23).
3. Emergency Support Functions and QC Disaster Risk Reduction and Management Council.
Once the decision to use Emergency Support Functions& Operating Teams is made, modifca-
tions should include adequate space to house liaisons from the ESFs and the QCDRRMC see
expanded area in the EOC foor diagram.Ensure ESF Room will also house DRRMC members,
department heads, and Emergency Support Function personnel.
4. Place an Action Offcers Offce near the Command Center and the Chairmans Offce.
5. Add security. Place the Security Corridor and Reception Area between the foor entrance and
exit and the offces
6. Add Incident Command System. C3 personnel should be organized to refect Incident Com-
mand System organization, to include Operations and Warning, Planning and Research, Admin-
istration and Training.
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Alternative Option 1: Locate the Media Room next to the EOC Command Center Floor.
Referring to slide no. 2, locate the Media Center where the Situation Room is located.
Another option is to reorient the Command Center layout so that the screen is located on the
opposite side of the room so the media have the ability to view through a window (when
not closed off by curtains).
Alternative Option 2: Another option is to locate the ESF Liaisons (Department Heads) on
the Command Center Floor. The advantage of this orientation is that the ESF Liaisons have
the ability to interact with calls and decisions that are generated on the Command Center
foor.
2. Strategy 2: Emergency Support Functions
Emergency Management Strategy 2:Adopt, institutionalize, activate and practice the Emer-
gency Support Function System (ESF) to support the DRRMO C3 Center. Quezon City should
adopt and further formalize the ESF System as part of its command and control structure. The above
fgure shows conceptually that the ESF system supports the EOC system.
Rationale: As part of the EO 23, the Mayor has begun to institute the Emergency Support Function
system through the mandated nine (9) operating teams:
1) Transportation Team;
2) Rescue and Recovery;
3) Relief and Evacuation Center Management;
4) Health and Sanitation;
5) Fire;
6) Police and Security;
7) Relocation and Rehabilitation;
8) Emergency Rapid Assessment; and
9) Public Information.
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Further, through the QC-EMI planning process, the QC Technical Working Group has defned and val-
idated 13 Emergency Support Functions, with Lead Agencies and Support Organizations, that comply
with International Standards of Emergency Management.
Adopt and formalize the Emergency Support Function System for Quezon City in order
to further defne roles and responsibilities during disasters. Adopt the Emergency Support
Function Table as an Annex to the revised Quezon City Emergency Response Operations
Plan. The QCDRRMP IMPLAN must include the ESF concept.

Complete specifc operational plans for each of the 13 ESFs following completion of the
QC Basic Plan, by March 31, 2104. Mayor to support at least monthly half-day meetings
(or as needed) for each of the planning staff per each of the 13 ESFs.
As part of this project, defne roles and responsibilities for disaster functions within the
international Emergency Support Function system.
In order to exercise and test the ESF system, develop policies to partially activate the ESF
structure for various levels of disasters, according to required support resources to the
EOC.
Rectify the incipient Operational Teams concept, mandated and expressed in EO 23, into
a greater ESF system, as refected in the ESF Table and Matrix (part of the QC-EMI proj-
ect).
Proposed Timeline: Adopt ESF Table as part of the planning process and DRRMP Implan by Sep-
tember 2013. Complete ESF specifc plans following completion of the QC Basic Plan, by March
2014.
Concerned Agencies: Mayors Offce, DPOS, DCD, and all other departments with resources and
personnel for disaster response and as identifed in the Emergency Support Function Table, June 27,
2013, as validated by the Technical Working Group, June 27, 2013.
Project Deliverables to Quezon City for ESF (4): 1) Final Emergency Support Function Table as
developed by the QC Technical Working Group and validated by the Technical Working Group during
the ESF Table Review, June 28, 2013Appendix 1:
1) ESF Table Validated,
2) Emergency Support Function Matrix;
3) EMI Flood Scenario Narrative based on Typhoon Ondoy and
4) EMI-developed Earthquake Scenario Narrative based on the postulated West Valley
Fault Earthquake, Magnitude 7.2.;
3. Strategy 3:Incident Command System
Emergency Management Strategy 3:Adopt the Incident Command System as the organizational
system for the Emergency Operations Center and the Emergency Support Functions. Organize
the DRRMO according to the Incident Command System and as mandated by RA 10121. Finalize
staffng pattern for the DRRMO and fll positions with qualifed personnel.
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Rationale:The Incident Command Structure is mandated by RA 10121 and EO 23 for thestructure,
functions and appropriate staffng of the DRRMO. To follow with international standards and RA
10121, the DRRMO should be organized under the highest level executive. Under National law
and guided by international standards of practice, the DRRMO is an executive agency with a full-
time responsibility and with a key task to enable the mayor to make informed decisions during all
emergency situations.
Review the proposed QC organizational realignment to implement a more effcient command
and control structure for the QC government as mandated by law.
Implement an ICS organizational structure into the EOC and the ESF systems.
Implement training programs on the ICS for all EOC and ESF personnel, as well as execu-
tives.
Proposed Timeline:The ICS should be implemented in all EM systems, by July 1, 2014 and via
formal training programs.
Concerned Agencies:Mayors Offce, DPOS, DCD.
Project Deliverables to Quezon City for ICS (1):
Powerpoint Presentation on Job Descriptions for Key Personnel at the EOC:
4. Strategy 4:Emergency Response Operation Plan
Emergency Management Strategy 4:Write the Emergency Response Operations Plan that in-
corporates the concepts of the EOC, ESF, and ICS international standards.
Rationale: A dedicated QC Emergency Response Operations Plan can be and should be completed
as a stand-alone document that compliments the DRRMP content and purpose. The current DRRMP
for Quezon City is a combination of a preparedness, mitigation, and response plan, with only partial
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response operations covered in the existing document.
Quezon City should institute a planning process with all key departments to create a Emergen-
cy Response Operations Plan as refected in the Workfow Diagram below.
Refect the seven (7) key elements of the Basic Plan, as prescribed by international standards.
Quezon City should fully refect and incorporate the mandated DRRMO organizational struc-
ture as well as comply, as much as possible, with international standards by developing and
exercising a city-level Emergency Operations Plan.
Training in and exercising of the updated plans should be part of the planning process.
Gain approval of the fnal plan by the City Mayor to make it as an offcially sanctioned plan.
Strengthen planning down to the barangay level.
Proposed Timeline and Funding: Complete task according to Work Flow Diagram, above, for Basic
Plan, September 30, 2013 and ESF Plans by March 31, 2014. Fill mandated employees for DRRMO
positions by December 31, 2013.
Concerned Agencies: Mayors Offce, DPOS, DCD, DRRMO Research and Planning Division
Project Deliverables to Quezon City for EOP (2):
1) Draft Work Flow Diagram to complete the Basic Plan and the Emergency Support Function
Annexes;
2) Emergency Operations Plan Template to include Table of Contents and Guidance.
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5. Strategy 5:Systems Integration viaTraining Program
Emergency Management Strategy 5:Develop and institute a formal training program under
the new DRRMO organizational structure in order to strengthen Quezon Citysemergency
management capacity.The purpose of the training program, including Barangay training, is to
build citywide capacity in the four Emergency Management Systems as described in Strategies 1- 4,
above. This training program should be managed by the Administration and Training Section of the
DRRMO and should be implemented on a continual basis.
Training audiences include: QC Governments, Barangays, NGOs, Private Corporations, and Utili-
ties.
Formal Training should includea prioritized selection from the following courses:
1. Disaster Management Legal and Institutional Arrangements
2. Flood, Earthquake, and Typhoon Hazards and Expected Impacts
3. Hazard Hots Spots for vulnerable populations and at-risk Barangay
4. Policies and Concepts of Operations for QC Emergency Operations Center and Emergency
Operations Plan
5. Alert & Warning and EOC & ESF Activation Procedures and Calamity Declaration Protocols
6. Damage And Needs Assessment and formal damage reporting process to the EOC
7. Evacuations Procedures and Shelter/Camp Management
8. Media Protocols
9. Disaster Safety Regulations and Procedures
10. Incident Command System Training Basics for executives and ICS Multiple Courses for
EOC personnel, ESF personnel
11. ICS Plans Development for the EOC (per operational period)
12. Field Operations Incident Command System for frst responders
13. Emergency Support Function Plan Development for each of the 15 ESFs
14. ESF personnel training on ESF Plans and Procedures for ESF representatives
15. Disaster Financial Management Procedures
16. ESF Plan development, Exercise and evacuation for hotspots of populations at risk, drills,
scenario table tops and simulations, Concept of Operations training,
Rationale: A formal training program is a key to successful emergency management programs.
The RA 10121 requires this formal capacity for Quezon City. International guidelines promoted by
EMAP 2010 (www.emaponline.org ) emphasize the requirement for a funded, formal, and systematic
training program, managed by a focal point. Training for all key stakeholders and responders must
be institutionalized at both a generalized level for decision makers and specialized level for respond-
ers dealing with life safety.
Training must be extended to the Barangay level and key stakeholder organizations to improve
Emergency Management Systems, including representatives from utilities.
Dedicate a training offcer under the new DRRMO organization aligned with the RA
10121.
Guidance in terms of priority for training can be taken by looking at the hotspot ba-
rangays identifed in the Hazard, Vulnerability and Risk Assessment.
Training on roles, responsibilities, job descriptions, and incident command system must
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be conducted for all personnel involved with the EOC and ESFs.
Training should also be completed on knowledge of the EOP and skills and abilities re-
quired to carry out each of the 15 ESFs.
Training should extend to a yearly scheduled emergency activation drill prior to the rainy
season.
Proposed Timeline: Hire a dedicated Training Offcer for the DRMMO by December 2013. De-
sign and implement a formal EM System Training Program as required initially by March 2014 and
formally by July 1, 2014. This timing will coincide with the completion of the EOC.
Budget: A substantial training budget must be dedicated to train all responders and support
organizations for the next fve year period. Training is an essential element for implementation of the
EM systems.
Defne resources required for expert training in emergency management systems.
Concerned Agencies: Mayors Offce, DPOS, DCD, DRRMO Administration and Training Section,
and all other departments with resources and personnel for disaster response.
Project Deliverables to Quezon City for Emergency Management Training (9):
Three training Modules completed for Quezon City Technical Working Group Membership include:
1. Agenda and Attendance Sheets, Training Module 1, November 2012
2. Agenda and Attendance Sheets, Training Module 2, May 2013
3. Agenda and Attendance Sheets, Training Module 3, June 24-28, 2013
4. List of Training Sessions Completed, Training Module 1
7. Slide Sets for Training Module 1
6. Strategy 6:Systems Integration via Exercise and Drill Program
Emergency Management Strategy 6:Develop and institute a formal Exercise and Drill Program
under the new DRRMO organizational structure in order to strengthen Quezon Citys emergen-
cy management capacity.The purpose of theExercise and Drill Program is to build citywide capacity
in the four Emergency Management Systems as described in Strategies 1- 4, above. This Exercise
and Drill Programshould be managed by the Administration and Training Section of the DRRMO and
should be implemented on a continual basis. Drills should be scheduled quarterly with a two-year ex-
ercise and drill schedule posted for all concerned organizations.
Training audiences include: QC Governments, Barangays, NGOs, Private Corporations, and Utilities.
Formal Training should include a prioritized selection from the following courses:
Exercises should include the following:
1. Monthly Alert & Warning and EOC & ESF Activation Call-Down Procedures with testing of
Calamity Declaration Protocols. Test communications equipment.
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2. Monthly TWG Table Top discussions to fnalize QC Emergency Response Operations Plan
and each of the 13 ESF Plans.
3. Quarterly TWG Table Top Exercises based on one disaster scenario for QC and focused to
test specifc sections or issues in the EOP, e. g. Plan Activation Procedures, Partial Activation
of ESFs, Mass Care and Shelter Group only.
4. Quarterly ESF Table Top Exercises to refne plans, allowing individual ESFs to meet.
5. Quarterly Exercise to test formal damage reporting process to the EOC for selected groups of
Barangay.
6. Semi-annual Drill and Exercise of the EOP and EOC activation, based on a simulated disas-
ter scenario focused on hot spots with selected Barangay, ESFs, media, executives, and dig-
nitaries invited. Major test should be scheduled for April, prior to start of rainy season. Test
ICS system.Field Operations Incident Command System for frst responders
7. Semi-annual exercise training at EOC with Media groups, via EOC activation and mock
press conferences with Mayor, Action Offcer, ESFs, and QCDRRMC.
8. Annual QC evacuation and shelter drill, for Barangay Hot Spot, associated with semi-annual
testing of EOC and EOP activation above. Deployment of resources to Barangay for limited
ESFs. Add Camp Management elements.
9. Annually test Disaster Financial Management Procedures at EOC with ESF representatives
and EOC personnel.
Rationale: A formal exercise and drill program is a key to successful emergency management pro-
grams, managed by a focal point. At least semi-annual exercises and drills for all key stakeholders
and responders must be institutionalized at both a generalized level for decision makers and special-
ized level for responders dealing with life safety.
Dedicate a training offcer under the new DRRMO organization aligned with the RA 10121.
Guidance in terms of priority exercises can be taken by looking at the hotspot barangays
identifed in the Hazard, Vulnerability and Risk Assessment.
Exercises and drills will augment and institutionalize the above training program on roles,
responsibilities, job descriptions, and incident command system for all personnel involved
with the EOC and ESFs, as well as at the Barangay level.
Budget:A substantial annual training, exercise, and drill budget must be dedicated in order to ex-
ercise all responders and support organizations. Defne competent outside consultant resources re-
quired for expert training in identifed and prioritized emergency management systems.
Proposed Timeline: Hire a dedicated Training Offcer for the DRMMO by December 2013. De-
sign and implement a formal Emergency Management System Training, Exercise, and Drill Program
as required initially by March 2014 and formally by July 1, 2014. This timing will coincide with
the completion of the EOC.
Concerned Agencies: Mayors Offce, DPOS, DCD, DRRMO Administration and Training Section,
and all other departments with resources and personnel for disaster response.
Project Deliverables to Quezon City for Emergency Management Drills and Exercises (0):
There are no project deliverables specifc to this recommendation.
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Appendix 1: Listed Deliverables for Emergency Management Compo-
nent
1. Emergency Operations Center Deliverables
a. Training Module titled: Quezon City Emergency Operations Center Recommendations,
June 27, 2013
2. Emergency Support Function Deliverables
b. Emergency Support Function Table Validated, Filename
c. Emergency Support Function Matrix;
d. EMI-developed Flood Scenario Narrative based on Typhoon Ondoy; and
e. EMI-developed Earthquake Scenario Narrative based on the postulated West Valley
Fault Earthquake, Magnitude 7.2.
3. Incident Command System Deliverables
f. Training Slide Set, flename
g. Incident Command System Training Slide
4. Emergency Response Operations Plan Deliverables
h. Filename [Basic Plan Template Product validated 06 28 2013]
i. Workfow Diagram for Completion of the QC Emergency Response Operations Plan
5. Project Training & Exercise and Drills Deliverables
j. Agenda and Attendance Sheets, Training Module 1, November 2012
k. Agenda and Attendance Sheets, Training Module 2, May 2013
l. Agenda and Attendance Sheets, Training Module 3, June 24-28, 2013
m. List of Training Sessions Completed, Training Module 1
n. List of Training Sessions Completed, Training Module 2
o. List of Training Sessions Completed, Training Module 3
p. Session Slide Sets for Training Module 1
q. Session Slide Sets for Training Module 2
r. Session Slide Sets for Training Module 3
172
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10.5 Executive Order No. 23, Series of 2010
Organizing the Quezon City Disaster Risk Reduction and Management Council (QC DRRMC),
Redefning Its Functions, Providing For Its Composition and For Other Purposes, Pursuant to Republic
Act No 10121 Otherwise Known Philippine Disaster Risk Reduction and Management Act of 2010.
173
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10.6 Executive Order No. 5, Series of 2013
Te Establishment of the Quezon City Disaster Risk Reduction and Management Ofce (QCDRRMO)
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QC Disaster Risk Reduction and Management Plan 2014 To 2020

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