thesis sample.pdf

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CHAPTER I INTRODUCTION

The primary purpose of this thesis is to evaluate the level of preparedness of the Barangay Disaster Risk Reduction and Management Committee (BDRRMC) of Barangay No. 649, Zone 68, Manila, in order to address the gap between the concerned barangay’s disaster risk reduction and management projects and activities and the present strength and direction of the preparedness of the BDRRMC. This study aims to categorize the measurement of community disaster preparedness efficiency in terms of the so-called 4 C’s, namely: Community Risk Assessment, Contingency Planning, Communication System and Capacity-Building. It also intends to find out if there is any significant relation between the profile and the level of preparedness of the concerned BDRRMC members. With all these in mind, the researchers have agreed that by staying true to the course of this study they shall be able to achieve their desired objectives as well as produce their intended outputs: a valid and useful evaluation tool for disaster preparedness of any Barangay Disaster Risk Reduction and Management Committee and a program of action to make them well-prepared in responding to disasters.

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What are these so-called 4 C’s being harped on by the researchers of this study?

The 4 C’s actually represent the priority areas of concern for disaster preparedness which will help the researchers formulate the general statement of the problem as well as rationalize the corresponding findings, conclusions and recommendations of this thesis. It will also help them define the scope and delimitations of this study.

The first C, Community Risk Assessment. The community must concern itself with a proper assessment of the three (3) components of disaster risk, namely: hazards, vulnerabilities and capacities.

Second is Contingency Planning. In (h), Section 1, RULE 2 of the IRR of R.A. No. 10121, it is considered as a management process that analyzes specific potential events or emerging situations that might threaten society or the environment and establishes arrangements in advance to enable timely, effective and appropriate responses to such events and situations.

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Communication System is the third C. Communication system may include all the factors involved in contingency planning, too, such as, but not limited to, early warning systems, the development of arrangements for coordination, evacuation and public information.

To illustrate: implementation of a disaster preparedness program is done through the cooperation and collaboration of efforts by various sectors. Each sector shares its resource and expertise in the conduct of disaster management activities in the community. Even the private enterprises (e.g. Chinese Fire Brigade), non-government organizations (e.g. ABS-CBN Foundation Inc., a giant media network), volunteers (e.g. MMDA volunteers), and non-government organizations (Philippine Red Cross) play active and clustered roles.

Finally, the fourth is Capacity-Building. The following elements of capacity as provided in (b) Section I, Rule 2, IRR of R.A. No. 10121 and could be developed for disaster preparedness may include, but not limited to, infrastructure and physical means, institutions, societal coping abilities, as well as human knowledge, skills, tools, systems, processes, appropriate technologies and collective attributes, such as social relationships, leadership and management.

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This study, therefore, serves as a challenge to institutionalize the implementation of disaster preparedness – as carried out within the context of disaster risk reduction and management – of Barangay 649, Manila. The researchers feel this can be accomplished through a proper evaluation of the BDRRMC priority projects and activities as well as by assisting in the development of a program of action for them.

This thesis seeks to understand the concepts and principles which relate to and describe the aforementioned level of preparedness of the BDRRMC in terms of community risk assessment, contingency planning, communication system and capacitybuilding. This research shall rely on the general theory of the disaster management cycle. This study shall also involve theories concerning Maslow’s hierarchy of needs (self-preservation as primary motivation), team building and creating effective work systems, the positive reinforcement of the conduct of disaster preparedness trainings and drills (B.F. Skinner’s Operant Theory), management concepts related to contingency planning and communication as well as leadership (Leadership Theories). One unique dimension of this study the researchers want to add is the variable risk assessment and the attempt to classify it as either a motivator or hygienic factor in Herzberg’s TwoFactory Theory of Motivation. This is very important since it is the assumption of this study that Philippine Disaster Risk Reduction and Management Best Practices may be

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promptly gauged according to the soundness of their disaster risk assessment. Finally, based on the findings of the study, the researchers shall propose action/s on the part of the government and/or on the part of the researchers which would result to a more effective and efficient implementation of R.A. No. 10121 in Barangay No. 649 in terms of preparedness. It is important to note that, since its implementation on 2010 up to the present, the Barangay Disaster Risk Reduction and Management Plan of Barangay No. 649 shall cover the three-year period 2013-2016.

Thus, the development of a

preparedness-related program of action clearly underlines the need for a comprehensive, holistic and well-developed barangay disaster readiness plan.

Meanwhile, the gist of this thesis shall remain true to the basic laws of human nature and of man himself; such as, but not limited to, man’s basic law of selfpreservation, or survival, which is: there is strength in numbers. If the readers would closely follow the line of thinking, this would be a common sense-based approach in dealing with this study. After all, every disaster that comes and goes is as unique as any person’s own individual differences. Thus, in disaster preparedness, it may be quite proper to apply a wise man’s idiom about the art of war, “Know your enemy.”

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Ironically, when faced with the most horrendous calamities and back-breaking disasters, man’s greatest enemy is not nature. Ultimately, it is himself.

BACKGROUND OF THE STUDY

The cornerstone of disaster management policy in the Philippines dates back to 1978 when Presidential Decree No. 1566 was enacted, which called for the strengthening of Philippine disaster control and capability and establishing the national program on community disaster preparedness. By encouraging self-help and mutual assistance, thus, primary responsibility was placed upon LGUs, especially officials such as the Governor, City or Municipal Mayor, and the Barangay Captain. In planning and actual operations, inter-agency and multi-sectoral coordination was required to optimize utilization of resources, LGUs were directed to utilize local resources fully before support from the national government can be sought.

As a signatory to the Hyogo Framework for Action (HFA), the Philippine Government, through the then National Disaster Coordinating Council (NDCC) has adopted the HFA five priorities for action by developing and enhancing current plans, programs, and activities on disaster risk reduction. In June 2007, NDCC initiated through

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the Partnership for Disaster Reduction in the Southeast Asia Phase 4 Project (PDRSEA 4), the formulation of the Philippine National Strategic Plan on Community-Based Disaster Reduction Management (CBDRM) that outlined activities in establishing an effective system to promote CBDRM. The same is true with the country being a signatory to the ASEAN Agreement on Disaster Management and Emergency Response (AADMER).

The major shift of the disaster management strategy of the country bored down to the smaller political subdivisions of the land. At the local level, a Local Disaster Risk Reduction and Management Fund (LDRRMF) is appropriated amounting to not less than 5 percent of the estimated revenue from regular sources as mandated under the Local Government Code of 1991 to support disaster risk management activities such as, but not limited to, pre-disaster preparedness programs including training, purchasing lifesaving rescue equipment, supplies and medicines, for post-disaster activities and for the payment of premiums on calamity insurance. In the same way as at the national level, 30 percent of the amount appropriated for the LDRRMF is allocated as Quick Response Fund (QRF). Before 2010, most of the remaining fund was used for post-disaster activities. With the enactment of the disaster risk reduction and management law, it is

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now specified that 70 percent of the LDRRMF can be allocated for pre-disaster preparedness activities.

An online news article about a disaster preparedness seminar in Manila for barangay officials published last March 8, 2013 by www.journal.com.ph and written by Itchie Cabayan began with this statement: “By next month, all barangays in Manila will be prepared to face any disaster within their jurisdiction.” Then a typhoon-induced habagat coupled with monsoon rains came down on the greater part of Luzon on the third week of August this year which practically halted all economic activities and public services in Manila, and may have resulted to a considerable damage to property, buildings and structures, as well as infrastructures.

These two events and other circumstances exposed the level of implementation of R.A. No. 10121, both from the side of the implementers and from the side of the affected communities. The urgent need to properly assess the preparedness of the barangay is as real as the disaster risks it has to face day-in and day-out, from season to season. Especially so if one is living near or within the port area where the community is susceptible to flooding, sanitation and waste problems as well as the prevalence of diseases.

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Henceforth, as expressly provided for under Section 12 (a) of Republic Act No. 10121, also known as the Philippine Disaster Risk Reduction and Management (PDRRM) Act of 2010, approved May 27, 2010: “There shall be established a Local Disaster Risk Reduction and Management Office (LDRRMO) in every province, city and municipality, and a Barangay Disaster Risk Reduction and Management Committee (BDRRMC) in every barangay which shall be responsible in setting the direction, development, implementation and coordination of disaster risk management programs within their territorial jurisdiction.”

The composition of the Local Disaster Risk Reduction and Management Council (LDRRMC) reflects the comprehensiveness as well as the complexities of disaster risk reduction and management.

While Section 5 of the Implementing Rules and Regulations of R.A. No. 10121 defines the BDRRMC, to wit: “It shall be a regular committee of the existing BDC (Barangay Development Council) and subject thereto. The punong barangay shall facilitate and ensure the participation of at least two (2) CSO (Civil Society Organization) representatives from existing and active community-based people’s organizations representing the most vulnerable and marginalized groups in the barangay.” This

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provision further strengthens the selection of the barangay to be included in the study. Also, the aforementioned IRR aims to strengthen “…the local government units (LGUs) together with partner stakeholders, to build the disaster resilience of communities, and to institutionalize arrangements and measures reducing disaster risks, including projected climate risks, and enhancing disaster preparedness and response capabilities at all level…”

Disaster preparedness, as operationally defined in the thesis, consists of “the knowledge and capacities developed by government, professional response and recovery organizations, communities and individuals to effectively anticipate, respond to, and recover from – the impacts of likely, imminent or current hazard events or conditions.” It also adds that 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 filed exercises.”

Disaster risk reduction, on the other hand, is considered a

challenge to development at the global, national, local, community and even individual level. This study, therefore, is particularly focused on the level of preparedness of

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Barangay No. 649, Zone 68, Manila as stipulated in their respective Barangay Risk Reduction and Management Plan and as implemented by its BDRRMC.

The role of the barangay in disaster risk reduction and management cannot be understated. In Section 384 of the Republic Act No. 7160, also known as the Local Government Code of 1991, it is provided, thus, that “as the basic political unit, the barangay serves as the primary planning and implementing unit of government policies, plans, programs, projects, and activities in the community xxx.” While (6), Section 389 of the same Code provides that the Punong Barangay as the chief executive officer of the community “organized and lead an emergency group whenever the same may be necessary for the maintenance of peace and order or on occasions of emergency or calamity within the barangay xxx.”

Historical background of the selected community – BASECO, or the Bataan Shipyard and Engineering Company, was formerly known as NASSCO (National Shipyard and Steel Corporation). The area covers five shipyard centers in Manila: Bataan, Iligan, Punta, Sta. Ana, Pandacan, and North Harbor.

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Its first inhabitants were fisherfolk from the Visayas (mostly from Samar) and Bataan who built “staging posts” or temporary huts while fishing in the area. Later, the relatives of the caretakers and the stay-in guards of the shipping companies in the BASECO Compound began to reside there.

In 1982, BASECO was officially declared Barangay 649, Zone 68. In 1986, the government, under the administration of then President Corazon C. Aquino, sequestered the shipping facilities formerly acquired by the Romualdez family (during the Marcos era), which were believed to be part of the ill-gotten wealth of the Marcos family. The series of informal settlement demolitions in Quezon City and other parts of Metro Manila between 1990 and 1993 accelerated the growth of the barangay as it became the government’s relocation site for the evicted slum dwellers. Further contributing to the sudden increase in population are the “professional” squatters in the area, who sell houses for PhP1,000 to PhP5,000 to those looking for a permanent residence there.

With a total land area of approximately 52 hectares, BASECO is located at South Harbor, Port Area, Manila. Its largest portion lies within the eastern part of Manila Bay, beside the mouth of Pasig River, bordering the northeast coast of the river and straddling the northern and southern boundaries of Manila.

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There are three (3) major roads leading to BASECO Compound: 2nd Street, Muelle del Rio, and Tacoma. From Manila City Hall, one can reach the barangay by taking a jeep to Pier South and a tricycle (three-wheeled motorized vehicle) at the BASECO tricycle terminal besides the Red Cross building along Bonifacio Drive.

THEORETICAL FRAMEWORK

The PDRRM Act of 2010 realizes the comprehensive elements involved in disaster readiness and, thus, made cognizance of the fact that disaster preparedness is both an individual and group activity for a particular organization in a specific place and period of time.

Certain general theories concerning motivation amplify disaster preparedness within the context of disaster risk reduction, such as Maslow’s hierarchy of needs (selfpreservation as motivation), B.F. Skinner’s Operant Theory using positive reinforcements (disaster simulation exercises and drills), and Herzberg’s Two-Factor theory concerning risk as a motivator or hygienic factor of motivation.

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In Abraham Maslow’s theory, the most basic physiological level is the first in the hierarchy of man’s need which includes food, clothing and shelter. This connotes the essence of self-preservation in terms of being able to survive physically, and to subsist in the context of external environment factors, such risks and, more importantly for this study, disasters.

Next is B.F. Skinner’s reinforcement theory wherein it states that “man learns from his environment and greater control of this environment improves his development. Through understanding the principles of learning, one understands much about how human behavior makes the individual learn and perform accordingly.” Thus, this theory justifies the absolute necessity for trainings, simulation exercises and drills in disaster preparedness so that the appropriate response from the BDRRMC could be adequately obtained.

In Herzberg’s theory, he classified two factors of motivation, the hygienic factors which produce no real growth in terms of motivation and output (policies and administration, supervision, working conditions, interpersonal relations, money, security), as differentiated from the real satisfying factors which act primarily as motivators

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(achievement,

recognition

for

accomplishment,

challenging

work,

increased

responsibility, growth and development).

Is risk, as part of the respondents’ profile, a hygienic factor or a motivator? This sub-problem proved to be vital for the chapters on analysis of data as well as the findings, conclusions and recommendations.

There is still yet another element that comes into play when it comes to disaster preparedness: teamwork.

According to John Paul Jones (from the article entitled

“Preliminaries to Team Building,” 1992), the five elements needed to make an effective team are the following: 1. Mutual Trust, 2. Mutual Support, 3. Genuine Communication, 4. Acceptance of Conflicts as Normal, and 5. Mutual Respect for individual differences.

As discussed in the background of the study, the principles of self-help and mutual assistance were generated by the country’s previous law on disaster control.

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When it comes to team building, Tomas D. Andres (TEAM BUILDING AND CREATING EFFECTIVE WORK SYSTEMS, 1992, page 25) stated that, in teamwork, one must be aware of the values one has. A Filipino value that can play a big role in team building is bayanihan.

As reiteration in the area of the preparedness, trainings and drills of the BDRRMC, the researchers found complete solace in B.F. Skinner’s Operant Theory (Human Behavior in Organizations, 3rd Ed., by Concepcion Rodil Martires, 2011) which, ironically, is a deviation from the human needs theory as determinant of human behavior. Burrhaus Frederick Skinner believed that “the environment determines the individual behavior.” In his theory, positive reinforcements are found to be more powerful than the negative and neutral reinforcement.

Thus, this theory supports the belief that all

stakeholders of community disaster management like official participants and unlisted volunteers must ensure a high level of preparedness in disaster situations through positive reinforcements of the regular conduct of trainings and drills.

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Figure 1. Disaster Management Cycle DISASTER PREVENTION, ADAPTATION & MITIGATION DISASTER PREPAREDNESS DISASTER RESPONSE

DISASTER RECOVERY These priority areas are not autonomous from the other nor do they have clear start and end points. The four priority points are NOT seen as a mere cycle which starts in prevention and ends in recovery. They: 1. Mutually reinforce each other and are interoperable. 2. DO NOT, SHOULD NOT and CANNOT stand alone. 3. Have no clear starting nor ending points between each of the aspects and overlaps are to be expected. 4. Are problem-needs and asset-strengths centered. 5. All point to one direction: reduce people’s vulnerabilities and increasing their capabilities. (The National Disaster Risk Reduction and Management Plan 2011-2028, p. 6)

REDUCE VULNERABILITIES

INCREASE CAPACITIES

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In so far as management concepts are concerned, although Gulick’s POSDCORB, namely, Planning, Organizing, Staffing, Directing, Coordinating, Reporting, Budgeting (Zulueta, et. al., 1999) remains predominant in the basic approach of tackling the methodology of disaster preparedness, the researchers believed they could add another component to this set of principles. This is the component of research and analysis, most especially in the field of risk assessment which is virtually the basis of disaster preparedness and contingency planning.

Albeit, recognizing also the

importance of POSDCORB as a process, this study would like to emphasize on the value of communication in the process of disaster risk reduction and management. Communication is the lifeblood of an organization. The internal and external coordination required from disaster readiness to response is vital because this will dictate not necessarily the speed of the response, but the timeliness and appropriateness of any disaster response.

Finally, leadership theories provide us not only with a framework on how to measure the satisfaction of the BDRRMC and constituents, but also of the decisionmaking powers the respondents possess as individuals and as members of a group. This is the rationale why the study wants to justify the classification of disaster risk as a motivator or hygienic factor of Herzberg’s Two-Factor Theory of Motivation since the

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researchers believe this will not only hold the key in future capacity-building programs for disaster risk reduction and management but also make the readers of this study have a deeper understanding of risk perception as a sub-topic of disaster risk assessment.

CONCEPTUAL FRAMEWORK

The conceptual framework presents the Barangay Disaster Risk Reduction and Management Plan (2013-2016) of Barangay No. 649, Zone 68, Manila as integral component of Barangay Development Planning and as part and parcel of the implementation of R.A. No 10121. Thus, the Government Planning involved here in the thesis is formulated at the community level using the bottom-up and proactive approach in planning. The projects and activities submitted and utilized by the BDRRMC will, like any set of government plans and programs, be evaluated for review in terms of their own level of efficiency.

It is worthy to note that the old thinking of disasters and calamities being “intangibles” or off-grid components of development is now being drastically overhauled by the paradigm shift of mainstreaming disaster risk reduction to development planning, most especially in community-based disaster risk reduction and management.

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PARADIGM OF THE STUDY

Input The Projects & Activities of the BDRRMC of Bgy. 649, Z 68

Process Actions that could be taken: Evaluate the level of preparedness of the BDRRMC in terms of their projects and activities thru survey responses by respondents from the locale under study

Output The intended outcome of the study: The efficiency of the BDRRMC in responding to disasters

Figure 2. The Level of Preparedness of the Barangay Disaster Risk Reduction and Management Committee (BDRRMC) of Barangay No. 649, Zone 68, Manila

STATEMENT OF THE PROBLEM

The study focused on the level of preparedness of the Barangay Disaster Risk Reduction and Management Committee (BDRRMC) of Barangay No. 649, Zone 68, Manila.

Specifically, the study will answer the following: 1. What is the profile of the respondents in terms of:

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1.1.

Age

1.2.

Civil Status

1.3.

Highest Educational Attainment

1.4.

Residency

1.5.

Training

2. What is the level of preparedness of the Barangay Disaster Risk Reduction and Management Committee (BDRRMC) in disaster risk reduction in terms of: 2.1.

Community Risk Assessment 2.1.1 Hazards 2.1.2 Vulnerabilities 2.1.3 Capacities

2.2.

Contingency Planning 2.2.1 CP-Indicator 1: Standard Operating Procedures for Deployment, Evacuation and Coordination with Rapid Assessment Teams, etc. 2.2.2 CP-Indicator 2: Early Warning System 2.2.3 CP-Indicator 3: Regular Review of Contingency Plans 2.2.4 CP-Indicator 4: Stockpiling of Basic Emergency Supplies

2.3. Communication System

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2.3.1 CS-Indicator 1: Information, Education and Communication Campaign and Information-Sharing between LGUs/Communities and the National Government 2.3.2 CS-Indicator 2: Multi-Stakeholders Dialogue 2.3.3 CS-Indicator 3: Information and Database Generation 2.4. Capacity-Building 2.4.1 CB-Indicator 1: Trainings on Disaster Preparedness and Response, Search, Rescue and Retrieval Operations 2.4.2 CB-Indicator 2: Simulation Exercises at Various Levels to Test Plans and Skills 2.4.3 CB-Indicator 3: Disaster Risk Reduction and Management Researches 2.4.4 CB-Indicator 4: Standard Operating Manual for Disaster Operation Center 3. Does the profile of the BDRRMC significantly affect the level of preparedness of the BDRRMC in disaster risk reduction?

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4. What program of action can be recommended to the members of the Barangay Disaster Risk Reduction and Management Committee for them to be wellprepared in responding to disasters?

HYPOTHESIS OF THE STUDY

This is the null hypothesis of the study: Ho: r = 0 There is no significant level of relationship between profile of the Barangay Disaster Risk Reduction and Management Committee (BDRRMC) and level of preparedness.

The alternative hypothesis states that: Ha: r ≠ 0 There is a significant level of relationship between profile of the Barangay Disaster Risk Reduction and Management Committee (BDRRMC) and level of preparedness.

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SIGNIFICANCE OF THE STUDY

The implementation of R.A. No. 10121 provides for a mechanism to develop, promote, execute and coordinate a disaster preparedness plan which is carried out within the context of disaster risk reduction and management. It is important that the readers and users of this thesis understand the significance of the study to the over-all development of Disaster Management in the Philippines today and in the future.

The study shall be beneficial to the following: 1. Department of Interior and Local Government (DILG) – this study will help enhance the disaster risk reduction checklist and modules they formulated by providing new inputs and information regarding the profile and the level of preparedness of the BDRRMC of Barangay 649.

2. City Government of Manila – this research will help the disaster risk reduction strategy of the city by enhancing and improving the system of disaster preparedness which is the twin requisite of a disaster response system.

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3. Barangay Disaster Risk Reduction and Management Committee (BDRRMC) of Barangay No. 649, Zone 68, Manila – the principal beneficiaries of this research study in terms of helping Barangay 649 develop a program of action which will improve their level of preparedness in terms of disaster response.

4. The Academic Community – an important move forward since there is a need to evaluate and mainstream disaster preparedness studies to the formal and informal education systems.

5. The Researchers – a fulfilling goal which goes beyond being a partial fulfillment of their requirements for graduation in the Special Program, Bachelor of Science in Public Administration, Universidad de Manila.

6. Future Researchers – so they may be inspired to keep the flame of socially relevant statistical research and analysis of disaster management alive and ferociously burning.

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SCOPE AND DELIMITATIONS OF THE STUDY

The study focused on the level of preparedness of the BDRRMC of Barangay 649, Manila. As of May 1, 2010 census made by the National Statistics Office (NSO), the following is its respective population: 50,918. Its location boundaries are, as follows: North – Delpan, East – Intramuros, West – Manila Bay, and South – Port Area. The total land area of Barangay No. 649, Zone 68, Manila: 54 hectares.

The number of BDRRMC respondents for the selected barangay is estimated at, more or less, forty-two (42), namely: punong barangay, seven (7) kagawads, barangay treasurer, barangay secretary, two (2) Civil Society Organization (CSO) representatives, twenty (20) barangay tanod, and ten (10) listed volunteers. This is the over-all estimated number of the purposive sample. The high vulnerability of the community guided the researchers to select this barangay for their study this last quarter of 2013.

Adanza (2003) speaks of the purposive or judgment sample as also a deliberate sampling decision where the researchers select a particular group or groups based on a certain criteria of purposes or variables. Thus, this thesis is concerned with the criteria of the level of preparedness of the particular group, the BDRRMC of Barangay 649, Manila.

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The researchers are well aware of the risks involved in the making of this thesis. Nonetheless, the sense of having a higher purpose in their academic endeavors became a common objective for each member of the research group. The recent disastrous landfalls of the super typhoon Yolanda and the storm surges which followed November of 2013 in the country more than multiplied the need to finish this study through its natural course.

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DEFINITION OF TERMS

The fundamental use of the terms in this section remains as a valuable reference guide that should surely aid the readers of this study in understanding both the content and context of this research.

TERM 1. AGE

OPERATIONAL A

demographic

CONCEPTUAL

variable The length of time that a

used in the study as an person has lived or a independent

variable thing has existed. (The

associated with disaster American preparedness. 2. BARANGAY

Heritage

Dictionary, 3rd Ed. 1994)

A regular committee of the At the barangay level, the

DISASTER RISK

existing

Barangay BDRRMC

REDUCTION AND

Development Council and responsible in setting the

MANAGEMENT

subject thereto.

direction,

shall

be

development,

COMMITTEE

implementation

(BDRRMC)

coordination of disaster risk

and

management

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programs

within

its

territorial jurisdiction. (No. 1 Section 4, Functions, IRR of R.A. 10121) 3. CAPACITY

A

combination

of

all It is the total amount that

strengths and resources can be contained or available

within

a produced. (The American

community,

society

or Heritage Dictionary, 3rd

organization

that

can Ed. 1994)

reduce the level of risk, or effects Capacity

of

a

disaster.

may

include

infrastructure and physical means, institutions, societal coping abilities, as well as human knowledge, skills and such

collective as

relationships,

attributes social leadership

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and

management.

Capacity

may

also

be

described as capability. 4. CAPACITYBUILDING

It is the disaster risk It

focuses

on

reduction and management understanding

the

strategy to reduce risk and obstacles

that

vulnerability by creating the people,

governments,

necessary legal

and

capacities.

inhibit

institutional, international budgetary organizations and nongovernmental organizations

from

realizing

their

developmental while

goals

enhancing

the

abilities that will allow them

to

achieve

measurable

and

sustainable

results.

(Google

search,

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keyword/keyphrase: capacity-building) 5. CIVIL STATUS

Age-related

demographic Vital records of life events

variable which also has kept under governmental association with disaster authority. (The American Heritage Dictionary, 3rd

preparedness.

Ed. 1994) 6. COMMUNICATION SYSTEM

A disaster risk reduction A collection of individual and management strategy communications to raise public awareness, networks, transmissions coordination, and regards

integration systems, relay stations,

information to

preparedness.

with tributary

stations,

and

disaster data terminal equipment usually

capable

interconnection

of and

interoperation to form an integrated whole. (Google search, keyword/keyphrase:

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communication system) 7. COMMUNITYBASED RISK

A process of disaster risk It

is

a

specialization

DISASTER reduction and management course under the NDRMP REDUCTION in

which

at

risk that introduces concepts,

AND MANAGEMENT communities are actively tools, and mechanisms to (CBDRRM)

engaged

in

identification,

the help

design

analysis, implement

and

community-

treatment, monitoring and based disaster programs. evaluation of disaster risks (Primer on the NDRRMP) 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. 8. COMMUNITY RISK It ASSESSMENT

is

the

process

of It is simply a careful

identifying the hazards of a examination of what, in

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certain

locale,

vulnerabilities

the your community, could

of

the cause harm to people.

elements at risk, and the (Lomerio-Ondiz, capacities reduce

available and

to Redito,

PLANNING

A that

CLIMATE

Revised Ed., 2009)

management

process It is a type of planning

analyzes

specific devised for an outcome

potential

events

or other than in the usual

emerging situations that (expected) might threaten society or American the

&

manage CHANGE AWARENESS,

disaster risk. 9. CONTINGENCY

B,

R

environment

establishes

plan.

(The

Heritage

and Dictionary, 3rd Ed., 1994)

arrangements

in advance to enable timely, effective and appropriate response to such events and situations. 10. DISASTER

A serious disruption of the A sudden event, such as functioning of a community an accident or natural

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or

a

society

involving catastrophe, that causes

widespread material,

human, great damage or loss of economic

or life.

(The

American

environmental losses and Heritage Dictionary, 3rd impacts, which exceeds the Ed. 1994) ability

of

the

affected

community or society to cope

using

resources.

its

own

Disasters are

often described as a result of the combination of the exposure to hazard; the conditions of vulnerability that

are

insufficient

present; capacity

and or

measures to reduce or cope with potential negative consequences.

Disaster

impacts may include loss of

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life, injury, disease and other negative effects on human, physical, mental and

social

well-being

together with damage to property,

destruction

of

assets, loss of services, social

and

economic

disruption

and

environmental degradation. 11. DISASTER PREPAREDNESS

The

knowledge

and Also

referred

to

as

capacities developed by Emergency Management governments, professional or Disaster Management, response

and

recovery the discipline of dealing

organizations, communities with and avoiding risks. and

individuals

effectively

to (Google

search,

anticipate, keyword/keyphrase:

respond to, and recover disaster preparedness) from the impacts of likely,

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imminent current hazard events

or

Preparedness carried

out

conditions. action within

is the

context of disaster risk reduction and management and aims to build the capacities

needed

to

efficiently manage all types of

emergencies

and

achieve orderly transitions from response to sustained recovery. Preparedness is based on a sound analysis of disaster risk and good linkages with early warning systems and includes such activities as contingency planning,

stockpiling

of

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equipment and supplies, the

development

arrangements

of for

coordination,

evacuation

and public information, and associated training and field exercises. These must be supported

by

institutional,

formal

legal

and

budgetary capacities. 12. DISASTER RISK

The losses

potential in

disaster A

lives,

situation

health exposure

to

involving hazard.

states, livelihood, assets (Lomerio-Ondiz, and services, which could Redito, occur

to

a

B,

R.

CLIMATE

particular CHANGE AWARENESS,

community or a society Revised Ed., 2009) over some specified future time period.

&

38

13. DISASTER REDUCTION

RISK The concept and practice of reducing

disaster

risks

through systematic efforts to analyze and mange the causal factors of disaster, including through reduced exposures

to

hazards,

lessened vulnerability of people and property, wise management of land and the

environment,

and

improved preparedness for adverse events. 14. EARLY SYSTEM

WARNING The

set

of

capacities A chain of communication

needed to generate and information disseminate

timely

meaningful

and (Google

systems. search,

warning keyword/keyphrase: early

information

to

enable warning system)

individuals,

communities

39

and

organizations

threatened by a hazard to prepare

and

appropriately

to

act

and

in

sufficient time to reduce the possibility of harm or loss. A people-centered early warning system necessarily comprises of 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. The expressions

“end-to-end

warning system” is also

40

used to emphasize that warning systems need to span all steps from hazard detection

to

community

response. 15. EDUCATIONAL ATTAINMENT

Socio-economic

Term commonly used by

demographic

variable statisticians to refer to the

linked

disaster highest

to

preparedness.

degree

of

education an individual has completed. (Google search, keyword/keyphrase: highest

educational

attainment) 16. HAZARD

A dangerous phenomenon, It is a situation that poses substance, human activity a level of threat to life, or condition that may cause health,

property,

loss of life, injury or other environment.

or (The

health impacts, property American Heritage, 3rd

41

damage, loss of livelihood Ed., 1994) and services, social and economic

disruption,

or

environmental damage. 17. LEVEL PREPAREDNESS

OF Degree actions

of

pre-disaster State of being prepared,

and

measures especially

in

being undertaken within the (Google

combat. search,

context of disaster risk keyword/keyphrase: level reduction and management of preparedness) and are based on sound risk analysis as well as predisaster activities to avert or minimize loss of life and property such as, but not limited

to,

organizing, planning, stockpiling, mapping,

communitytraining, equipping, hazard insuring

of

42

assets, public information and education initiatives. 18. VULNERABILITY

The

characteristics

circumstances

of

and Susceptible to physical or a emotional

injury.

(The

community, system or asset American Heritage, 3rd that make it susceptible to Ed., 1994) the damaging effects 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 official recognition of risks

and

preparedness

measures, and disregard

43

for

wise

management.

environmental