PHILIPPINES R E A DY TO R EBU IL D: DI SASTER R EHABILITATION AND RECOVERY PLANNING GU IDE WORKBOO K WE R ECOV E R AS O N E | PHILIPPINES R E A D Y T O R E B U I L D :AND DISASTER REHABILITATION RECOVERY PLANNIN G GUIDE WORKBOOK | 1 PLANNING GUIDE WORKBOOK READY TO REBUILD: DISASTER REHABILITATION AND RECOVERY PLANNING GUIDE WORKBOOK A joint project of the National Disaster Risk Reduction and Management Council, Office of Civil Defense, and the World Bank With funding support from the Government of Japan and the Global Facility for Disaster Reduction and Recovery ACKNOWLEDGEMENT The National Disaster Risk Reduction and Management Council (NDRRMC) Office of Civil Defense (OCD) extends its appreciation to the working team that made the completion of the Ready to Rebuild: Disaster Rehabilitation and Recovery Planning Guide Workbook and Ready to Rebuild: Disaster Rehabilitation and Recovery Planning Guide Training Manual possible. These documents were developed through the initiative of the Rehabilitation and Recovery Management Service of the Office of Civil Defense (RRMS-OCD) with technical support from the World Bank, Global Facility for Disaster Reduction and Recovery (GFDRR), and the Government of Japan. We gratefully acknowledge the invaluable feedback of the National Economic and Development Authority (NEDA), the Department of the Interior and Local Government (DILG), key member agencies of the NDRRMC, Local Government Units (LGUs), and other relevant stakeholders. The Ready to Rebuild documents would help prepare national and local governments towards a resilient recovery. Special thanks to the following team members: Office of Civil Defense World Bank Usec. Ricardo B. Jalad Lesley Jeanne Y. Cordero Dir. Edgar L. Posadas Benedikt Lukas Signer Dir. Bernardo Rafaelito R. Alejandro IV Fides B. Borja Susan E. Quiambao Miguel C. Dorotan Benito L. Salvador Randy Mari D. Aquino Ryan Christopher P. Viado Deanna Villacin Engr. Leonila A. Dissanayake Lizanne C. Sarmiento Engr. Alvin G. Germino Geraldine M. Mapa Julius B. Hontiveros Sonal Chinchwadkar Engr. Roque Aris C. Llona Archana Ramachandran Phoenicia Achaia S. dela Merced Kaavya Ashok Krishna Mark Jester M. Lim Elezor Trinidad Jebb Marco B. Lacanilao Bianne Camille M. Rellamas Amal-Ryan B. Rinabor i4 | READY TO REBUILD: PLANNING GUIDE WORKBOOK REPUBLIC OF THE PHILIPPINES DEPARTMENT OF NATIONAL DEFENSE The Ready to Rebuild: Disaster Rehabilitation and Recovery Planning Guide Workbook and its Training Manual are testaments to the government's strong commitment to strengthen our DRRM systems, particularly in the Disaster Rehabilitation and Recovery thematic area. Drawn from our collective experience from previous disasters, these materials were developed to supplement the NDRRMC-approved Disaster Rehabilitation and Recovery Planning Guide - the first country-specific guide for both natural and human- induced disasters adopted for implementation at the national, sub-national and local (LGU) levels. The Ready to Rebuild: Planning Guide Workbook provides templates and worksheets to guide and help prepare our national and local governments to recover better and faster from future disasters. It comes with the Ready to Rebuild: Planning Guide Training Manual to enhance the capacity of our national agencies, local governments, and stakeholders on the Disaster Rehabilitation and Recovery phase. It is crucial to empower our local governments and communities with the right tools. I congratulate the Office of Civil Defense and the National Economic Development Authority for the formulation of these vauable documents. Likewise, I extend my gratitude to the World Bank for supporting the NDRRMC in producing these resources that could hasten and enhance the rehabilitation and recovery of communities from disasters. May our local governments and stakeholders maximize the use of these resources so that in the face of whatever disaster, we can all together recover as one! SECRETARY DELFIN N. LORENZANA Chairperson, National Disaster Risk Reduction and Management Council and Secretary of National Defense, Department of Defense READY TO REBUILD: PLANNING GUIDE WORKBOOK | ii 5 REPUBLIC OF THE PHILIPPINES NATIONAL ECONOMIC AND DEVELOPMENT AUTHORITY As Vice Chair of the National Disaster Risk Reduction and Management Council (NDRRMC), the National Economic Development Authority led the development of the Disaster Rehabilitation and Recovery Planning Guide to provide the overall framework for national, regional, and local DRRMCs in the formulation of post-disaster rehabilitation and recovery programs and the implementation of pre- disaster activities. It was adopted by the NDRRMC through Resolution No. 1 dated 20 March 2019. We recognize the efforts of the Office of the Civil Defense, with the technical support from the World Bank, in cascading the lessons from the Guide to the LGUs through the Ready to Rebuild: Disaster Rehabilitation and Planning Guide workbook and training manual. The tabletop exercises and tips for applying concepts would enable LGUs to formulate the key components of their rehabilitation and recovery programs, and improve their systems and processes towards better planned communities. In recent years, we have faced the most devastating disasters in history. Together with the NDRRMC and the local leaders, we will strive for our country's disaster resiliency to achieve our development goals. Sama-sama tayo tungo sa isang matatag, maginhawa, at panatag na buhay para sa ating mamamayan. KARL KENDRICK T. CHUA Acting Socioeconomic Planning Secretary National Economic and Development Authority 6 iii | READY TO REBUILD: PLANNING GUIDE WORKBOOK REPUBLIC OF THE PHILIPPINES DEPARTMENT OF NATIONAL DEFENSE OFFICE OF CIVIL DEFENSE In line with the Office of Civil Defense's mandate as the implementing arm of the National Disaster Risk Reduction and Management Council, to provide leadership in the continuous development of strategic and systematic approaches to reduce the vulnerabilities and risks to hazards and manage the consequences of disasters, we present to you the Ready to Rebuild: Disaster Rehabilitation and Recovery Planning Guide Workbook and the Ready to Rebuild: Disaster Rehabilitation and Recovery Planning Guide Training Manual. It is our desire to enhance the capacity of more government officials and our stakeholders on disaster rehabilitation and recovery to attain disaster resilience most especially in vulnerable communities across the country. We believe that the key to resilient recovery is to ensure that the government's interventions for areas affected are integrated and aligned towards achieving development goals and intended outcomes by putting in place systems and mechanisms for rehabilitation and recovery before disaster happens. The development of these documents builds on the gains we have achieved following the NDRRMC approval of our experience-based Disaster Rehabilitation and Recovery Planning Guide. Through these Ready to Rebuild resources, we believe that our local governments will be better equipped and informed to undertake rehabilitation and recovery from future disasters. As we recover better after every disaster, we continually achieve our goal of having safer, adaptive, and resilient Filipino communities. I thank the entire team of the OCD Rehabilitation and Recovery Management Service for taking the lead in this initiative as well as the strong support of the National Economic and Development Authority. I also extend my gratitude to the World Bank and the Global Facility for Disaster Reduction and Recovery (GFDRR) for making this project possible. The global good practice on disaster recovery and rehabilitation would complement the lessons learned from various Philippine disasters. UNDERSECRETARY RICARDO B. JALAD Executive Director, National Disaster Risk Reduction and Management Council Civil Defense Administrator, Office of Civil Defense READY TO REBUILD: PLANNING GUIDE WORKBOOK | 7 iv REPUBLIC OF THE PHILIPPINES DEPARTMENT OF NATIONAL DEFENSE OFFICE OF CIVIL DEFENSE With the increasing intensity and impact of recent disasters due to climate change, we are honored to share with you the Ready to Rebuild: Disaster Rehabilitation and Recovery Planning Guide Workbook and Training Manual. Capitalizing on the lessons learned from earlier disasters and global good practices on disaster rehabilitation and recovery, these supplementary guides will serve as primary reference materials for national, regional, and local actors to rationalize post-disaster rehabilitation planning, coordination mechanisms as well as monitoring and evaluation, and ensure that recovery efforts are adequately supported. This will serve as a practical guide for our national and local leaders and decision-makers to pursue a generic but holistic, coherent, and integrated approach to risk-informed rehabilitation and recovery planning to aid inter-governmental and inter-organizational stakeholders in defining and programming adaptive and contextualized interventions to expedite a development-focused rehabilitation and recovery process. Thus, promoting "cooperation among diverse institutions, multiple authorities, and related stakeholders at all levels, including affected communities and businesses, in view of the complex and costly nature of post-disaster reconstruction, under the coordination of national authorities". Built upon an inclusive and a comprehensive disaster post-rehabilitation recovery framework, we express our sincerest gratitude to our hardworking colleagues on OCD Rehabilitation and Recovery Management Service and our dependable partners from the National Economic Development Authority for coming up with this milestone document. Further, we could never forget to attribute as much appreciation to the World Bank for extending with us technical assistance in finishing these references. DIRECTOR BERNARDO RAFAELITO R. ALEJANDRO IV Rehabilitation and Recovery Management Service v 8 | READY TO REBUILD: PLANNING GUIDE WORKBOOK REPUBLIC OF THE PHILIPPINES DEPARTMENT OF NATIONAL DEFENSE OFFICE OF CIVIL DEFENSE Aligned with our objective to strengthen our government's Disaster Rehabilitation and Recovery thematic area, we have developed the Ready to Rebuild: Disaster Rehabilitation and Recovery Planning Guide Workbook and Ready to Rebuild: Disaster Rehabilitation and Recovery Planning Guide Training Manual as supplementary documents to our Disaster Rehabilitation and Recovery Planning Guide for national and local governments. The Ready to Rebuild: Disaster Rehabilitation and Recovery Planning Guide Workbook provides templates and toolkits covering the various aspects of disaster rehabilitation and recovery from pre- disaster and post-disaster including recovery framework, planning process, institutional arrangements, coordination and implementation mechanisms, options for funding resources, proposed monitoring arrangements, and communications strategy. It is meant to serve as reference for national and local governments in the formulation of post-disaster rehabilitation and recovery programs, its subsequent implementation, and the conduct of related activities that will contribute in hastening the rehabilitation and recovery phase. On the other hand, the Ready to Rebuild: Planning Guide Training Manual provides training module guide and teaching strategies to enhance the capacity of our national and local governments to prepare better towards resilient recovery. The training is purposely designed to stimulate the rehabilitation and recovery process and allow LGUs to develop guidelines on working with the various stakeholders in their localities. I thank the entire Rehabilitation and Recovery Management Service for your commendable effort in developing our Ready to Rebuild resources and the World Bank for their technical support in developing these tools. Incorporating the examples of good practices on rehabilitation and recovery from other countries were complemetary to the lessons learned from previous disasters that struck the Philippines. Let us all remain committed and focused on our common goal for a safer and more resilient Philippines! DIRECTOR EDGAR POSADAS Rehabilitation and Recovery Management Service Office of Civil Defense READY TO REBUILD: PLANNING GUIDE WORKBOOK | vi 9 TABLE OF CONTENTS Acknowledgement i Messages ii Table of Contents vii List of Annexes ix List of Supplemental Resources ix List of Tables ix List of Figures ix List of Boxes x List of Acronyms and Abbreviations xi Introduction 1 Background 1 How To Use This Workbook 2 1 DISASTER REHABILITATION AND RECOVERY FRAMEWORK 4 1.1. Policy Framework for Disaster Rehabilitation and Recovery 5 1.2. Post-Disaster Rehabilitation and Recovery Framework 13 1.3. Adoption of the Framework in the Rehabilitation and Recovery 17 Part 1 Worksheets 20 Part 1 Summary Checklist 21 2 REHABILITATION PLANNING PROCESS AND PLAN STRUCTURE 23 2.1. Pre-Disaster Activities 24 2.2. Post-Disaster Activities 28 Part 2 Worksheets 39 Part 2 Summary Checklist 53 vii 10 | READY TO REBUILD: PLANNING GUIDE WORKBOOK 3 INSTITUTIONAL ARRANGEMENTS 56 3.1. Coordination Structures 57 3.2. Roles of Stakeholders 62 Part 3 Worksheets 65 Part 3 Summary Checklist 68 4 IMPLEMENTATION MECHANISMS 70 4.1. Implementation Strategies 71 4.2. Financing Post-Disaster Rehabilitation & Recovery 79 4.3. Communications Strategy 88 Part 4 Worksheets 93 Part 4 Summary Checklist 97 5 MONITORING AND EVALUATION 99 5.1. Progress Monitoring 100 5.2. Outcome Evaluation 105 Part 5 Worksheets 106 Part 5 Summary Checklist 108 READY TO REBUILD: PLANNING GUIDE WORKBOOK | viii 11 LIST OF ANNEXES Annex A. Data Requirements 110 Annex B. Agency Rehabilitation and Recovery Programs, Projects, and Activities 113 Annex C. List of PPAs 115 Annex D. List of existing loan facilities and programs for post-disaster financing 116 assistance offered by Government Financing Institutions/ Government-Owned or -Controlled Corporations Annex E. Yolanda Monitoring and Reporting Forms 119 LIST OF SUPPLEMENTAL RESOURCES SR1. Overview of Disaster Rehabilitation and Recovery Program Basic Concepts 123 and Process SR2. GeoMapperPH 127 SR3. GeoRiskPH Platform 128 SR4. Other Fund Source Options to Finance Disaster Rehabilitation and Recovery 129 SR5. Monitoring and Rehabilitation 133 LIST OF TABLES Table 1. Risk Transfer Instruments for Post-Disaster Recovery Financing 27 Table 2. Comparative Matrix of Damage and Needs Assessment Activities 30 Table 3. Total Investment Requirement by Source of Fund 37 Table 4. Total Investment Requirement by Sector 37 Table 5. List of PPAs with Funding Sources and Implementation Period 38 Table 6. Financing Facilities under the MDF which can be used for Rehabilitation and 87 Recovery Programs for Disaster-Affected LGUs Table 7. Sample of Post-Disaster Monitoring and Evaluation Tools 102 LIST OF FIGURES Figure 1. NDRRM Plan 2011-2028 Overall DRRM Framework 9 Figure 2. Overall DRRM Vision for Disaster Rehabilitation and Recovery 10 Figure 3. General Framework for Post-Disaster Rehabilitation and Recovery 13 Figure 4. Coordination Structure for Rehabilitation and Recovery 57 12 ix | READY TO REBUILD: PLANNING GUIDE WORKBOOK LIST OF BOXES Box 1. Philippine Development Plan 2017-2022 11 Box 2.a Example of Post-Disaster Framework: Post-Conflict Rehabilitation and 18 Recovery Framework for Marawi City and Other Affected Areas Box 2.b Example of Post-Disaster Framework: Medium-Term Boracay Action 19 Framework Box 3. Reconstruction Assistance for Yolanda Methodology: A Rapid Post-Disaster 30 Damage and Loss Estimation Box 4. Sample of Objectives 34 Box 5. Sample Sector-Specific Strategies 35 Box 6. Roles of the Sub-Committee Head and Member Agencies 59 Box 7. Rehabilitation and Recovery Sub-Committee at the National Level 61 Box 8. Pantawid Pamilyang Pilipino Program (4Ps) 72 Box 9. Kalahi-CIDSS National Community-Driven Development Program 73 Box 10. DILG’s Recovery Assistance for Yolanda Program 74 Box 11. Public-Private Partnership (PPP) Guidelines for National and Local Projects 76 Box 12. Rebuilding Marawi through Community-Driven Shelter and Livelihood Support 77 Box 13. Special Funds for Rehabilitation and Recovery Appropriated in Previous Years 82 Box 14. Disaster Risk Management Development Policy Loan with a Catastrophe- 83 Deferred Drawdown Option Box 15. Typhoon Yolanda Multi-Donor Trust Funds 84 Box 16. Sample Snapshot of Rehabilitation and Recovery Issues and Possible 92 Responses Box 17. Yolanda Project Monitoring Unit of NEDA 101 Box 18. Yolanda Comprehensive Rehabilitation and Recovery Program 104 READY TO REBUILD: PLANNING GUIDE WORKBOOK | 13 x LIST OF ACRONYMS AND ABBREVIATIONS AADMER ASEAN Agreement on Disaster Management and Emergency Response ADB Asian Development Bank ARMM Autonomous Region in Muslim Mindanao ASEAN Association of Southeast Asian Nations BAP Boracay Action Plan BARMM Bangsamoro Autonomous Region in Muslim Mindanao BDRRMC Barangay Disaster Risk Reduction and Management Council BOT Build-Operate-and-Transfer BFAR Bureau of Fisheries and Aquatic Resources C/MDRRMC City/Municipal Disaster Risk Reduction and Management Council CHED Commission on Higher Education COA Commission on Audit CSCAND Collective Strengthening on Community Awareness on Natural Disasters CSO Civil Society Organization DA Department of Agriculture DAR Department of Agrarian Reform DBM Department of Budget and Management DBP Development Bank of the Philippines DENR Department of Environment and Natural Resources DepEd Department of Education DFA Department of Foreign Affairs DICT Department of Information and Communications Technology DILG Department of the Interior and Local Government DND Department of National Defense DOE Department of Energy DOF Department of Finance DOH Department of Health DOJ Department of Justice DOLE Department of Labor and Employment DOST Department of Science and Technology DOT Department of Tourism DOTr Department of Transportation DPWH RAM Department of Public Works and HighwaysPROGRAM 14 xi | READY TO REBUILD: PLANNING GUIDE WORKBOOK DRRM Disaster Risk Reduction and Management DRRMC Disaster Risk Reduction and Management Council DROM Disaster Response Operational Modality DSWD Department of Social Welfare and Development DTI Department of Trade and Industry ERAT (ASEAN) Emergency Response and Assessment Team GAA General Appropriations Act GFI Government Financial Institution GOCC Government-Owned and Controlled Corporation GPPB Government Procurement Policy Board GSIS Government Service Insurance System HLURB Housing and Land Use Regulatory Board HUDCC Housing and Urban Development Coordinating Council ICC Investment Coordination Committee INAC Initial Needs Assessment Checklist IP Indigenous Peoples IRR Implementing Rules and Regulations LBP Landbank of the Philippines LDRRMC Local Disaster Risk Reduction and Management Council LDRRMF Local Disaster Risk Reduction and Management Fund LDRRMO Local Disaster Risk Reduction and Management Office LGU Local Government Unit LGU P4 Local Public-Private Partnership for the People LWUA Local Water Utilities Administration MDF Municipal Development Fund MDTF Multi-Donor Trust Fund MGB Mines and Geosciences Bureau MSME Micro, Small, and Medium Enterprises NAMRIA National Mapping and Resource Information Authority NAPC National Anti-Poverty Commission NCDDP National Community-Driven Development Program NCIP National Commission on Indigenous Peoples NCMF National Commission on Muslim Filipinos NCR National Capital Region READY TO REBUILD: PLANNING GUIDE WORKBOOK | 15 xii NHA National Housing Authority NIA National Irrigation Administration NYC National Youth Commission OCD Office of Civil Defense OCS Office of the Cabinet Secretary ODA Official Development Assistance OES Office of the Executive Secretary OPAPP Office of the Presidential Adviser on the Peace Process PAGASA Philippine Atmospheric, Geophysical and Astronomical Services Administration PCA Philippine Coconut Authority PCIC Philippine Crop Insurance Corporation PCOO Presidential Communications Operations Office PCW Philippine Commission on Women PDNA Post-Disaster Needs Assessment PDP Philippine Development Plan PDRRMC Provincial Disaster Risk Reduction and Management Council PHIVOLCS Philippine Institute of Volcanology and Seismology PMS Presidential Management Staff PMU Project Monitoring Unit PPA Programs, Projects, and Activities PPP Public-Private Partnership PSA Philippine Statistics Authority PWD Person With Disability QRF Quick Response Fund RaDE Rapid Post-Disaster Damage and Loss Estimation RAY Reconstruction Assistance on Yolanda RDANA Rapid Damage Assessment and Needs Analysis RDRRMC Regional Disaster Risk Reduction and Management Council TESDA Technical Education and Skills Development Authority TMG Technical Management Group SB Corp Small Business Corporation SDG Sustainable Development Goal SHFC Social Housing Finance Corporation SHPBNA Social Healing and Peacebuilding Needs Assessment SUCs State Universities and Colleges UN United Nations AM xiii 16 | READY TO REBUILD: PLANNING GUIDE WORKBOOK READY TO REBUILD: PLANNING GUIDE WORKBOOK | x 17 LIST OF BOXES INTRODUCTION BACKGROUND The aim of building resiliency is to prepare communities to resist, absorb, recover, and transform from the consequences of current and foreseen hazards and events. Rehabilitation and recovery plays a very important role in this preparation as (i) it can address the longer-term needs and challenges that makes a community vulnerable; and (ii) it provides the opportunity to increase the capacity of the society to cope and reduce the risk of future emergencies and disasters. Informed by the lessons learned from previous disasters, locally and globally, the National Disaster Risk Reduction and Management Council (NDRRRMC) approved the Philippine Disaster Rehabilitation and Rehabilitation Planning Guide on March 2019. The Planning Guide provides the rehabilitation and recovery framework, the rehabilitation planning process and plan structure, institutional arrangements for plan coordination, implementation mechanisms, and proposed monitoring and evaluation arrangements. This will guide the National Government Agencies (NGAs) and Local Government Units (LGUs) in the crafting and implementation of Rehabilitation and Recovery Programs. This workbook is developed as a supplementary document to the Disaster Rehabilitation and Recovery Planning Guide developed by the National Economic and Development Authority (NEDA). It doubles as the reference material with key concepts in disaster rehabilitation and recovery, and worksheets that should be accomplished by the Local Government Units (LGUs) for each part. 1 | READY TO REBUILD: PLANNING GUIDE WORKBOOK HOW TO USE THIS WORKBOOK This workbook can be used during the trainings as well as in actual planning and formulation of Post-Disaster Rehabilitation and Recovery Programs and plans. The worksheets and templates are provided to guide the LGUs in the overall rehabilitation and recovery phase from pre-disaster planning up to the implementation of the Disaster Rehabilitation and Recovery Program. The workbook follows the Planning Guide’s five parts: Part 1 Disaster Rehabilitation and Recovery Framework Part 2 Rehabilitation Planning Process and Plan Structure Part 3 Institutional Arrangements Part 4 Implementation Mechanisms Part 5 Monitoring and Evaluation Each part has three components: LEARN Discussions on key concepts from the planning guide PRACTICE Worksheets and templates to be accomplished REMEMBER Summary checklist of key messages and output READY TO REBUILD: PLANNING GUIDE WORKBOOK | 2 3 | READY TO REBUILD: PLANNING GUIDE WORKBOOK 1 DISASTER REHABILITATION AND RECOVERY FRAMEWORK Part 1 sets the foundation for understanding the global and national guiding principles in disaster risk reduction and management with focus on disaster rehabilitation and recovery. It also details on how to develop a post-disaster framework for rehabilitation and recovery. L1.1 Policy Frameworks for Disaster Rehabilitation and Recovery L1.2 Post-Disaster Rehabilitation and Recovery Framework L1.3 Adoption of the Framework in the Rehabilitation and Recovery Program P1.1 Drafting of Post-Disaster Rehabilitation and Recovery Framework R1.1 Disaster Risk Reduction is an integral part of development as reflected in the global and national frameworks. R1.2 The General Framework for Post-Disaster Rehabilitation and Recovery in the Philippines seeks to align the medium-term outcomes for Disaster Risk Reduction (DRR) and the country’s long-term goal of having safer, adaptive, and disaster-resilient Filipino communities. R1.3 While the General Framework for Post-Disaster Rehabilitation and Recovery is prescribed, the actual framework for rehabilitation and recovery planning for each disaster should ALWAYS be tailored to the areas and sectors affected, and the disaster context for it to be effective and implementable. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 4 LEARN! 1.1. POLICY FRAMEWORK FOR DISASTER REHABILITATION AND RECOVERY Disaster risk reduction is an integral part of development. The importance of a risk-informed and risk-resilient environment is recognized by three (3) global policy frameworks and international agreements: (a) the Sendai Framework for Disaster Risk Reduction 2015-2030; (b) the United Nations (UN) Agenda 2030 for Sustainable Development Goals; and (c) the Paris Agreement within the UN Framework Convention on Climate Change. At the regional level, the Association of Southeast Asian Nations (ASEAN) community has ratified the Agreement on Disaster Management and Emergency Response (AADMER) in support of the global policy frameworks. As signatory or party to these global policy frameworks and agreements, the Philippines is committed to minimizing the loss of life and resources due to disasters. It passed the Philippine Disaster Risk Reduction and Management Act of 2010 (RA 10121) and prepared the National Disaster Risk Reduction and Management (NDRRM) Framework and Plan as among the concrete steps towards safer, adaptive, and disaster-resilient Filipino communities. The Philippine Disaster Rehabilitation and Recovery Framework also builds on these global policy frameworks and integrates key principles that will promote resilience and risk reduction in Post-Disaster Rehabilitation and Recovery. The framework is also anchored on the country’s national development goals to ensure a holistic and coherent approach to rehabilitation and recovery efforts. A. The Global Policy Frameworks The Sendai Framework for Disaster Risk Reduction 2015-2030 This was adopted by UN member states, including the Philippines, in March 2015. The Sendai Framework aims to achieve the following outcome over the next 15 years: “The substantial reduction of disaster risk and losses in lives, livelihoods and health and in the economic, physical, social, cultural and environmental assets of persons, businesses, communities and countries.” 5 | READY TO REBUILD: PLANNING GUIDE WORKBOOK • • Adopt public policies and actions that support the role of public service workers to establish or strengthen coordination, funding mechanisms and procedures for relief assistance, and plan and prepare for post-disaster recovery and reconstruction; • • Ensure the continuity of operations and planning, including social and economic recovery, and the provision of basic services in the post-disaster phase; • • Promote the cooperation of diverse institutions, multiple authorities and related • stakeholders at all levels, including affected communities and business, in view of the complex and costly nature of post-disaster reconstruction, under the coordination of national authorities; • • Promote the incorporation of disaster risk management into post-disaster recovery and rehabilitation processes, facilitate the link between relief, rehabilitation and development. Use opportunities during the recovery phase to develop capacities that reduce disaster risk in the short, medium, and long-term, including the development of measures such as land use planning, structural standards improvement and the sharing of expertise, knowledge, post-disaster reviews, and lessons learned. Integrate post-disaster reconstruction into the economic and social sustainable development of affected areas. This should also apply to temporary settlements for persons displaced by disaster; • • Develop guidance for disaster reconstruction preparedness, by learning from the recovery and reconstruction programs over the decade since the adoption of the Hyogo Framework for Action, and exchanging experiences, knowledge, and lessons learned; and • • Review and strengthen, as appropriate, national laws and procedures on international cooperation, based on the Guidelines for the Domestic Facilitation and Regulation of International Disaster Relief and Initial Recovery Assistance. The UN Agenda 2030 for Sustainable Development Goals The Sendai Framework complements the Sustainable Development Goals (SDGs) outlined in the 2030 Agenda for Sustainable Development. The SDGs embody a universal call to action to end poverty, protect the planet, and ensure that all people enjoy peace and prosperity. The 2030 Agenda contains 17 interconnected goals covering areas initially READY TO REBUILD: PLANNING GUIDE WORKBOOK | 6 included among the Millennium Development Goals – such as the fight against poverty and hunger – and also includes new areas such as climate change, economic inequality, innovation, sustainable consumption, and peace and justice, among other priorities. As such, disaster risk reduction is at the forefront of the SDGs. DRRM is incorporated into ten (10) out of 17 SDGs, which firmly establishes it as a core development strategy in achieving sustainable development. The Paris Agreement within the UN Framework Convention on Climate Change To address climate change, countries adopted the Paris Agreement at the 21st session of the Conference of Parties to the UN Framework Convention on Climate Change on December 12, 2015 in Paris, France. The agreement was to limit global temperature rise to below 2°C and to strive for 1.5°C. The Paris Agreement represents an important step in international efforts to combat climate change and significantly reduce the risks and impacts of climate change, including extreme weather events and slow onset events. ASEAN Agreement on Disaster Management and Emergency Response The ASEAN Agreement on Disaster Management and Emergency Response (AADMER) was ratified by all ten (10) ASEAN member states and entered into force on December 24, 2009. The AADMER fortifies the region’s policy backbone on disaster management by giving priority to disaster risk reduction, thus enabling a more proactive regional framework for cooperation, coordination, technical assistance, and resource mobilization in all aspects of disaster management. Article 17 of AADMER specifically mandates member states to jointly or individually develop strategies and implement programs for rehabilitation and promote bilateral, regional, and international cooperation for rehabilitation in the aftermath of a disaster. The key areas to move the implementation of AADMER forward are articulated in the ASEAN Vision 2025 on Disaster Management, which charts the strategic direction for achieving a people-centered, people-oriented, financially sustainable, and networked disaster management approach by 2025. 7 | READY TO REBUILD: PLANNING GUIDE WORKBOOK B. Philippine Disaster Risk Reduction and Management Act of 2010 The Philippine DRRM Act of 2010 provides the basic policies and coordination mechanism for DRRM through the Disaster Risk Reduction and Management Councils (DRRMC) at the national, regional, and local levels. Section 15 of the law specifically indicates the criteria for identifying the lead DRRMC in “preparing for, responding to, and recovering from the effects of any disaster.” The National DRRMC is designated with policymaking, coordination, integration, supervision, and monitoring and evaluation functions. It is headed by the Secretary of the Department of National Defense (DND) as Chairperson, with the Secretary of the Department of the Interior and Local Government (DILG) as Vice-Chairperson for Disaster Preparedness, the Secretary of the Department of Social Welfare and Development (DSWD) as Vice-Chairperson for Disaster Response, the Secretary of the Department of Science and Technology (DOST) as Vice-Chairperson for Disaster Prevention and Mitigation, and the Secretary of the National Economic and Development Authority (NEDA) as the Vice-Chairperson for Disaster Rehabilitation and Recovery. C. NDRRM Framework NDRRM Framework provides a comprehensive, all-hazards, multi-sectoral, inter-agency, and community-based approach to DRRM, and serves as the primary guide to the DRRM efforts of the country. It is a shift towards a proactive and preventive approach to DRRM with the goal of increasing people’s resilience and decreasing vulnerability. The framework lays down the broad DRRM goal of building safer, adaptive, and disaster-resilient Filipino communities working towards sustainable development, as well as specific goals in the four (4) thematic areas that comprise DRRM. For the thematic area on disaster rehabilitation and recovery, the main goals are to restore and improve facilities, livelihood, living conditions, and organizational capacities of affected communities, and reduce disaster risk in accordance with the “Build Back Better” principle. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 8 Figure 1. NDRRM Plan 2011-2028 Overall DRMM Framework THEMATIC AREA 2: THEMATIC AREA 3: DISASTER PREPAREDNESS DISASTER RESPONSE Establish and strengthen capacities of Provide life preservation and meet the communities to anticipate, cope, and basic subsistence needs of affected recover from the negative impacts of population based on acceptable standards emergency occurence and disasters. during or immediately after a disaster. THEMATIC AREA 1: Safer, THEMATIC AREA 4: DISASTER PREVENTION adaptive, and DISASTER REHABILITATION AND MITIGATION disaster-resilient AND RECOVERY Avoid hazards and mitigate their Filipino Restore and improve facilities, potential impacts by reducing communities livelihood and living conditions and vulnerabilities and exposure, and toward organizational capacities of affected enhancing capacities of communities. sustainable communities, and reduce disaster risk in accordance with the development. “Build Back Better” principle. D. NDRMM PLAN 2011-2028 The NDRRM Plan 2011-2028 sets down the expected outcomes, outputs, key activities, indicators, lead agencies, implementing partners, and timelines under each of the four (4) mutually reinforcing thematic areas of (1) Disaster Prevention and Mitigation; (2) Disaster Preparedness; (3) Disaster Response; and (4) Disaster Rehabilitation and Recovery. Details on the objectives, outcomes, and outputs of the disaster rehabilitation and recovery thematic area are found in Figure 2. 9 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Figure 2. Overall DRRM Vision for Disaster Rehabilitation and Recovery NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT PLAN 2011-2028 THEMATIC AREA 4: Disaster Rehabilitation and Recovery GOAL: Restore and improve facilities, livelihood and living conditions and organizational capacities of affected communities, and reduce disaster risks in accordance with the “Build Back Better” principle. OBJECTIVES: 1. To restore people’s means of livelihood and continuity of economic activities and business 2. To restore shelter and other buildings/ installation 3. To reconstruct infrastructure and other public utilities 4. To assist in the physical and psychological rehabilitation of persons who suffered from the effects of the disaster OVERALL RESPONSIBLE AGENCY: National Economic and Development Authority (NEDA) Outcome 20 Outcome 21 Outcome 22 Outcome 23 Outcome 24 Damages, losses, Economic DRRM/CCA Disaster and A psychologically and needs activities restored elements climate change- sound, safe, and assessed and, if possible, incorporated in resilient secure citizenry OUTCOMES strengthened or human settlement: infrastructure that is protected expanded Houses rebuilt or reconstructed from the effects of repaired to be more disasters able to resilient to hazard restore to normal events; safer sites functioning after for housing each disaster 1. Post-disaster 1. Livelihood 1. Safe relocation 1. Infrastructure 1. Vulnerable needs assessment programs and sites facilities restored population provided projects or rehabilitated with adequate 2. Strategic action 2. Disaster-resilient according to safety and appropriate plan 2. Credit facilities for housing designed and resiliency risk protection affected sectors and reconstructed standards measures OUTPUTS 3. Self-sufficient 2. Development communities with permits approved access to basic within prescribed social services timeline 4. Empowered informal settlers/ affected families READY TO REBUILD: PLANNING GUIDE WORKBOOK | 10 E. Philippine Development Plan (PDP) The PDP is the overall socioeconomic development roadmap for the country over the medium-term. It provides the strategic interventions, implementing policies, and priority programs for achieving national development. The PDP integrates DRR into all its sectors; hence, rehabilitation and recovery outcomes should likewise be aligned with PDP objectives to prevent disasters from derailing the country’s sustainable development. A more detailed description of the PDP 2017-2022 and how DRR is mainstreamed in the plan is discussed in Box 1. Box 1. Philippine Development Plan (PDP) 2017-2022 The PDP 2017-2022 is anchored on the 0-10 point Socioeconomic Agenda and the first of four (4) medium-term plans geared towards AmBisyon Natin 2040, which represents the Filipino people’s collective aspiration of matatag, maginhawa, at panatag na buhay para sa lahat (a strongly rooted, comfortable, and secure life for all). The PDP Plan 2017-2022 also takes into consideration the country’s international commitments, which include the realization of the Sustainable Development Goals, the Sendai Framework for DRR and the Paris Agreement on Climate Change. It aims to lay a stronger foundation for more inclusive growth, a high trust and resilient society, and a globally competitive “knowledge” economy. The strategies to achieve the goals outlined in the PDP 2017-2022 are grouped under the three (3) main pillars of Malasakit (Enhancing the Social Fabric), Pagbabago (Reducing Inequality), and Patuloy na Pag-unlad (Increasing Growth Potential). Specifically, the Pagbabago pillar seeks to reduce the vulnerabilities of the Filipino people. Policies and programs have been put in place to ensure that their social, cultural, and economic rights are protected and that they are eventually empowered to participate in the development of the country. The PDP 2017-2022 prioritizes programs to help ensure the well-being of individuals and families against economic risks and both natural and human-induced hazards. 11 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Box 1. Philippine Development Plan (PDP) 2017-2022 (continuation) It also highlights the need to build more disaster-resilient communities. The housing program for 2017-2022 is in line with the new urban agenda of developing integrated neighborhoods and sustainable communities. Innovative solutions to housing construction are encouraged and alternative modes of financing are being developed to improve the access of families to decent housing. Community relations will be strengthened and communty organizations will be empowered to engage with government in ensuring the safety, security, and development of their communities. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 12 1.2. POST-DISASTER REHABILITATION AND RECOVERY FRAMEWORK Figure 3. General Framework for Post-Disaster Rehabilitation and Recovery LONG-TERM Safer, adaptive, and disaster-resilient Filipino communities that are protected from risks and that can cope GOAL with and recover quickly from unfortunate events OUTCOME Economic and social conditions in disaster-affected areas restored with higher level of (MEDIUM-TERM) resilience and poverty reduced Livelihood and Agriculture and Housing and Social Services Physical Business Fisheries Settlement Infrastructure SECTOR OUTCOMES (MEDIUM-TERM) Development Education, health, Agriculture Disaster-affected and social protection Public- and Sustainable production restored families have services are made privately-owned income sources for or increased; access to affordable, available infrastructure households are support services for disaster-resilient facilities are created; stability of farmers, fisherfolk, housing that are reconstructed businesses restored and laborers are located in safe zones or rehabilitated made accessible and in areas where according to social services and improved disaster public facilities are resiliency available; or to standards financing assistance to build their houses • Ensure that the • Provision of inputs • Identify and • Continue the • Strengthen support services for agricultural and acquire safe and provision of social enforcement of the are in place to fisheries production suitable land for service programs National Building Code enable businesses housing with priority and other structural to operate • Improve access to development focus on severely laws that lay out credit and affected areas and standards for resilient • Improve access to micro-insurance • Adopt a highly vulnerable infrastructure financial services for farmers and comprehensive and micro- housing program population • Establish effective fisherfolk insurance for covering provision • Provide adequate processes to facilitate MSMEs and • Provide capacity of emergency the completion of building and mental health GENERAL STRATEGIES households shelter assistance, and psychosocial infrastructure training activities transitional housing, projects within agreed • Provide skills support to aid and permanent individuals in timeframes and with training and housing, as well as restoring their the highest quality alternative sources results of livelihood financing shelter normal functioning assistance to • Harness partnership encourage self with the private sector recovery and development • Integrate provision partners for of livelihood, social augmenting resources services, and and technical necessary assistance infrastructure and • Ensure immediate utilities in building rehabilitation and new resettlement reconstruction of communities critical lifelines CROSS-CUTTING CONCERNS GENDER AND ENVIRONMENT VULNERABLE CULTURE SOCIAL PROTECTION & POVERTY DISASTER RISK LOCAL GROUPS SENSITIVITY INCLUSIVITY SUSTAINABILITY REDUCTION REDUCTION GOVERNANCE 13 | READY TO REBUILD: PLANNING GUIDE WORKBOOK The General Framework for Post-Disaster Rehabilitation and Recovery seeks to align sectoral or thematic outcomes with medium-term outcomes for DRR and the country’s long-term goal of having safer, adaptive, and disaster-resilient Filipino communities. The framework may also provide a basis for designing the monitoring framework for the Rehabilitation and Recovery Program, particularly on how program and project outputs contribute towards the attainment of the goal of “Building Back Better” and fully restoring economic and social conditions in disaster-affected areas. Below are the components of the General Framework: Long-term Goal Consistent with the NDRRM Framework, the long-term goal for disaster rehabilitation and recovery is to have safer, adaptive, and disaster-resilient Filipino communities that are protected from risks and can cope with and recover quickly from disaster events. This goal incorporates the principle of “Build Back Better”, where post-disaster reconstruction shall not only be restoration to its pre-disaster condition but incorporate a higher level of resiliency standards as well as climate change and mitigation measures in all post-disaster rehabilitation and recovery interventions. Outcomes Outcomes are the desired results from the implementation of a Rehabilitation and Recovery Program. These must be guided by the relevant policies and strategies under the Philippine Development Plan: Overall Outcome: Economic and social conditions in disaster-affected areas restored with higher levels of resilience and reduced poverty. Sector Outcomes: • • Livelihood and Business Development – sustainable income sources for households are created, stability of businesses restored • • Agriculture and Fisheries – agricultural production restored or increased; support services for farmers/ fisherfolk/ farm laborers are made accessible • • Housing and Settlement – families have access to affordable disaster-resilient housing that is located in safe zones and in areas where social services and public facilities are available; or to financing assistance to build their houses • • Social Services – education, health, and social protection services are made accessible or upgraded READY TO REBUILD: PLANNING GUIDE WORKBOOK | 14 • Physical Infrastructure – public and privately-owned infrastructure facilities are reconstructed or rehabilitated according to improved disaster resiliency standards General Strategies The general strategies indicate the overall approaches to achieve expected outcomes. From these, specific strategies will be crafted for the areas and sectors affected by the disaster. Cross-cutting Issues and Concerns Several cross-cutting concerns can be considered in the framework to ensure inclusive and coherent strategies that address specific sectoral concerns such as: • • Support and Protection to Vulnerable Groups and Individuals. Recovery from disaster is especially challenging for vulnerable groups, which include: displaced families; orphaned, unaccompanied, and separated children and youth; senior citizens; persons with disability (PWDs); and single parent households. Aside from addressing the specific needs of children, pregnant women, elderly people, and malnourished people, Rehabilitation and Recovery Programs should address the concerns of the vulnerable population in an integrated manner by providing special attention to improving quality infrastructure and promoting inclusion and participation in community-based programs. Recovery and livelihood support are also necessary for the restoration of income- and food-generating activities, particularly for farmers, fisherfolk, farm laborers, and small entrepreneurs. Other key interventions include the prioritization of target beneficiaries based on pre-disaster vulnerabilities, capacity to recover, family support and access to services, as well as the provision of safety nets, insurance, and other risk transfer mechanisms. • • Culture Sensitivity. Community values, beliefs, traditions, and cultural sites should be protected, respected, and valued during rehabilitation and recovery efforts. A culturally sensitive plan should also take into account the special needs of the indigenous peoples (IPs) in terms of rehabilitating and restoring their assets. • • Gender and Social Inclusivity. Men and women differ in the way they experience, respond to, and recover from disasters. The planning process for disaster rehabilitation and recovery should take into consideration gender equality and social inclusivity to ensure that interventions are inclusive, sustainable, and strategically targeted. This means recognizing the differing needs, vulnerabilities, capacities, roles, and responsibilities of men and women and the concept of intersectionality,1 which affects gender equality and development. Taking 1 Intersectionality refers to “interconnected nature of social categorization... regarded as creating overlapping systems of discrimination or disadvantage” due to age, class, disability, ethnicity, health status, migrant status, religion, sexual orientation, gender identity, residence or domicile (rural vs. urban), and other social identities (Oxford English Dictionary Online). 15 | READY TO REBUILD: PLANNING GUIDE WORKBOOK • account of gender concerns is a strategy for reducing the vulnerability of women, to allow • them to benefit equally from development. Programs and projects in relation to health, education, infrastructure reconstruction, livelihood and employment, housing, and water and sanitation, among others, should be guided by a balanced understanding of gender- differentiated needs and the contribution of men and women rather than focusing solely on their vulnerabilities. Gender-sensitive indicators should also be integrated into the Rehabilitation and Recovery Monitoring Framework to determine if gender-specific needs are addressed by identified interventions. The Harmonized Gender and Development Guidelines (NEDA-PCW-ODA-GAD) can be used to ensure gender responsiveness in project conception, implementation, and monitoring. • • Environment Protection and Sustainability. The impacts on the environment of proposed programs and projects should be assessed. These include potential damage to the natural environment (e.g., forests, watersheds, mangroves, wetlands), habitats (e.g., coral reefs, fish sanctuaries, seagrass beds), and coastal areas. Similarly, polluting effects such as water contamination should also be avoided. • • Poverty Reduction. Poor communities are often victims of disasters. The Post-Disaster Recovery and Rehabilitation Program offers an opportunity to address underdevelopment in such areas, through the implementation of a concerted, coordinated, and well-implemented set of poverty reduction interventions. As in past disasters, there is an outpouring of • assistance from various partners to affected communities. Such resources should be used • to help raise incomes in a more sustainable manner. • • Disaster Risk Reduction. Reducing future disaster risks in disaster-affected areas can be achieved through the implementation of an integrated approach to DRRM and climate • change adaptation. Structural or environmental measures such as shoreline protection, • levees, and restoration of mangrove forests will address hazard risks. Improved spatial planning, land use zoning, and property acquisition can also reduce exposure to these risks. Vulnerability can be managed through a broad range of measures, including improved community preparedness, hazard warning systems, geo-hazard mapping, and emergency response procedures. Building the DRMM capacities of stakeholders at the national, regional, local, and community level will facilitate faster and more efficient rehabilitation and recovery after a disaster. • • Local Governance. Rehabilitation and recovery interventions are most effective when implemented with the appropriate approach and when the right beneficiaries are targeted. Essential institutions, policies, and mechanisms should be put in place to ensure READY TO REBUILD: PLANNING GUIDE WORKBOOK | 16 • sustainability of interventions along with strengthening the DRRM capacities of LGUs and communities. Community members and other stakeholders should also have inclusive and meaningful participation in planning, monitoring, and implementation activities. 1. 3. ADOPTION OF THE FRAMEWORK IN THE REHABILITATION AND RECOVERY PROGRAM While the General Framework for Post-Disaster Rehabilitation and Recovery is prescribed, the actual framework for rehabilitation and recovery planning for each disaster should be tailored to the areas and sectors affected, and the disaster context. Thus, the overall outcome, sectoral outcomes, and cross-cutting concerns may vary for each Rehabilitation and Recovery Program. For instance, if the disaster is due to armed conflict, the achievement of sustained peace should be a core sector outcome, aside from the basic necessities like housing, livelihood, infrastructure, and social services. The Office of the Presidential Adviser on the Peace Process (OPAPP) Guidebook on Mainstreaming Conflict Sensitivity and Peace Promotion in the Comprehensive Development Plan provides a discussion on human security and conflict-induced disasters and displacement which can be used as reference in understanding the nature of conflict and how it should be addressed and integrated in post-disaster planning. In the case of the Marawi siege in 2017, the framework also includes discussion on peace building and strengthening the rule of law to restore peace and order and to promote reconciliation and peaceful coexistence among different groups in Marawi and its surrounding communities. Furthermore, a section on land resource management was included to address issues on availability and access to land for rehabilitation and recovery projects. The framework can also be used with a thematic or issue-based approach depending on the situation. This was applied to the Boracay Action Plan (BAP), wherein a thematic, rather than a sectoral approach, was applied to address key issues and concerns that cut across sectors, specifically environmental protection and sustainability. In particular, the BAP focused on addressing issues on environmental degradation, pollution, and congestion on Boracay Island, which led to a temporary closure in April 2018. 17 | READY TO REBUILD: PLANNING GUIDE WORKBOOK These examples of actual frameworks formulated and adopted following the General Framework for Post- Disaster Rehabilitation and Recovery are illustrated in Box 2.a and 2.b. Box 2.a EXAMPLE OF POST-DISASTER FRAMEWORK: Post-Conflict Rehabilitation and Recovery Framework for Marawi City and Other Affected Areas LONG-TERM Safer, adaptive, and disaster-resilient Filipino communities that are protected from risks and can GOAL cope with and recover quickly from unfortunate events MEDIUM-TO Marawi City and its surrounding communities that coexist in peace, and are vibrant, productive, LONG-TERM OUTCOME and resilient to risks of conflict and other disasters, with culture integrated into their socioeconomic development Local Housing and Livelihood and Physical Social Services Land Resource Governance and Settlement Business Infrastructure Management Peace Building Development Access to better SECTOR OUTCOMES (MEDIUM-TERM) Families have Public and and quality Government- Rule of law is returned to their Sustainable private education owned land is strengthened to original homes or income sources infrastructure (including surveyed and restore peace are able to find are restored facilities are Madrasa), utilized and order decent homes reconstructed health, and Vibrancy of local or rehabilitated social protection Access to land Causes of conflict All affected economy is according services is conflict addressed or families have improved to improved improved settlement aggravation of access to disaster services is conflict mitigated financing for resiliency improved rebuilding their standards houses Issues on land ownership are resolved CROSS-CUTTING CONCERNS VULNERABLE GENDER AND ENVIRONMENT POVERTY DISASTER RISK CONFLICT CULTURE SENSITIVITY AND GROUPS SENSITIVITY SOCIAL PROTECTION & REDUCTION REDUCTION INCLUSIVITY SUSTAINABILITY PEACE PROMOTION Source: Bangon Marawi Rehabilitation and Recovery Program READY TO REBUILD: PLANNING GUIDE WORKBOOK | 18 Box 2.b EXAMPLE OF POST-DISASTER FRAMEWORK: Medium-term Boracay Action Framework LONG-TERM Safer, adaptive, and disaster-resilient Filipino communities that are protected from risks and can SOCIETAL GOAL cope with and recover quickly from unfortunate events Boracay Island as a secure and globally competitive world-class tourism destination with a MEDIUM-TO vibrant, productive and climate-resilient economy that is geared towards inclusive growth LONG-TERM OUTCOME and anchored on sustainable development Theme 1 - Theme 2 - Theme 3 - Theme 4 - Enforcement of Laws Pollution Control Rehabilitation and Sustainability of and Regulations and Prevention Recovery of Ecosystems Island Activities THEMATIC OUTCOMES (MEDIUM-TERM) Law-abiding residents Pollution-free Boracay Boracay island Communities and and visitors informed is enjoyed by the public; ecosystems and visitors practice of harmonized laws and stakeholders and the environmental resources sustainable activities regulations and guided government are are efficiently managed, with infrastructure by capable enforcement conscious of and sustainably developed, support that is reliable, officers disciplined in pursuing the and carefully monitored adequate, affordable, development, given the resilient, and compliant island’s fragile with global standards; environment Social services (health, education, housing); and Economic services (livelihood and tourism) are inclusive, socially equitable, and sustainable CROSS-CUTTING CONCERNS VULNERABILITY CULTURE GENDER STRENGTHENING POVERTY REDUCTION SENSITIVITY SENSITIVITY RESILIENCY REDUCTION Source: Boracay Action Plan 19 | READY TO REBUILD: PLANNING GUIDE WORKBOOK PRACTICE! PART 1 WORKSHEETS Worksheet 1: Drafting of Post-Disaster Rehabilitation and Recovery Framework INSTRUCTIONS: Using a sample case, fill in the template below for Post-Disaster Rehabilitation and Recovery Framework. Please add boxes as needed. Province/City/Municipality: ________________________________________ Type of Disaster: ___________________________________________________ Disaster Rehabilitation and Recovery Framework Template 1. LONG-TERM GOAL 2. OUTCOME (MEDIUM-TERM) 3. SECTOR OUTCOMES (MEDIUM-TERM) 4. GENERAL STRATEGIES 5. CROSS-CUTTING CONCERNS READY TO REBUILD: PLANNING GUIDE WORKBOOK | 20 REMEMBER! PART 1 SUMMARY CHECKLIST Key Messages! R1.1 Disaster Risk Reduction is an integral part of development as reflected in the global and national frameworks. R1.2 The General Framework for Post-Disaster Rehabilitation and Recovery in the Philippines seeks to align the medium-term outcomes for DRR and the country’s long-term goal of having safer, adaptive, and disaster-resilient Filipino communities. R1.3 While the General Framework for Post-Disaster Rehabilitation and Recovery is prescribed, the actual framework for rehabilitation and recovery planning for each disaster should ALWAYS be tailored to the areas and sectors affected, and the disaster context, for it to be effective and implementable. Before you leave part 1, you should have finished the following: Developed a Post-Disaster Rehabilitation and Recovery Framework 21 | READY TO REBUILD: PLANNING GUIDE WORKBOOK READY TO REBUILD: PLANNING GUIDE WORKBOOK | 22 2 REHABILITATION PLANNING PROCESS AND PLAN STRUCTURE Part 2 is divided in two parts: (1) Pre-disaster activities that are necessary to prepare communities to recover from future disasters. These activities will serve as inputs to the Disaster Rehabilitation and Recovery Program; and (2) Post-disaster activities that provide a step-by-step guide in developing the Disaster Rehabilitation and Recovery Program. L2.1 Pre-Disaster Activities L2.2 Post-Disaster Activities P2.1 Pre-Disaster Baseline Data P2.2 Identification of PPAs for Scaling up and/or reprogramming in the event of a disaster P2.3 Local Disaster Risk Financing Strategy P2.4 Post-Disaster Rehabilitation and Recovery Program Planning Process and Structure R2.1 Preparations for rehabilitation and recovery should start pre-disaster and built continuously and cumulatively. These should be conducted by the national, regional, and local DRRM Councils. At the minimum, pre-disaster recovery activities should include science-based scenarios, risk assessment, baseline information, recovery strategies, and sources of financing recovery. R2.2 Preparation process for Post-Disaster Rehabilitation and Recovery Program may take at least 3 months and up to more than 6 months, depending on the magnitude and extent of the disaster. R2.3 The conduct of a needs assessment is the first step in the post-disaster process and is the basis for the development of the Rehabilitation and Recovery Program. R2.4 The standard contents of a Disaster Rehabilitation and Recovery Program has eleven sections. 23 | READY TO REBUILD: PLANNING GUIDE WORKBOOK LEARN! 2.I. PRE-DISASTER ACTIVITIES To manage the effects of a disaster and expedite the planning and implementation of the Rehabilitation and Recovery Program, activities should be undertaken pre-disaster. These can be done at multiple levels based on the roles and responsibilities of institutions at each level. Most of these pre-disaster activities are already part of the mandates of LGUs in the formulation of their comprehensive land use plans, local development plans, and local disaster risk reduction and management plans. However, there is a need to highlight the relevance of these activities in aiding the formulation of a Post-Disaster Rehabilitation and Recovery Program. A. Database Build-up for Rehabilitation and Recovery The Philippine Statistics Authority (PSA) generates data on population, housing characteristics, household income sources and expenditure items, and poverty statistics. Meanwhile, administrative data, such as land area and land use, economic activity and livelihood, infrastructure facilities, social services, and hazards are generated by concerned government agencies. The LGUs’ socioeconomic profile, housing needs, and hazard profiles (for some LGUs) can be found in the local development, land use, and local shelter plans. Disaster-related information is also available with the N/ RDRRMC and in the local DRRM Plans. It is important to establish a demographic profile of the community, which disaggregates data by sex and age and is able to capture information on women, children, and other vulnerable sectors (e.g., PWDs, IPs, and elderly). This information should be consolidated into a database.2 The secretariats of the DRRMCs – the Office of Civil Defense (OCD) at the national and regional levels, and Local DRRM Offices (LDRRMOs) at the local level – should maintain and regularly update their respective data sets. As applicable, the data and information should be compiled in text and map forms. At the minimum, the data should have geographical disaggregation up to the barangay level. Annex A provides the list of data requirements for baseline data and other information needed for post-disaster rehabilitation and recovery planning. 2 This database can form part of the broader information management system, which contains comprehensive data sets that cut across the four (4) thematic areas of disaster risk reduction and management, and which can be used as reference or basis for policy making, planning, and monitoring. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 24 B. Science-Based Scenarios of Disaster Events To prepare for the rehabilitation and recovery of a specific area, it is necessary to identify possible disaster scenarios that could occur in that location, for the preparation of appropriate plan of action. Disaster scenarios are projected situations before a disaster that describe its potential damage, losses, and impacts. It is a realistic narrative that describes what happens to people, infrastructure, and the natural environment within a given set of disaster conditions. Disaster scenarios should be based on scientifically acceptable methodology and should utilize historical data on disaster events. It is best to create a series of scenarios that correspond to varying magnitudes of each hazard. At the very least, a worst case scenario can be conceptualized to show the most severe possible outcome that can occur in a given situation. As disaster scenarios are area-specific, this should be prepared by LGUs with technical support from the Collective Strengthening on Community Awareness on Natural Disasters agencies, which include the Philippine Institute of Volcanology and Seismology (PHIVOLCS), Philippine Atmospheric Geophysical and Astronomical Services Administration (PAGASA), Mines and Geosciences Bureau (MGB), and the National Mapping and Resource Information Authority (NAMRIA). Indigenous knowledge and practices can also be integrated in preparing disaster scenarios, as necessary. C. Identification of Critical Areas, Assets, and Population Centers and Post-Disaster Recovery Activities The identification of critical assets and populations before a disaster aids in the speedy process of identifying local recovery needs and resources during the disaster recovery phase. Critical areas, assets, and populations affected by the hazard can already be identified based on the disaster scenarios. These should be considered in post-disaster recovery planning, specifically in identifying and prioritizing key areas of intervention. This information can also form part of the comprehensive database system. D. Organizational Structuring The institutional set-up for rehabilitation and recovery should be already set in place even before a disaster, but with flexibility to conform to the conditions and requirements of the actual rehabilitation and recovery phase. This structure includes the coordinating mechanisms for planning, implementation, and monitoring. The responsibilities of member agencies and key stakeholders should also be clearly defined. Each member agency should be informed of its 25 | READY TO REBUILD: PLANNING GUIDE WORKBOOK roles and expected deliverables to facilitate smooth coordination among all involved offices and personnel. The identification of roles and deliverables should be done in consultation with stakeholders. See Part 3.2 for more details on institutional arrangements. E. Identification of National Government Agency (NGA) or LGU Programs, Projects, and Activities (PPAs) for Scaling Up or Reprogramming NGAs, including government-owned and controlled corporations (GOCCs) and government financial institutions (GFIs), and LGUs should prepare a list of their regular programs, projects, and activities that can be scaled up or reprogrammed in the event of a disaster. Project details such as activities and outputs, geographic coverage, costs, and other information, should be included in the list as reference in preparing a Rehabilitation and Recovery Program. The list of PPAs should also be updated by the agencies and LGUs on a regular basis. Annex B provides a list of selected programs and projects that are commonly implemented by agencies for rehabilitation and recovery. F. Recovery Financing Financing modalities for post-disaster interventions should be put in place during the pre- disaster phase to provide funding options in the event of a disaster. These can be sourced from the General Appropriations Act (GAA), such as the NDRRM Fund, agency budgets, or other domestic resources that are managed by government agencies, including lending programs of GOCCs and GFIs (like the Small Business Corporation or SB Corp, Government Service Insurance System or GSIS, and Pag-IBIG Fund). Alternative sources can also be identified, including foreign resources, which are more flexible and can be used for immediate response and varying nature of disaster needs. New, innovative, or emerging financing instruments or mechanisms piloted or designed by the government and development partners can also be considered. Disaster risk insurance instruments, in particular, can be explored as a risk transfer mechanism. Table 1 provides a sample of risk transfer instruments through insurance. The Department of Finance (DOF) Disaster Risk Financing and Insurance Strategy can serve as a guide for planning purposes. Moreover, a risk-layering strategy that provides a combination of different financing instruments for disaster events of varying risks can also be designed for national and local levels. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 26 Table 1. Risk Transfer Instruments for Post-Disaster Recovery Financing INDEMNITY INSURANCE PARAMETRIC INSURANCE ENROLLMENT Mandatory for national agencies and Serves as supplementary risk financing; LGUs, specifically for public assets, optional for national and local unless certain exemptions are indicated governments DISASTER RISK TO Financing option for low-frequency, Financing option for low-frequency, COVER high-severity disaster high-severity disaster PROJECTS AND Reconstruction projects and activities Early recovery projects and activities ACTIVITIES TO COVER (resettlement and construction of (restoration of basic services, temporary permanent housing, rehabilitation of housing, debris clearing, emergency damaged public utilities, rebuilding of employment) destroyed public facilities, and other infrastructure) RELEASE OF PAYOUT Release of payout is computed based on Immediate release of payout, which is the assessment of actual damages and pre-determined based on an agreed set losses of assets insured of parameters EXISTING GOVERNMENT Property insurance for national and Parametric Insurance Pilot Project for FACILITY/ PROGRAM local government buildings through the selected 25 Provinces and selected GSIS infrastructure projects • Legal basis: Republic Act 656 or • Legal basis: Department of Budget and the Property Insurance Law Management (DBM)-DOF Joint Memorandum Circular (JMC) 2017-1 and • Disaster event covered: natural and JMC 2018-1 on the Guidelines on the man-made disasters Implementation, Monitoring, and • Utilization of payout proceeds: Reporting of the use of PHP 1 billion rehabilitation or reconstruction of allocation under the National Disaster specific insured public asset Risk Reduction and Management Fund (NDRRMF) for Insurance of Government Insurance of crops, livestock, and Facilities agricultural assets for protection of agricultural producers against loss • Disaster event covered: major through the Philippine Crop Insurance earthquake and typhoon Corporation. • Utilization of payout proceeds: • Legal basis: Presidential Decree (PD) rehabilitation or reconstruction of 1467, as amended by PD 1733 and government infrastructure and facilities further amended by RA 8175 • Disaster event covered: natural and man-made disasters • Utilization of payout proceeds: recovery of investment on crops and other agricultural projects 27 | READY TO REBUILD: PLANNING GUIDE WORKBOOK 2.2. POST-DISASTER ACTIVITIES The entire process for the preparation of a Post-Disaster Rehabilitation and Recovery Program can be simultaneous with response activities. The exact duration of the preparation process depends on the magnitude and extent of the disaster. For past typhoons (Yolanda, Pablo, Sendong, Nina), the average period for preparing the Rehabilitation and Recovery Programs was as follows: REHABILITATION AND RECOVERY PROGRAM PLANNING TIMEFRAME* Local or Regional Rehabilitation and Recovery Program Within 3 months Nationally coordinated Rehabilitation and Recovery Program Within 6 months * Excludes approval process of the Rehabilitation and Recovery Program These timeframes may not be applicable to other types of hazard events, especially those resulting from armed conflicts. The latter may take more time due to security concerns on the ground, causing delays in the completion of the Post-Conflict Needs Assessment and other planning activities. A. Post-Disaster Rehabilitation and Recovery Program Preparation Process The preparation of a Post-Disaster Rehabilitation and Recovery Program involves several processes: 1. Post-Disaster Needs Assessment (PDNA) A PDNA involves a detailed sectoral and cross-sectoral assessment of damages and losses, impacts of disaster, and needs assessment based on field validation. The results of this activity will inform the identification of strategic interventions and PPAs in the Rehabilitation and Recovery Program. National and Regional Levels The need for a PDNA is decided by concerned DRRMC depending on the area affected by the disaster. The NDRRMC decides when two (2) or more regions are affected by the disaster, while the RDRRMCs decide when two (2) or more provinces are affected. The primary considerations for the national or regional DRRMC’s decision are the OCD’s recommendations and other triggers, such as an order or instruction from the President or a declaration of a state of calamity (either national or local), which is an indicator of great devastation and a consequent massive need for interventions or a call for assistance. The OCD bases its recommendations on the effects of the disaster (informed by a Rapid Damage Assessment and Needs Analysis or RDANA report), particularly the number of READY TO REBUILD: PLANNING GUIDE WORKBOOK | 28 casualties and extent of damage, which have implications on the intervention needed for rehabilitation and reconstruction activities. The actual conduct of a PDNA is led by the OCD, in coordination with relevant NGAs and LGUs. The OCD regional office concerned shall take the lead if the conduct of a PDNA was decided by the RDRRMC, while the OCD Central Office will lead if the conduct of a PDNA was decided by the NDRRMC. However, there are instances when the OCD Central Office must assist its regional offices, particularly in providing technical assistance to the regional PDNA team prior to and during their deployment on the ground. The NDRRMC and RDRRMC approve the national and regional PDNA, respectively. Local Level The concerned local DRRMC (LDRRMC) can decide to conduct a PDNA when the disaster is confined to only a few localities. The provincial DRRMC (PDRRMC) takes charge when two (2) or more component cities or municipalities are affected, while the municipal or city DRRMC (C/MDRRMC) decides when two (2) or more barangays are affected. This is usually the case for disasters like landslides, flooding, epidemics, or outbreaks. The decision is based on the assessment of damage and impact of the disaster. The LDRRMO of the affected LGU leads the conduct of the PDNA. However, the OCD can assist the LDRRMO upon the request of the LGU. A PDNA document prepared by the LDRRMO will be approved by the LDRRMC. However, the concerned RDRRMC should review and validate a locally prepared PDNA document if there are LGU project proposals submitted to the OCD for funding through the NDRRMF. The methodology for the conduct of a PDNA, detailed activities, timeframe, and composition of assessment teams are provided in the PDNA Guidance Notes of the OCD. Rapid Assessment For large-scale disasters that entail longer periods to complete the PDNA, a Rapid Post- Disaster Damage and Loss Estimation (RaDE) can be conducted while waiting for the PDNA to be completed. A RaDE is a desktop exercise on estimation of damages and losses using the available quantitative and qualitative data and information after the disaster. This activity provides an initial estimate of damages and losses, including possible socioeconomic impacts of the disaster. This can serve as the initial basis for determining the needs and the corresponding budget requirements for immediate mobilization. 29 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Box 3. Reconstruction Assistance for Yolanda Methodology: A Rapid Post-Disaster Damage and Loss Estimation Due to the severity of the impact of Typhoon Yolanda, a RaDE was conducted to speed up the rehabilitation and recovery process for areas affected by the disaster. The RaDE was an initial assessment of the damages and losses, impacts of the disaster, and immediate activities needed to restore normalcy. This was done within a month of the disaster using baseline data as reference against the best qualitative and quantitative post-disaster data available. The assessment informed the conduct of a PDNA and the creation of the Rehabilitation and Recovery Program. It served as the immediate basis for resource mobilization and coordination of local and international assistance. NEDA took the lead in the conduct of this activity in coordination with concerned agencies using an internationally recognized post-disaster assessment methodology. The results of the assessment are contained in the document Reconstruction Assistance on Yolanda (RAY): Build Back Better. Table 2. Comparative Matrix of the damage/ loss and needs assessment activities RaDE RDANA PDNA LEAD AGENCY NEDA OCD* OCD* CONDUCT Optional Mandatory based on Mandatory based on the triggers provided in following triggers: NDRRMC Memorandum a. Declaration of a state Circular No. 25, s. 2014 of calamity (either national or local) b. Order or instruction from the President PROCESS Desktop assessment Desktop assessment Desktop assessment and field validation and field validation COVERAGE Initial damages and losses, Initial damages and Damages and losses, overall economic impacts, immediate relief and economic impact, and and rehabilitation and response requirements rehabilitation and recovery recovery needs needs Accounts for damage and Accounts for damage of Accounts for damage and losses of both the public public sector losses of public and private and private sectors sectors METHODOLOGY UN Economic Commission ASEAN Emergency UN Economic Commission for Latin America and the Response and Assessment for Latin America and the Caribbean (UN-ECLAC) Team Initial Needs Caribbean (UN-ECLAC) Methodology Assessment Checklist Methodology READY TO REBUILD: PLANNING GUIDE WORKBOOK | 30 Table 2. Comparative Matrix of the damage/ loss and needs assessment activities (continuation) RaDE RDANA PDNA LEAD AGENCY NEDA OCD* OCD* DATA SET/ Secondary data (official Primary data (survey of Primary data (interviews INFORMATION statistics, situational disaster site) and survey of disaster reports) site) Secondary data Secondary data (official (demographic profile) statistics, situational reports) *At the LGU level, the lead is the LDRRMO. Post-Conflict Needs Assessment (PCNA) In the case of disasters due to armed conflict, a PCNA should be undertaken instead of a PDNA. This is because the essence of a PCNA is the Social Healing and Peace Building Needs Assessment (SHPBNA), which is done in addition to the damage and loss assessments and human recovery needs assessment done in a PDNA. The SHPBNA gives importance to social structures that will enable reconciliation and build relationships to nurture and sustain peace. The results of the SHPBNA inform the design and delivery of interventions that are meant to address or contribute to addressing the key driving factors of conflict and prevent its recurrence. 2. Program Formulation National Level NEDA, as the Vice Chair for Disaster Rehabilitation and Recovery of the DRRMC, leads the preparation of the Rehabilitation and Recovery Program in cases where a national state of calamity is declared or where there is a directive from the President to coordinate rehabilitation efforts at the national level. The NDRRMC can designate its technical management group (TMG) to undertake technical level activities. However, the President has the prerogative to designate other agencies, entities, or individuals to lead the rehabilitation and recovery process. Regional Level In cases when a national state of calamity is not declared, the RDRRMC, through its TMG on Rehabilitation and Recovery, decides whether a Regional Rehabilitation and Recovery Program will be prepared. This is based primarily on the Committee’s assessment of the extent of damages in the region. Other triggers for the preparation of a Regional Rehabilitation and Recovery Program are a declaration of a local state of calamity in several LGUs within the region, a formal request from affected LGUs, or a need for financial assistance from the national government. 31 | READY TO REBUILD: PLANNING GUIDE WORKBOOK When the formulation of a Regional Rehabilitation and Recovery Program is deemed necessary, the concerned RDRRMC, through its Committee on Rehabilitation and Recovery chaired by the NEDA Regional Office, oversees the program preparation process. In practice, regions prepare their respective Rehabilitation and Recovery Programs individually. However, two or more regions that are affected by the same disaster event can opt to prepare an integrated program. This can be done in cases where the proposed interventions will affect shared natural resources (river basin, water shed) or infrastructure (road network, water system) traversing these regions. Local Level LGUs, through their LDRRMCs, prepare their Local Rehabilitation and Recovery Programs for disasters that are confined to their locality. The trigger for program preparation is a declaration of a local state of calamity or a need for financial assistance from the national government. Upon request, the regional line agencies (RLAs) and NGAs extend assistance to the LGUs in the formulation of their Rehabilitation and Recovery Program. LGUs can also prepare their respective local Rehabilitation and Recovery Programs for large-scale disasters, should they deem it necessary. This can serve as input to the DRRMC designated to lead the formulation of an overall Rehabilitation and Recovery Program for all the areas affected by the disaster. This will be incorporated into or used as a reference for identifying interventions in higher-level rehabilitation programs. Consistent with the Philippine commitment to the 2030 Agenda for Sustainable Development, a bottom-up approach in preparing Rehabilitation and Recovery Programs at all levels is highly recommended. This will facilitate the meaningful participation of all stakeholders, including marginalized groups and individuals. Affected communities, non-government organizations (NGOs), and the private sector, among others, should be consulted during program formulation to ensure that the people’s hopes and aspirations are captured and that trust and confidence in the government is built. 3. Approval of the Program Nationally coordinated Rehabilitation and Recovery Programs are approved by the NDRRMC, while the regional programs are approved by respective RDRRMCs. The regional programs will be submitted to the NDRRMC only if there are specific projects that require funding assistance from the NDRRMF. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 32 Consistent with the Local Government Code, the concerned Sanggunian (local legislative body) approves the draft Rehabilitation and Recovery Program prepared by the LDRRMCs. Should funding assistance from the national government be requested, the LDRRMC will submit the Sanggunian-approved local Rehabilitation and Recovery Program to the NDRRMC through its RDRRMC. In previous disasters, priority PPAs in the interim document, specifically those to be implemented in the short-term or within the year, were approved before the final document. This ensured that rehabilitation efforts were not hampered by delays in the approval process of rehabilitation programs. 4. Updating National, Regional, and Local Program A Rehabilitation and Recovery Program should include an investment program which should be updated, depending on the timeframe of the document. The objective is to revisit and revise the PPAs based on an assessment of the physical and financial accomplishments vis-à-vis the current situation in the affected areas. For this purpose, program monitoring reports will be useful. B. Contents of a Post-Disaster Rehabilitation and Recovery Program 1. Background and Description of Affected Area/s This can include location of affected areas, topography, climate, natural resources, economic activities prior to disaster, and social and demographic data. Information for this section can come from the existing plans of LGUs and from relevant agencies such as PAGASA, PHIVOLCS, MGB, or NAMRIA. 2. Description of a Hazard Event The description of the hazard and its immediate effects should include information gathered from the situational reports provided by the OCD and other relevant agencies such as PAGASA, PHIVOLCS, and MGB. 3. Assessment of the Effects of the Disaster Both the physical and socioeconomic impacts of the disaster should be included in the assessment. The data for the assessment may come from the PDNA. This section should also highlight the human recovery needs outlined in the PDNA. Physical Assessment. The physical assessment should provide a description of changes in the physical structure and landscape of affected areas brought about by the impact of the hazard, 33 | READY TO REBUILD: PLANNING GUIDE WORKBOOK particularly the damage to infrastructure and alterations to the topography and environment, highlighting key landmarks that were affected. Socioeconomic Assessment. The socioeconomic assessment should include a summary of the cost of damage and losses in key sectors such as infrastructure, livelihood, and housing across affected areas and an estimation of the macroeconomic impact of the disaster. This should also provide statistics on affected individuals, specifically the number of internally displaced, casualties, missing, and injured persons. To the extent possible, based on available data, an assessment of the situation of vulnerable sectors (such as children, women, and the poor) shall also be included. 4. Post-Disaster Rehabilitation and Recovery Framework The Post-Disaster Rehabilitation and Recovery Framework should take into consideration the sectors affected and the target outcomes. This can be based on the General Framework for Post- Disaster Rehabilitation and Recovery in Part 1.2 of this document. 5. Objectives of the Program The Rehabilitation and Recovery Program should provide achievable objectives within a specified timeframe. The objectives should be based on the expected outcomes from interventions for the sectors to be covered. Box 4 shows examples of the objectives that can be included in the Rehabilitation and Recovery Program. Box 4. SAMPLE OBJECTIVES • To restore, rehabilitate, or reconstruct damaged infrastructure necessary to sustain economic and social activities in the affected areas; • To repair houses or rebuild settlements and basic community facilities and services (schools, health centers, etc.) that are more resilient to hazard events; • To restore, strengthen, or expand the economic activities of affected communities; and • To increase resilience and capacities of communities in coping with future hazard events. 6. Rehabilitation and Recovery Strategies The Rehabilitation and Recovery Program should also include strategies that will aid in the achievement of a desired outcome and goal as specified in the Post-Disaster Rehabilitation and Recovery Framework. The strategies should be consistent with the guiding principles for the READY TO REBUILD: PLANNING GUIDE WORKBOOK | 34 rehabilitation efforts. Specific sector and sub-sector strategies should also be provided to help achieve short- and medium-term program objectives. Box 5 provides some of these sample strategies. Box 5. SAMPLE SECTOR-SPECIFIC STRATEGIES Livelihood and Business Development • Develop sustainable, and disaster-and-climate change-resilient employment and livelihood activities • Promote resilient and competitive industries and establish a strong market presence for products and services delivered by the affected areas • Improve access to financial services and microinsurance for MSMEs and households Agriculture and Fisheries • Develop and implement interventions for agriculture and fisheries that will provide immediate and sustainable sources of food and income • Improve access to credit and microinsurance for farmers and fisherfolk Housing and Settlement • Identify and acquire safe and suitable land for housing development • Adopt a comprehensive housing program covering both emergency shelter assistance and permanent housing • Integrate the provision of livelihood, social services, and necessary infrastructures and utilities into the construction of new resettlement communities Social Services • Continue provision of social service programs, focusing on severely affected areas and highly vulnerable population • Provide adequate health and mental support for individuals • Adopt social protection mechanisms that increase employment and improve livelihood Physical Infrastructure • Strengthen enforcement of structural laws that set standards on resilient infrastructure • Establish effective and efficient process to facilitate the completion of infrastructure projects within the agreed timeframe and with the highest quality results • Harness partnerships with the private sector and development partners to augment resources and technical assistance 35 | READY TO REBUILD: PLANNING GUIDE WORKBOOK 7. Targets The PDNA shall be the primary reference in determining the targets for each program and project covered by the Rehabilitation and Recovery Program. The possible targets should be disaggregated annually and by location. 8. Proposed Land Use Framework The land use framework should guide the identification of locations for infrastructure and settlement sites and economic activities that will arise after a disaster. It should be based on the updated development and land use plan of the area, as well as existing local shelter plans and risk assessments to account for impending risks brought about by changes in landscape, among others. For disasters with major physical impacts, there is a need to propose a new land use framework to consider changes in the topography and the land use of the area after a disaster. For disasters with no significant physical or structural impact to the affected area, it should be used to enforce existing land use policies. 9. Phasing of Programs, Projects, and Activities (Timeline) and Implementation Arrangements Depending on the magnitude and area coverage of the disaster, the Rehabilitation and Recovery Program can be phased according to the following: Short-term (within a year). PPAs implemented in the short-term are geared towards providing basic needs and social services to help affected communities return to a state of normalcy. Medium-term (within the next three to four years). Medium-term PPAs are commonly a continuation of programs and projects initially implemented in the short-term. These also include programs that enhance the resiliency of affected communities against disasters, and integrate concepts and principles on disaster prevention and mitigation as well as disaster preparedness. The actual specific timeframes should be determined by the planning team or committee. In some cases, it is possible for projects and activities to be implemented for a longer period, extending beyond four (4) years. 10. Financing and Investment Requirements A summary of investment requirements (total cost and funding sources) of PPAs should be provided with the following details: READY TO REBUILD: PLANNING GUIDE WORKBOOK | 36 • PPAs to be covered by regular agency budgets or corporate operating budgets, in the case of GOCC and GFI • PPAs proposed to be funded under the NDRRMF • PPAs to be funded by the LGUs • PPAs to be funded by NGOs, civil society organizations (CSO), and private companies or individuals • PPAs to be funded by development partners3 • PPAs to be co-funded by NGAs, LGUs, development partners, NGOs, CSOs, and private companies or individuals should also be indicated Tables 3 and 4 are sample tables for presenting investment requirements. Table 3. Total Investment Requirement by Source of Fund NUMBER OF INVESTMENT REQUIREMENT (IN PHP) SOURCE OF FUND PROJECTS SHORT-TERM MEDIUM-TERM TOTAL NDRRM Fund Regular Agency Budget LGU Non-Government (i.e. Private Sector/ Development Partners) TOTAL Table 4. Total Investment Requirement by Sector NUMBER OF INVESTMENT REQUIREMENT (IN PHP) SECTOR PROJECTS SHORT-TERM MEDIUM-TERM TOTAL Infrastructure Social Services Settlement Livelihood Agriculture TOTAL 3 This term may include any of the following: foreign governments or their authorized embassies/missions, agencies, departments/ministries, entities or instrumentalities or sub-national government entities, bilateral aid agencies, bilateral financial institutions, bilateral development banks or equivalent, state-owned enterprises); international organizations or inter-governmental organizations (e.g., United Nations System, including its bodies, organs, entities, specialized programs, financial mechanisms or similarly classified organizations), regional organizations or sub-regional organizations such as those under Association of Southeast Asian Nations (ASEAN) or similar; or international/multilateral financial institutions (such as multilateral development banks (ADB, World Bank), regional development banks, or similarly classified organizations). 37 | READY TO REBUILD: PLANNING GUIDE WORKBOOK 11. Sector PPAs The detailed list of PPAs can be attached as an annex of the Rehabilitation and Recovery Program. Annex C provides the template for the detailed list of projects. Table 5 is a reference for filling out the template. Table 5. List of PPAs with Funding Sources and Implementation Period PRIORITY TOTAL ANNUAL PROGRAMS, LOCATION/ FUNDING BREAKDOWN FUNDING IMPLEMENTING TIMEFRAME/ PROJECTS, & SITE REQUIREMENT OF FUNDING SOURCE AGENCIES IMPLEMENTATION ACTIVITIES (IN MILLION PHP) REQUIREMENT PERIOD (PPAs) (IN MILLION PHP) 2017 2018 AGRICULTURE & FORESTRY Emergency employment/ Compostela 100 80 20 Regular DA, DOLE, 2017 - 2018 cash for work Valley Agency DENR, DSWD for debris Budget clearing/ management and rehabilitation of farms/ forests 12. Mechanism for Monitoring and Evaluation The Rehabilitation and Recovery Program should provide a mechanism for monitoring and evaluation of projects. This section should include the organizational structure, monitoring and reporting arrangements, and monitoring tool to be used. Part 5 of this workbook contains a detailed discussion on monitoring and evaluation. 13. Communications Strategy The communications strategy can form part of the Rehabilitation and Recovery Program or may be a separate document. Part 4.3 of this workbook provides information for formulating a communications strategy. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 38 PRACTICE! PART 2 WORKSHEETS Worksheet 2.1 – Pre-Disaster Baseline Data (See Annex A.) INSTRUCTIONS: Fill in the data mentioned in each section. These could be lifted from the following: Philippine Statistics Authority (PSA) Annual/Semi-Annual Reports, Local Labor and Employment Reports, Local Comprehensive Development Plan (CDP), Land Use Plans, Land Utilization Plan, Local Shelter Plan, NDRRMC and the local DRRM Plans, etc. Certain LGUs may have to include data related to a specific concern of their locality/community, e.g., Bohol on tourism when earthquake struck. Annex A. Data Requirements CORE ELEMENT SECTOR DATA DETAILS SOURCE General Land Area PSA/ CDP/ CLUP, Information NAMRIA/ DENR-LMB Topography Topographic map PSA/ CDP/ CLUP, with description NAMRIA Political subdivision (for higher-level LGUs) Income and Income DOF-BLGF, LGU, Classification Community-Based Monitoring System (CBMS) Poverty Incidence PSA 39 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Annex A. Data Requirements (continuation) CORE ELEMENT SECTOR DATA DETAILS SOURCE General Total Population Disaggregated data by PSA, CBMS Information urban/ rural, subdivision (up to barangay level), age group, and gender Population Density PSA Land Use and Settlement Settlement Areas Disaggregated data CLUP, DENR-BMB, PSA, Physical by subdivision (up to LMB, NAMRIA Environment barangay level) with corresponding population count by individuals/ families; land use/ zoning map Production Utilized Land Disaggregated data by land resource, as applicable (agricultural, coastal/ marine, production, forest, mineral, industrial, tourism, others) Idle Land Protection Protected Areas (if any) Location and physical characteristics of protected areas READY TO REBUILD: PLANNING GUIDE WORKBOOK | 40 Annex A. Data Requirements (continuation) CORE ELEMENT SECTOR DATA DETAILS SOURCE Economic Agriculture Labor force participation Disaggregated data by Local Revenue Office, Activity and rate and revenue type (public or private), Public Employment Livelihood Industry generated subsector, subdivision (up Service Office to barangay level), age Number of MSMEs Services group, and gender; include Number of farmers and data on existing and fisherfolk proposed support facilities MSMEs Agricultural infrastructure Informal Sector and other production and post-harvest facilities Infrastructure Transportation Roads (National, Include total length, DPWH, Local Eng’g Provincial Municipal, classification by surface Office (for local public Barangay) type (i.e., paved or works) unpaved) and condition Bridges Include total length, classification by type (i.e., permanent or temporary), and condition Airport Include classification (i.e., DOTr, CAAP International, Principal Class 1, Principal Class 2, Community, Military, Unclassified), passenger and freight statistics, and conditions of PTB/ runway Seaport Include classification DOTR, PPA, LGU (i.e., commercial, RORO, (for locally managed fishing [regional], fishing ports) [communal], feeder, unclassified), passenger and freight statistics, and conditions of PTB/ port 41 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Annex A. Data Requirements (continuation) CORE ELEMENT SECTOR DATA DETAILS SOURCE Infrastructure Communications Telephone services Include data on number DICT, Local (landline and mobile), of subscribers/ users/ Assessor’s Office television, radio, print, clients, and total value internet coverage, and of physical asset broadband area coverage Power Transmission lines, Include status of DOE, NEA distribution facilities, electrification/ water power plants (e.g., supply to households and hydroelectric, nuclear, businesses, and physical coal, geothermal) conditions of facilities/ equipment Water Reservoirs, distribution LWUA, Local Water facilities, pumping District, CBMS stations, treatment facilities Government Government buildings LGU and facilities (i.e., national and local/ municipal buildings) Social Education facilities Include classification DepEd, School Infrastructure (schools, training (Public Basic, Private Divisions, CHED facilities, etc.) Basic, State College, State University, Private College, Private University, Technical/ Vocational Review/ Training), description (e.g., building type, no. of storeys), and physical condition READY TO REBUILD: PLANNING GUIDE WORKBOOK | 42 Annex A. Data Requirements (continuation) CORE ELEMENT SECTOR DATA DETAILS SOURCE Infrastructure Social Health facilities (hospitals, Include classification DOH, Local Health Infrastructure rural/ barangay health (Government General, Office units) Government Specialty, Private General, Private Specialty, Primary Care, Custodial Care, Diagnostic/ Therapeutic, Specialized Out-Patient), description (e.g., building type, no. of storeys, bed capacity), and physical condition Agriculture FMRs, irrigation facilities Include number, reach DA, NIA, Local of service area, and Agricultural Office condition Other Support Warehouses, waste LGU Infrastructure management facilities Housing Community Include data on existing PSA, LGU, Local and proposed facilities, Housing Board, type of shelter by material National Housing and possible areas for Targeting System future resettlement sites (NHTS), CBMS, CLUP Private Subdivision Informal Settlement Social Services Health Health Services Include data on level/ DOH, Local Health category, bed capacity, Office, CBMS type of services provided, number of personnel 43 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Annex A. Data Requirements (continuation) CORE ELEMENT SECTOR DATA DETAILS SOURCE Social Services Education Education Services Include data on DepEd, School classification, (enrollment, Divisions, CBMS available facilities, teacher-student ratio, student-classroom ratio) Government Government Services Include data on type/ LGU frequency of service (e.g., licensing, regulation, registration, emergency support) Hydro- Hazard-prone areas Include flood-prone/ MGB/ PHIVOLCS, meteorological landslide-prone CLUP and Geologic areas, fault lines and Hazards susceptibility maps for each hazard Peace And Existing armed groups Include data on identified Security insurgent groups and other armed illegal groups READY TO REBUILD: PLANNING GUIDE WORKBOOK | 44 Worksheet 2.2 - Identification of PPAs for scaling up and/or reprogramming in the event of a disaster INSTRUCTIONS: Do an inventory of PPAs that could be scaled up during disasters including those from NGOs, LGUs, GOCCs, and other partner organizations. Examples can be seen in Annex B. PROGRAM IMPLEMENTING PROGRAM DESCRIPTION AGENCIES 45 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Worksheet 2.3 - Local Disaster Risk Financing Strategy INSTRUCTIONS: From the menu of resources provided, select the fund sources that are applicable to your locality and indicate in the template below. LEGAL BASIS/ MAXIMUM FUND APPROVING ALLOWABLE SHORT AMOUNT SOURCE AUTHORITY PROJECTS DESCRIPTION CEILING (EXAMPLE) RA 10121, NDRRM Act LGUs As provided for in 30% of total fund of 2010 – LGUs are DILG-MC 2012-73 and for QRF and 70% Local Disaster Risk mandated to allocate NDRRMC, DILG and for prevention, Reduction and at least 5% from DBM JMC 2013-1 mitigation, Management Fund regular income sources response, and (LDRRMF) to be set aside as the reconstruction LDRRMF to support PPAs various disaster risk management activities READY TO REBUILD: PLANNING GUIDE WORKBOOK | 46 Worksheet 2.4 - Post-Disaster Rehabilitation and Recovery Program Standard Template INSTRUCTIONS: Revisit the results of the PDNA before writing up the Rehabilitation and Recovery Program. Using the description discussed before, define and complete the Post-Disaster Rehabilitation and Recovery Program. SECTION 1. Background and Description of Affected Area/s 2. Description of a Hazard Event 47 | READY TO REBUILD: PLANNING GUIDE WORKBOOK SECTION 3. Assessment of the Effects of the Disaster Physical Assessment: Socioeconomic Assessment: READY TO REBUILD: PLANNING GUIDE WORKBOOK | 48 SECTION 4. Disaster Rehabilitation & Recovery Framework 1. LONG-TERM GOAL 2. OUTCOME (MEDIUM-TERM) 3. SECTOR OUTCOMES (MEDIUM-TERM) 4. GENERAL STRATEGIES 5. CROSS-CUTTING CONCERNS 49 | READY TO REBUILD: PLANNING GUIDE WORKBOOK SECTION 5. Objectives of the Program 6. Rehabilitation and Recovery Strategies 7. Proposed Land Use Framework READY TO REBUILD: PLANNING GUIDE WORKBOOK | 50 SECTION The tables below correspond to the following portions of the template: 8. Targets 9. Phasing of Programs, Projects and Activities (Timeline) and Implementation Arrangements 10. Financing and Investment Requirements 11. Sector Programs, Projects, and Activities Total Investment Requirement by Source of Fund NUMBER OF INVESTMENT REQUIREMENT (IN PHP) SOURCE OF FUND PROJECTS SHORT-TERM MEDIUM-TERM TOTAL NDRRM Fund Regular Agency Budget LGU Non-Government (i.e. Private Sector/ Development Partners) TOTAL Total Investment Requirement by Sector NUMBER OF INVESTMENT REQUIREMENT (IN PHP) SECTOR PROJECTS SHORT-TERM MEDIUM-TERM TOTAL Infrastructure Social Services Settlement Livelihood Agriculture TOTAL 51 | READY TO REBUILD: PLANNING GUIDE WORKBOOK SECTION Annex C. List of Programs, Projects, and Activities 1 2 3 4 5 6 7 Priority Annual Breakdown of Programs, Location/ Total Funding Requirement Funding Implementing Timeframe/ Projects, & Site Funding Source Agencies/ Implementation Activities Requirement Year 1 Year 2 Year 3 LGUs Period (PPAs) NOTES: 1. Priority PPAs refers to short-term (for implementation within a year), and medium-term (for implementation within the next 3 to 4 years) interventions, which are prioritized based on specific set of criteria identified by the agency. These can be categorized by sector. 2. Location/ site refers to the municipality/ city/ barangay where the PPA will be implemented or located. 3. Total Funding Requirement refers to the aggregated cost of the annual funding requirement. 4. Annual breakdown of funding requirement refers to the monetary value, in pesos, of the PPA for each year of implementation. 5. Funding Source may be national government, local government, private sector or development partner. If specific fund facility is known, this may also be indicated (i.e. NDRRMF, Regular Agency budget, LDRRMF, ODA, donations). Specific name of the organization may also be indicated in the case of private sector and development partner funded PPA. 6. Implementing agencies/ LGUs refers to the specific national government agency and LGU responsible for executing the PPA. 7. Timeframe/ implementation period refers to the number of months/ years or the exact months/years that the PPA will be implemented. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 52 REMEMBER! PART 2 SUMMARY CHECKLIST Key Messages! R2.1 Preparations for rehabilitation and recovery should start pre- disaster and built continuously and cumulatively. At the minimum, the following key activities should be conducted by the national, regional, and local DRRM Councils. PRE-DISASTER ACTIVITIES Database Build Up for Rehabilitation and Recovery Science-Based Scenarios of Disaster Events Identification of Critical Areas, Assets, Population Centers, And Post-Disaster Recovery Activities Organizational Structuring Identification of NGA or LGU PPAs for Scaling Up or Reprogramming Recovery Financing R2.2 Preparation process for Post-Disaster Rehabilitation and Recovery Program may take at least 3 months and up to more than 6 months depending on the magnitude and extent of the disaster. Post-Disaster Rehabilitation And Recovery Program Preparation Process: 1 Post-Disaster Needs Assessment 2 Program Formulation 3 Approval of the Program 4 Updating National, Regional, and Local Programs R2.3 The PDNA is the first step in the post-disaster process and is the basis for the development of the Rehabilitation and Recovery Program. 53 | READY TO REBUILD: PLANNING GUIDE WORKBOOK REMEMBER! PART 2 SUMMARY CHECKLIST Key Messages! R2.4 The contents of the Rehabilitation and Recovery Program has eleven sections: 1. Background and Description of Affected Area/s 2. Description of a Hazard Event 3. Assessment of the Effects of the Disaster 4. Post-Disaster Rehabilitation and Recovery Framework 5. Objectives of the Program 6. Rehabilitation and Recovery Strategies 7. Targets 8. Proposed Land Use Framework 9. Phasing of Programs, Projects, and Activities (Timeline) and Implementation Arrangements 10. Financing and Investment Requirements 11. Sector Programs, Projects, and Activities Before you leave part 2, you should have finished the following: Accomplished Pre-Disaster Baseline Data Identified PPAs for scaling up and/or reprogramming in the event of a disaster Developed a Local Disaster Risk Financing Strategy Developed the Post-Disaster Rehabilitation and Recovery Program READY TO REBUILD: PLANNING GUIDE WORKBOOK | 54 55 | READY TO REBUILD: PLANNING GUIDE WORKBOOK 3 INSTITUTIONAL ARRANGEMENTS Part 3 covers the different coordinating and organizational structures for rehabilitation and recovery (Disaster Risk Reduction and Management Councils) and the role of stakeholders. It also discusses the Rehabilitation and Recovery Committee (RRC) and its Sub-Committees. L3.1 Coordination Structures L3.2 Roles of Stakeholders P3.1 Stakeholder Mapping P3.2 Local Disaster Rehabilitation and Recovery Committee R3.1 Institutionalizing a coordination structure is critical for the success of any rehabilitation effort because it delineates the roles and responsibilities of each stakeholder making the processes more efficient. R3.2 At the local level, the LDRRM Officer assists the Local Chief Executive in overseeing the overall rehabilitation efforts. LGUs may create Local Disaster Rehabilitation and Recovery Committee under the local (Regional, Provincial, City, or Barangay) DRRMC that will handle all rehabilitation activities. R3.3 Recognizing that the effects of disasters vary, the sectoral committees to be created and their composition will depend on the interventions needed. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 56 LEARN! 3.I. COORDINATION STRUCTURES Institutionalizing a coordination structure is critical for the success of any rehabilitation effort because it delineates the roles and responsibilities of each stakeholder. An established coordination structure reduces confusion and makes rehabilitation and recovery activities more efficient. A. Disaster Risk Reduction and Management Councils DRRMCs at the national, regional, and local levels are the country’s disaster management coordination structure, as mandated by RA 10121 or the Philippine Disaster Risk Reduction and Management Act. The lead DRRMC in a disaster event depends on the geographical areas affected. If the area coverage of a disaster is greater, a higher level of administration takes the lead. In cases where two (2) or more regions are affected, the NDRRMC is in charge. If two (2) or more provinces are affected, the RDRRMC leads the rehabilitation and recovery efforts. For disasters affecting two (2) or more cities or municipalities, the PDRRMC takes the lead. However, it is important to note that in cases where two (2) independent cities or a combination of a province and an independent city are affected, the RDRRMC takes the lead in coordinating rehabilitation and recovery activities. Finally, for disasters affecting a smaller area, the C/MDRRMC is in charge when only two (2) or more barangays are hit, while the Barangay DRRMC (BDRRMC) handles disaster situations confined to a single barangay. Figure 4 illustrates the coordination structure for rehabilitation and recovery. Figure 4. Coordination Structure for Rehabilitation and Recovery NDRRMC TMG/Committee for If 2 or more regions are affected Rehabilitation and Recovery led by NEDA RDRRMC OCD as Secretariat If 2 or more provinces are affected PDRRMC If 2 or more cities/municipalities are affected Local Chief Executive C / MDRRMC Assisted by the Local DRRM Officer If 2 or more barangays are affected BDRRMC If a barangay is affected 57 | READY TO REBUILD: PLANNING GUIDE WORKBOOK At the national and regional levels, the TMG of the NDRRMC and the Committee for Rehabilitation and Recovery of the RDRRMC are responsible for coordinating and overseeing the management of rehabilitation and recovery efforts. NEDA, as Vice-Chair for Disaster Rehabilitation and Recovery of the NDRRMC and RDRRMCs, leads the TMG at the national level and also chairs the Committee for Rehabilitation and Recovery at the regional levels. However, based on RA 10121, for the Autonomous Region in Muslim Mindanao (ARMM) and the NCR, the Regional Planning and Development Office and the designated Vice Chair For Rehabilitation and Recovery of the NCR DRRMC lead the committees in their respective regions.4 The OCD, as the secretariat of the national and regional councils, assists NEDA and other concerned agencies in carrying out their oversight duties. At the local level, the LDRRM Officer assists the Local Chief Executive in overseeing the overall rehabilitation efforts. LGUs can also create committees under the local (regional, provincial, city, or barangay) DRRMC that will handle all rehabilitation activities. For major disaster events that require the national government’s assistance, the President can create task forces and appoint key cabinet officials to spearhead government rehabilitation and recovery efforts. While the active involvement of affected LGUs is essential, the role of NGAs is to provide technical, financial, and logistical support to the affected LGUs. Tapping key stakeholders such as the private sector, academe, CSOs, development partners, and communities will enable faster delivery of programs and projects, promote transparency and accountability, and allow sharing of financing cost of rehabilitation and recovery. B. Rehabilitation and Recovery Committee Rehabilitation efforts cover various concerns, such as employment, infrastructure, housing, and delivery of social services. To facilitate the coordination of Rehabilitation and Recovery Program preparation, a planning committee should be created with several Sub-Committees corresponding to the sectors under the program. Each Sub-Committee defines its membership in the council and assigns a lead agency or unit from among its members. Sub-Committee members can also agree on working arrangements and procedures to be able to perform their respective functions efficiently. Box 6 contains a summary of the roles of Sub-Committee heads and members. 4 RA 11054 replaced ARMM with BARMM in July 2018. BARMM Executive Order 12, signed on July 29, 2019, designated the Ministry of the Interior and Local Government to lead the region’s disaster rehabilitation and recovery efforts. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 58 Box 6. ROLES OF THE SUB-COMMITTEE HEAD AND MEMBER AGENCIES The Sub-Committee head shall take the lead in coordinating the various activities of the Sub-Committee and its member agencies to ensure complementary and efficient planning and implementation of their sectoral programs and projects. It shall also track progress of implementation of Sub-Committee PPAs, facilitate resolution of implementation challenges specific to the Sub-Committee, and coordinate with other Sub-Committee lead agencies, NDRRMC or RDRRMC, as necessary. Member agencies shall be responsible for the implementation of their respective PPAs. They are also expected to coordinate with their respective Sub-Committee Heads on a regular basis. Recognizing that the effects of disasters vary, the sectoral committees to be created and their composition will depend on the interventions needed. The following Sub-Committees can be adopted: Infrastructure Sub-Committee. The Infrastructure Sub-Committee will be in charge of the rehabilitation and reconstruction activities of damaged physical infrastructure. These include the repair of existing roads, bridges, seaports, airports, government buildings, and other public structures, or the construction of new ones. It will also ensure that proposed projects comply with relevant building code provisions and that the standards for resilient infrastructures are strictly followed by both the public and private sector. Shelter Sub-Committee. The Shelter Sub-Committee will be responsible for the provision of housing assistance to affected families and individuals. It will coordinate all the relevant shelter initiatives from the response or emergency phase to the early recovery and rehabilitation phase. The Sub-Committee will prepare a menu of options that key agencies and LGUs can adopt and implement. This should cover the provision of shelter assistance for both emergency transitional housing and permanent housing, social preparation programs, development of sustainable settlement communities and as a last resort, the relocation of families living in identified high-risk or danger zones to resettlement sites. The Sub-Committee will also ensure that all housing-related interventions in affected communities, whether government- or private-sector led, are in accordance with the Post-Disaster Shelter Recovery Policy Framework formulated by the Housing and Urban Development Coordinating Council (HUDCC). 59 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Social Services Sub-Committee. The Social Services Sub-Committee will identify projects to address the welfare of affected communities, including the continued provision of relief assistance to the most vulnerable groups until they are ready to return to their normal lives. The larger concerns of this Sub-Committee are the provision of psychosocial programs for victims, the rehabilitation of social service facilities, and oversight to ensure that health, education, and other basic services are provided. The Sub-Committee will also be responsible in ensuring a smooth transition and delivery of services from the relief and emergency phase, to the early recovery and rehabilitation phase. Livelihood Sub-Committee. The Livelihood Sub-Committee will be responsible for providing emergency employment assistance to affected families, restoring sources of income or providing alternative opportunities for employment, reinvigorating MSME development, and paving access to financing for businesses. Agriculture Sub-Committee. The Agriculture Sub-Committee will be responsible for providing adequate farm and fisheries inputs and equipment, and facilitating access to fisheries and crop financing for affected workers in the agriculture and fisheries sector. It will closely coordinate with the Livelihood Sub-Committee to ensure that interventions throughout the entire agricultural, fisheries, or agribusiness value chain are complementary. Resource Mobilization or Support Sub-Committee. The Support Sub-Committee will be in charge of facilitating the discussion on cross-cutting policy concerns and issues among the different Sub-Committees. These cross-cutting issues include budgeting, financing, procurement, auditing, implementation arrangements, private sector interventions, development partners’ assistance, integration of relevant programs among the four (4) Sub-Committees (such as livelihood and social services in resettlement communities), and policy concerns that require intervention from the Congress and the President. These committees can also be adopted at the regional or local level. Additional Sub- Committees can be created based on identified needs and desired outcomes. For instance, in disaster situations caused by armed conflict, a Peace and Order or Security Sub-Committee can be created. This is because peace building is an important aspect of rehabilitation planning. A Sub-Committee responsible for coordinating the private sector, development partners, and other non-government initiatives can also be created, particularly if large amounts of assistance has been or is expected to be received by the government. This will ensure that all recovery efforts are properly accounted for. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 60 Box 7 provides an example of how NGAs are organized into Sub-Committees. Other government agencies, LGUs, and other partner stakeholders can be tapped to join Sub-Committees. This structure can also be replicated at the local level. Box 7. REHABILITATION AND RECOVERY SUB-COMMITTEE AT THE NATIONAL LEVEL Infrastructure Sub-Committee Lead DPWH Member Agencies CHED, DA, DAR, DENR, DepEd, DICT, DILG, DOE, DOH, DOJ, DOST, DOTr, DTI, LWUA, NEA, NIA, and OCD Shelter Sub-Committee Lead HUDCC Member Agencies DA, DAR, DepEd, DENR, DILG, DOH, DOST, DPWH, DSWD, DTI, HLURB, LGU, LWUA, NAPC, NCIP, NEA, NHA, OCD, and OPAPP Social Services Sub-Committee Lead DSWD Member Agencies CHED, DA, DAR, DepEd, DENR, DND, DOH, HLURB, HUDDC, NAPC, NCIP, NCMF, NHA, OCD, OPAPP, and PCW Livelihood Sub-Committee Lead DTI Member Agencies DA, DAR, DENR, DOLE, DOST, DSWD, GFIs (DBP and LBP), HUDCC, NAPC, NCIP, NHA, OCD, OPAPP, PCA, SB Corp., and TESDA Agriculture Sub-Committee Lead DA Member Agencies BFAR, DAR, DENR, NFA, NIA, PCA, and PCIC Resource Mobilization/ Support Sub-Committee Lead DBM or DOF Member Agencies COA, DENR, DFA, DILG, DOF, DOJ, DPWH, DSWD, HLURB, OCD, OCS, OES, OPAPP, PCOO, and PMS 61 | READY TO REBUILD: PLANNING GUIDE WORKBOOK 3.2. ROLES OF STAKEHOLDERS 1. National and Local Government The national government and LGUs are the primary players in disaster rehabilitation and recovery. The specific roles of NGAs in the implementation of rehabilitation and recovery PPAs depend on their agency mandates and the NDRRM Plan. However, NGAs are not barred from undertaking other rehabilitation and recovery activities. LGUs are the first line of support in the rehabilitation and reconstruction of affected areas. In most cases, it is the concerned RDRRMC that provides assistance to affected LGUs. The national government generally only provides financial or technical assistance when the impact of the disaster is huge and beyond the capacity of affected LGUs to address. In such cases, the President issues an official order to mandate the use of the national government’s institutional mechanisms, activities, and budget sources. The following are some interactions between national and local government units: • The regional line agencies, in line with their regular mandates, or as requested by the concerned LGU, will provide assistance in the crafting of a Local Rehabilitation and Recovery Plan and in identifying appropriate programs with specific implementation and financing mechanisms. • When national projects are implemented, LGUs will assist the concerned national or regional line agency in facilitating the issuance of necessary permits, ensuring availability of land for infrastructure and housing projects, relocating families affected by projects to be implemented, and other assistance that can expedite the implementation process. • The NDRRMC, upon request, will provide financial support to RDRRMCs and LDRRMCs in the implementation of Rehabilitation and Recovery Programs, through the endorsement of local rehabilitation projects and activities for funding under the NDRRMF and other available national funds or donations from the private sector. 2. Private Sector, Professional Organizations, and Academe The private sector can support disaster rehabilitation and recovery in many ways. It can cover a significant amount of the cost of rehabilitation and recovery; help design the structures and infrastructure to be built, in compliance with government resiliency standards; supply the materials needed for reconstruction; do the construction itself; and jumpstart local, regional, and national economies by quickly re-establishing their businesses in affected areas. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 62 Professional organizations and expert groups, such as of engineers, doctors, professors, and urban and environmental planners, can serve as focal points for expert advice on rehabilitation and recovery planning and operational aspects of the project implementation. Their familiarity with contractors in particular industries can also help. Academic institutions and professional organizations can assist the government in project evaluation and other tasks that require specialized industry knowledge. A mechanism for accreditation should be put in place for these professional organizations and institutions so that they can be tapped into and deployed in affected areas, when necessary. Even before a disaster happens, such public-private partnership (PPP) arrangements should be established with clear mechanisms for coordination and participation of the private sector, academe, and professional organizations in post-disaster activities. There should be pre- identified and pre-agreed roles for each stakeholder during the relief or emergency phase and in the rehabilitation and recovery phase. It is also good practice to define the contribution of the private sector, academe, and professional organizations in the government’s overall disaster preparedness and risk reduction programs. A memorandum of understanding or agreement is usually signed prior to a disaster for smooth coordination between the national or local government and non-government stakeholders. 3. CSOs CSOs often have well-cultivated links to affected communities, so they can help ensure community participation and manage or co-implement activities, if existing policies allow it. CSOs can also provide technical expertise and additional knowledge and assist in organizing communities. It is important to identify respected civil society leaders who represent key sectors and who are immersed in the communities to participate in rehabilitation and recovery consultation meetings with government and other stakeholders. CSOs can also be tapped to help government in monitoring the implementation of projects. They can do independent third party evaluations based on the existing rehabilitation and recovery monitoring framework. These can help promote transparency and accountability. 4. Development Partners and International Organizations/ Agencies After a disaster, international agencies and development partners are usually quick to offer assistance. It is crucial for government to coordinate with international partners for a number of reasons. One, international funding has requirements and conditions for implementation. Two, development partners can choose to manage their own rehabilitation and recovery assistance by directly implementing rehabilitation and recovery projects in the affected areas. Three, they can choose to channel their assistance through LGUs or CSOs. 63 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Creating joint ownership of the government-led rehabilitation and recovery process among international partners enables them to work with the government in dealing with specific complexities in rehabilitation and recovery. This can also help encourage partners to make long-term commitments to projects that they have pledged to fund and implement. However, the government must be able to balance the assistance of development partners and ensure that the government remains in control of the Rehabilitation and Recovery Program. The national government should request international agencies and development partners to consolidate their rehabilitation and recovery interventions and coordinate closely with NGAs or LGUs through proper channels or coordination structures. Establishing a coordination mechanism between and among development partners and the government will also facilitate and clarify the role of each stakeholder. The government can identify avenues for their participation in the relief or emergency phase as well as in the rehabilitation and recovery phase. Through the NDRRMC, the government should establish clear guidelines on triggers, protocols, and their roles, responsibilities, and mandates. Development partners can also be included in Sub-Committees to facilitate the coordination of policies and implementation of Rehabilitation and Recovery Programs. This will help avoid duplicating assistance and support for affected areas. 5. Affected Communities Community participation is crucial in the rehabilitation and recovery process because of the communities’ local knowledge and experience. As their interests are the primary consideration for rehabilitation and recovery interventions, affected communities need to be included and consulted throughout the rehabilitation and recovery process, from assessments and defining problems and needs, to identifying solutions and implementing projects. There should be a mechanism to ensure the participation of the community. The lead agency should work closely with affected communities in the course of the rehabilitation and recovery efforts. Beneficiary participation will also allow the participation of vulnerable and marginalized sectors (including children and youth, women, the elderly, persons with disabilities, and members of certain social classes or ethnic groups) to influence decision-making in programs that affect them. A participatory process ensures community ownership of the government’s programs for affected communities and guarantees long-term success, as these would address actual needs and provide sustainable solutions. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 64 PRACTICE! PART 3 WORKSHEETS Worksheet 3.1 – Stakeholder Mapping INSTRUCTIONS: Identify all the stakeholders in your LGU and external resources (e.g. national agencies, NGOs, etc.) and accomplish the 4Ws Form below. WHO WHAT WHERE WHEN FOCAL (ORGANIZATION) (INTERVENTION) (ASSIGN AREAS OF (HOW FAST AND PERSON INTERVENTION) HOW LONG) 65 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Worksheet 3.1 – Local Disaster Rehabilitation and Recovery Committee INSTRUCTIONS: Based on the PDNA, identify the Sub-Committees needed and define the specific roles and responsibilities. Edit the Sub-Committee headings as needed. Province/City/Municipality: ________________________________________ Type of Disaster: ___________________________________________________ Infrastructure Sub-Committee Lead Member Agencies Shelter Sub-Committee Lead Member Agencies Social Services Sub-Committee Lead Member Agencies Livelihood Sub-Committee Lead Member Agencies Agriculture Sub-Committee Lead Member Agencies Resource Mobilization/ Support Sub-Committee Lead Member Agencies READY TO REBUILD: PLANNING GUIDE WORKBOOK | 66 Specific Roles and Responsibilities Per Sub-Committee Sub-Committee Roles and Responsibilities Infrastructure Sub-Committee Shelter Sub-Committee Social Services Sub-Committee Livelihood Sub-Committee Agriculture Sub-Committee Resource Mobilization/ Support Sub-Committee 67 | READY TO REBUILD: PLANNING GUIDE WORKBOOK REMEMBER! PART 3 SUMMARY CHECKLIST Key Messages! R3.1 Institutionalizing a coordination structure is critical for the success of any rehabilitation effort because it delineates the roles and responsibilities of each stakeholder, making the processes more efficient. R3.2 At the local level, the LDRRM Officer assists the Local Chief Executive in overseeing the overall rehabilitation efforts. LGUs may create Local Disaster Rehabilitation and Recovery Committees under the local (Regional, Provincial, City, or Barangay) DRRMC that will handle all rehabilitation activities. R3.3 Recognizing that the effects of disasters vary, the sectoral committees to be created and their composition will depend on the interventions needed. Before you leave part 3, you should have finished the following: Stakeholder Mapping Establish Local Disaster Rehabilitation and Recovery Committee READY TO REBUILD: PLANNING GUIDE WORKBOOK | 68 69 | READY TO REBUILD: PLANNING GUIDE WORKBOOK 4 IMPLEMENTATION MECHANISMS Part 4 covers the different implementation mechanisms linked to the Rehabilitation and Recovery Program. This includes implementation strategies, financing, and communications strategies. L4.1 Implementation Strategies L4.2 Financing Post-Disaster Rehabilitation and Recovery L4.3 Communications Strategy P4.1 Implementation Modalities P4.2 Post-Disaster Rehabilitation and Recovery Financing Program P4.3 Matrix of Issues and Responses R4.1 There are different implementation strategies that can be used to hasten the implementation of the Disaster Rehabilitation and Recovery Program. A combination of several implementation strategies can be adopted for the different PPAs. R4.2 There are different fund source options that can be tapped by implementing agencies or LGUs to help address the challenges on fund availability, absorptive capacity, and other financing concerns. R4.3 A duly funded Rehabilitation and Recovery Program gives the government credibility and creates public trust that projects and activities will be implemented. R4.4 A simple but effective communications strategy facilitates recovery by providing a platform for information exchange, feedback, and issue resolution in a timely manner. R4.5 The communications strategy should consider the following components: (a) key principles; (b) core messages; (c) a spokesperson; (d) different forms of communications materials; and (e) communications channels. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 70 LEARN! 4.1. IMPLEMENTATION STRATEGIES This section outlines some implementation strategies that can be used to speed up the rehabilitation and recovery efforts of national and local governments. A. National Government Programs There are regular agency programs that can be expanded or scaled up to quickly address the rehabilitation and recovery needs in areas affected by disasters. Subject to existing policies and regulations, the agencies can revise the area coverage of their programs and realign their budgets to accommodate disaster-stricken locations. This arrangement is most applicable for early recovery activities as it provides ready resources and immediately implementable activities. This is also recommended for early recovery or rehabilitation activities that require minimal or average funding because the budgets approved for realignment from these regular agency programs are limited. The following sections outline some examples of such programs. Cash Transfer Program The government has a nationwide conditional cash transfer program for poverty alleviation that can be used as a means to implement emergency income support or other disaster cash transfer programs. This will facilitate immediate assistance for affected families or individuals in the aftermath of natural and human-induced disasters because there is already a system and structure for identifying beneficiaries and providing aid. The program can be conditional or unconditional depending on the nature of the intervention, the disaster context, and the urgency of needs. Among the post-disaster programs or activities that can utilize this approach include the Cash-for-Work Program5 and Emergency Shelter Assistance.6 The guidelines and parameters for a disaster-specific cash transfer program can be developed and adopted based on the mechanisms and systems of the existing cash transfer program, which is described in Box 8. Nationwide Program for LGU Assistance The program provides a “catch-up mechanism” to assist municipal governments in increasing citizens’ access to basic facilities and ensuring the participation of CSOs in local governance. 5The Cash-for-Work Program is a short-term intervention that provides cash assistance in exchange for services rendered on mitigation, preparedness, response, recovery, and rehabilitation projects. DSWD Administrative Order 15, s.2008 provides the Guidelines for the Implementation of Cash-for-Work Project. 6 Emergency Shelter Assistance provides financial aid for the repair or reconstruction of totally or partially damaged houses located in safe sites in disaster- stricken areas. DSWD Administrative Order 17, s.2010 provides the Guidelines on Shelter Assistance of DSWD. 71 | READY TO REBUILD: PLANNING GUIDE WORKBOOK The program funds projects such as water systems, evacuation facilities, local access roads, small water impounding facilities, and sanitation and health facilities for municipalities nationwide. This program can be adopted to cover small-scale post-disaster repairs and reconstruction of damaged infrastructure, particularly projects that cannot be covered by LGUs’ limited budget. Certain performance criteria and other requirements must be met by LGUs for enrollment into the program. Box 8. PANTAWID PAMILYANG PILIPINO PROGRAM (4Ps) The 4Ps is a nationwide conditional cash transfer program for poverty alleviation and human capital accumulation. The program reached over 4.4 million households in 2014. Households selected through the National Household Targeting System receive their cash grants through Landbank and other recognized conduits if: (a) children stay in school; (b) children get regular health check-ups and are dewormed; (c) pregnant women get their pre- and post-natal care and births attested by professional health workers; and (d) parents are participating in Family Development Session. The program also extends to serve homeless families and indigenous people. During the rehabilitation of Typhoon Yolanda-affected areas, the 4Ps system for cash transfer was effectively utilized to reach disaster-affected beneficiaries. The DSWD was able to quickly release a total of PHP 550.5 million (USD 12.5 million) to Yolanda 4Ps beneficiaries between November 2013 and February 2014, three (3) months after the disaster struck. National Community-Driven Development Program (NCDDP) This program adopts a community-driven development approach that allows communities to fully participate in the planning, implementation, and monitoring and evaluation of PPAs in their areas. Similar to the National Program for LGU Assistance, this program can also be adopted to cover small-scale post-disaster projects, particularly infrastructure and livelihood projects affecting one (1) or a few communities. The existing mechanism of the NCDDP specific READY TO REBUILD: PLANNING GUIDE WORKBOOK | 72 to disaster response, early recovery, and rehabilitation projects, such as the Disaster Response Operational Modality (DROM), can already be adopted. Box 9 contains information on how the NCDDP was utilized for the recovery of communities affected by Typhoon Yolanda. B. LGU PROGRAMS Similar to national government programs, existing LGU programs and projects can be realigned to cover LGU-specific rehabilitation and recovery interventions. These programs are funded by the regular income of the LGU and by outside sources, such as grants. This approach can be useful for projects and activities intending to address immediate and early recovery needs since funds are readily available, or for projects that do not require a huge budget, given funding limitations. Box 9. KALAHI-CIDSS NATIONAL COMMUNITY-DRIVEN DEVELOPMENT PROGRAM The Yolanda experience demonstrated the important role that community-driven programs play in the recovery of poor and vulnerable communities from disaster. Under the NCDDP, developmental infrastructures selected by communities were constructed to help in the rebuilding and rehabilitation of communities in affected areas. Of the 847 targeted municipalities, 524 used the KALAHI CIDSS- NCDDP DROM to implement post-Yolanda recovery sub- projects (SPs). Of the total implemented SPs, 83 percent (15,733 SPs) were in Yolanda-affected areas. The construction of roads was the most common SP, but SPs for flood or river control, and community centers or multi-purpose buildings that can be used as evacuation centers, were also in demand in Yolanda-affected areas. The NCDDP was set up in 2002 to alleviate rural poverty. It has wide geographical coverage operating in the poorest municipalities, which are also the most vulnerable to disasters. The program has a well-established network of community facilitators and community volunteers. A contingent component of the NCDDP was designed to simplify procedures in case of disasters, triggered by the government’s declaration of a state of calamity. For example, the contingent component allows for certain types of projects and activities that are otherwise not permitted under regular NCDDP rules, to “better address the recovery needs of communities”. Additionally, basic operational procedures are modified to hasten implementation. 73 | READY TO REBUILD: PLANNING GUIDE WORKBOOK C. Partnership Programs Given the issues on availability of funds, absorptive capacity, inadequate technical capacity and other concerns that limit the immediate implementation and delivery of outputs of individual agencies or LGUs, partnership schemes can be an option to explore. National Government – LGU Partnership Programs NGAs can collaborate with LGUs by providing funds for NGA projects that are implemented at the local level. The budget of a line agency for a specific rehabilitation and recovery project will be downloaded to the implementing LGU. The project to be implemented can be nationally or locally identified. This type of scheme can be an option for the implementation of a rehabilitation program that is nationally driven or formulated, but also encourages the wider participation of LGUs in the implementation phase. It is necessary, however, that policy guidance and technical expertise are provided by the national government to LGUs for effective execution of this arrangement. These include, among others, provision of technical assistance in the preparation of project documents (proposals and programs of work) and guidance on the utilization of funds and liquidation of expenses. Box 10 provides an example of an NGA-LGU partnership program. Box 10. DILG’S RECOVERY ASSISTANCE FOR YOLANDA PROGRAM To help in the reconstruction of infrastructure damaged during the onslaught of Typhoon Yolanda, the DILG funded repairs of some local Infrastructure through the Recovery Assistance for Yolanda Program. With LGU assistance, the DILG identified which LGU facilities – such as provincial or city buildings, public markets, and civic centers – were in need of rehabilitation and repair. The projects were split into two batches. The first batch consisted of the reconstruction of totally damaged structures and the rehabilitation of some partially damaged provincial, city, or municipal infrastructure (PHP 2.01 billion were released in December 2013). The second batch covered the remaining totally damaged city or municipal halls, public markets, and civic centers that were not included in Batch 1, as well as the reconstruction and rehabilitation of barangay halls and facilities (PHP 2 billion were released in June 2014). The funds were downloaded to the LGUs through the DILG Regional Offices (ROs). The DBM released the funds to the DILG ROs and then to the LGUs’ respective trust accounts. With these funds, the LGUs implemented reconstruction work through direct READY TO REBUILD: PLANNING GUIDE WORKBOOK | 74 Box 10. DILG’S RECOVERY ASSISTANCE FOR YOLANDA PROGRAM (continuation) administration (for projects costing PHP 5 million and below) or through contracts from competitive bidding (for projects costing more than PHP 5 million). The fund release and implementation of reconstruction projects were guided by DILG Memorandum Circular No. 150 s. 2013 (Guidelines in the Management of the RAY-DILG Fund) and MC No. 124 s. 2014 (Supplemental Guidelines for Batch 2 – Barangay Facilities). Aside from LGU projects, the DILG RAY program also funded reconstruction projects implemented by the national government. The Department of Public Works and Highways (DPWH) implemented the reconstruction of totally damaged LGU-owned facilities and structures through a Memorandum of Agreement between the DILG and DPWH. The DILG’s two-step process for transferring funds to LGUs was effective, but could still be improved and institutionalized to speed up post-disaster rehabilitation and recovery. LGU-to-LGU Collaboration LGUs can partner among themselves for the implementation of projects. Under Section 33 of the Local Government Code, LGUs, through an appropriate ordinance by their local Sanggunian, are allowed to group themselves and coordinate their efforts, services, and resources for common undertakings. A memorandum of agreement with the terms and conditions agreed upon by the participating LGUs is executed to formalize the collaboration. This type of scheme can be an option for the implementation of projects that would benefit several localities and at the same time, promote economies of scale. Some sample projects are roads that cut across several LGUs, bridges that connect two localities, shared production facilities or equipment, and social services facilities such as hospitals or health units and schools. Government and Non-Government Collaboration National or local governments can collaborate with NGOs, the private sector, and development partners in the implementation of rehabilitation and recovery projects and activities. Instrumentalities7 are executed to formalize the arrangements for collaboration. The following sections outline some government and non-government collaboration arrangements that can be used in post-disaster rehabilitation and recovery. 7 Instrumentalities are formal arrangements, such as a document, agreement, or a platform. An example is the Philippine Development Forum, an official platform for coordination between the government and development partners. 75 | READY TO REBUILD: PLANNING GUIDE WORKBOOK a. Public-Private Partnership The key aspects of this partnership and its management are detailed in RA 6957, as amended by RA 7718 or the Philippine Build-Operate-and-Transfer Law, its Revised Implementing Rules and Regulations (IRR), and other relevant issuances. RA 7718 and its revised IRR cover all private sector infrastructure or development projects undertaken by NGAs, LGUs, GOCCs, GFIs, and state universities and colleges (SUCs) in accordance with contractual arrangements or schemes authorized by law. The guidelines for PPPs at both the national and local levels are summarized in Box 11. Box 11. PPP GUIDELINES FOR NATIONAL AND LOCAL PROJECTS PPPs will be subject to the approval and reporting procedure specified under the law: National Projects - The projects must be part of the agency’s development programs, and should be approved as follows: a. Projects costing up to PHP 300 million shall be submitted to Investment Coordination Committee (ICC) for approval; b. Projects costing more than PHP 300 million shall be submitted to the NEDA Board for approval upon the recommendation of ICC; and c. Regardless of amount, negotiated projects should be submitted to the NEDA Board for approval upon recommendation by the ICC. Local Projects - Local projects to be implemented by the LGUs shall be submitted by the concerned LGU for confirmation, as follows: a. To the Municipal Development Council for projects costing up to PHP 20 million; b. To the Provincial Development Council for projects costing more than PHP 20 million, up to PHP 50 million; c. To the City Development Council for those costing more than PHP 50 million; d. To the Regional Development Council or, in the case of Metro Manila projects, the Regional Development Council for Metropolitan Manila, for those costing PHP 50 million to PHP 200 million; and e. To the ICC for projects costing above PHP 200 million. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 76 For local projects, concerned LGUs may formulate additional guidelines and procedures in accordance with the RA and its IRR. In 2016, the DILG issued Memorandum Circular No. 2016-120, which specifies the guidelines for the implementation of PPPs for the People Initiative for Local Governments (LGU-P4). Through this scheme, LGUs can enter into a contractual arrangement with the private sector to implement public infrastructure or services projects. The LGUs are also encouraged to adopt an LGU P4 Code to guide the implementation of such projects. This arrangement can be used for the implementation of government projects with limited funding resources. This strategy can also help in “better risk allocation, faster implementation, improved services, and possible generation of additional revenue.”8 b. Cost-sharing Arrangement In this scheme, the national government or LGU identifies certain PPAs under the Rehabilitation and Recovery Program that can be funded and implemented by partners. The private sector, development partners, and NGOs select what they want to provide among the projects. To facilitate smooth implementation, the government is expected to provide a conducive environment for partners to implement the projects, including assistance in documentary processing and other needed permits. This can also include government right-of-way acquisition, land development, and provision of manpower or labor, specifically for infrastructure projects. Box 12 provides an example of such an arrangement. Box 12. REBUILDING MARAWI THROUGH COMMUNITY-DRIVEN SHELTER AND LIVELIHOOD SUPPORT The “Rebuilding Marawi through Community-Driven Shelter and Livelihood Support” project is being implemented using a cost-sharing arrangement between the UN Human Settlements Programme (UN-Habitat) and the Social Housing Finance Corporation (SHFC). The collaboration focuses on community-driven shelter construction and livelihood development for the families and communities affected by the Marawi siege. Specifically, the components of the collaboration include: construction of 1,500 permanent housing units for affected households; construction of ten (10) community infrastructure; 77 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Box 12. REBUILDING MARAWI THROUGH COMMUNITY-DRIVEN SHELTER AND LIVELIHOOD SUPPORT (continuation) and the provision of livelihood support, capacity development opportunities, and community development support for households. UN-Habitat and SHFC have specific responsibilities in implementing these components. UN-Habitat is responsible for the construction of permanent housing units and the conduct of livelihood training for communities and partners, among others. The SHFC allocates funds for necessary land acquisition and site development, and facilitates coordination among UN-Habitat and concerned government agencies to ensure the coherence of project components with the Rehabilitation and Recovery Program. c. Pre-disaster Contract or Agreement between Government and a Private Sector Partner or International Organization In massive government reconstruction efforts, there are inevitable delays in the implementation of projects due to the slow procurement process, limited absorptive capacity and staff complement of line agencies to implement specific rehabilitation and reconstruction projects, and limited availability of materials. To mitigate these recurring issues, the government can opt to execute a pre-disaster contract or agreement with a private company or international organization to deliver specific rehabilitation interventions. The Philippines, through the Government Procurement Policy Board (GPPB), issued the Guidelines on the Use of Framework Agreement,9 subject to pilot implementation by the DBM- Procurement Service, Department of Education (DepEd), Department of Health (DOH), and Department of National Defense. A framework agreement has the same concept as a pre-disaster contract executed in other countries. However, its application is limited to only certain types of projects, such as simple services like janitorial, security, catering, or maintenance work.10 It does not cover infrastructure projects11 that are implemented during post-disaster rehabilitation. Given this, it is important that a policy framework for pre-contract agreements, specifically for the implementation of rehabilitation projects, be put in place to explicitly indicate what kind of projects can be covered by this implementation scheme and what kind of terms are allowed by law. It is also important to standardize parameters, particularly in terms of quality specifications and cost estimates. 8 PPP Center. Retrieved on 31 October 2018 from https://ppp.gov.ph/ppp-program/what-is-ppp/ 9 Annex A of GPPB Resolution No. 12-2017, dated 10 April 2017 10 Section 2.2 of the Guidelines on the Use of Framework Agreement 11 Section 2.3 of the Guidelines on the Use of Framework Agreement READY TO REBUILD: PLANNING GUIDE WORKBOOK | 78 4.2. FINANCING POST-DISASTER REHABILITATION AND RECOVERY The availability of budget and financing resources is critical in ensuring the implementation of Post-Disaster Rehabilitation and Recovery Programs. A duly funded Rehabilitation and Recovery Program gives the government credibility and creates public trust that projects and activities will be implemented. Thus, alongside the formulation of the Rehabilitation and Recovery Program, resource mobilization activities should also be conducted to ensure that funds will be generated and a budget will correspondingly be allocated for relevant PPAs. While the Rehabilitation and Recovery Program is still being drafted, it is important that a post- disaster budget review is simultaneously conducted by the finance and budget agencies as well as by the budget officers of the concerned implementing NGAs and LGUs for the early determination of available resources, financing requirements, and recommended financing strategy. This is most relevant when a budgetary appropriation gap is anticipated that may require a supplementary budget or an appeal for external or international financing assistance. This activity will also indicate concrete fund sources for specific programs and projects. A. Post-Disaster Budget Review The post-disaster budget review can initially refer to the results of the PDNA, which provides an initial estimate of needed interventions, or the RaDE, if available. The cost estimations resulting from the budget review can then be assessed against the government’s available contingent funds, such as the national or local DRRM funds, regular agency budget savings, insurance payouts, and other government sources. Should there be a shortage of available funds, especially in cases when the government’s budgeting process has already been completed for the year, the Congress can decide to issue a supplemental appropriation to cover the financing gap. When the overall resources of the government are not enough to cover the total financing requirement of the disaster, additional resources need to be mobilized. In this case, the government’s Development Budget Coordination Committee (DBCC) will need to review and update its overall financing strategy and mobilize other financing resources like foreign aid or loans, or through the issuance of government securities such as bonds. The government can also accept contributions and donations from private individuals or organizations. Aside from this, the government can also tap external resources from multilateral and regional development banks, bilateral development partners, international NGOs, and other international donors. External resources can be accessed through an international appeal for assistance, a donor conference, or direct engagement with the international financial institutions for lending and non- lending services. 79 | READY TO REBUILD: PLANNING GUIDE WORKBOOK With regard to external resources, a programmatic approach for financing can be implemented where resources are matched with a specific sector or intervention. This will result in more organized and coordinated arrangements for financing, and at the same time, ensure that there will be no duplication in the funding of projects and activities, thus maximizing the contribution of the private sector and NGOs. In most cases, external resources also cover funding for medium- to long-term projects and activities, particularly in cases of large-scale disasters. International financing institutions are also keen on financing expenditure-heavy projects that are typically implemented over a longer period, such as those required in the aftermath of major disasters. Foreign official development assistance (ODA) loans and grants need to undergo a process of negotiation, authorization, and approval. Thus they are generally suited for funding medium- to long-term programs. B. Options for Fund Sources This section summarizes possible sources of funds and resources for the implementation of government rehabilitation and recovery interventions. 1. Annual General Appropriations The usual sources of funding for rehabilitation and recovery PPAs are funds under the annual GAA: a. NDRRMF The NDRRMF is a lump-sum appropriation in the GAA that can be used for various disaster risk reduction and management activities, including post-disaster rehabilitation and recovery interventions. The fund can be tapped by NGAs, SUCs, GOCCs, and LGUs to fund DRRM projects that are not covered by regular agency and LGU budgets. However, the NDRRMF can only cover rehabilitation PPAs of disasters that occurred in the last two (2) years. Furthermore, LGUs can only access the NDRRMF when its Local DRRM Fund (LDRRMF) is insufficient to cover its rehabilitation activities. To access the fund, project proposals (whether by a national agency or LGU) should be submitted to the NDRRMC for the review and evaluation of the OCD. The OCD recommends to the NDRRMC which proposals to endorse for approval of the Office of the President. The DBM administers the fund and releases financial resources directly to the implementing agencies or LGUs upon the President’s approval of the project proposal. Details on the process and requirements for accessing the NDRRMF are provided in RA10121 and in NDRRMC Memorandum Circular No. 45, s. 2017. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 80 b. Regular Agency Budget Funds for rehabilitation and recovery PPAs to be implemented in the medium- to long- term are usually lodged in agencies’ regular budgets. Agencies are advised to include such PPAs in their annual budget proposals to ensure that funds are allocated. This is especially important for PPAs meant to be implemented over multiple years, and thus require multi- year contracting or obligational authority. In certain cases, regular agency budgets can also be tapped for funding short-term rehabilitation and recovery PPAs. Commonly, this happens when the existing regular programs have been scaled-up for rehabilitation interventions. In large-scale disasters that have huge funding requirements, a budget modification of allotment is done to enable the utilization of agency savings to cover the funding gap for early recovery interventions. c. Unprogrammed Appropriations and Earmarked Funds On the part of the national government, unprogrammed appropriations and earmarked funds created under the law can also serve as fund sources to finance rehabilitation and recovery PPAs. Unprogrammed appropriations are standby funds in the annual GAA that can be tapped into, upon the occurrence of events or compliance to conditions stated in the special provisions of the GAA. Actual utilization of unprogrammed appropriations and earmarked funds is governed by prevailing laws and policies, and subject to existing budgeting, accounting, and auditing rules and regulations. d. Supplemental Appropriations If original appropriations are inadequate for the particular purposes intended due to economic, political, or social conditions (e.g., major disaster occurring in a fiscal year), supplemental or additional appropriations may be authorized by law. This is most commonly seen in cases of large-scale disasters that require an urgent release of a significant amount of funds that cannot be delayed until the enactment of the regular annual general appropriations bill. In recent years, the Congress provided appropriation for special funds under the NDRRMF specifically for the implementation of rehabilitation and recovery PPAs. The special funds are intended exclusively for PPAs that cannot be covered by the regular NDRRMF which only fund PPAs related to disasters that occurred in the past two years; and for PPAs related to a particular disaster which the fund is earmarked for. The national government agencies including SUCs, GOCCs, and LGUs can tap this fund for its PPAs. As this is lodged within the ambit of the NDRRMF, the process for access and requirements follows that of the NDRRMF Guidelines. Box 13 provides special funds 81 | READY TO REBUILD: PLANNING GUIDE WORKBOOK appropriated for rehabilitation and recovery in recent years. Box 13. SPECIAL FUNDS FOR REHABILITATION AND RECOVERY APPROPRIATION IN PREVIOUS YEARS YEAR SPECIAL FUND AMOUNT 2016 Yolanda Rehabilitation and Recovery Program PHP 18.9 billion 2017 Rehabilitation and Recovery Fund PHP 1.5 billion 2018 Marawi Recovery, Rehabilitation, and PHP 10 billion Reconstruction Program 2. LDRRMF The primary funding source for LGU rehabilitation and recovery PPAs is the LDRRMF. The fund, which is earmarked for DRRM activities, amounts to a minimum of five (5) percent of the LGU’s estimated revenue from regular sources. While the whole LDRRMF can be utilized for post- disaster activities, 30 percent is designated as a quick response fund (QRF), which can only be utilized when the LGU is under a state of calamity. LGUs can also utilize the unexpended LDRRMF from previous years for its rehabilitation and recovery PPAs. The QRF, for example, can be unutilized if the LGU did not experience any calamity in a fiscal year. The unexpended LDRRMF is accrued to a special trust fund and will be exclusively used to support DRRM activities of the LDRRMC over the next five (5) years. NDRRMC-DBM-DILG Joint Memorandum Circular No. 2013-1 provides the guide for LGUs on the allocation and utilization of the LDRRMF, including its unexpended balances. 3. Disaster Risk Insurance Payout Proceeds Proceeds from the insurance payout can be another source of funds for the repair, reconstruction, or rebuilding of damaged public assets or other government facilities and infrastructure included in the insurance contract. As discussed in Part 2, there are indemnity and parametric insurance facilities for NGAs and LGUs. At the minimum, as mandated under Republic Act 656 or the Property Insurance Law, all public assets at the national and local levels should be insured with the GSIS. 4. ODA Loans and Grants, Contingent Funds, Multi-Donor Trust Fund Depending on the scale and impact of a disaster, and based on the overall financing strategy, the government has the option of tapping into the available ODA. It usually uses these types of financing options for large impact disasters that involve substantial financing requirements. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 82 a. Loans and Grants Depending on the impact of the disaster, the government can take on new loans or restructure existing loans to fund necessary PPAs. Loans can be used to directly finance a specific project, or as budget support to address the budgetary gap resulting from the need to implement the rehabilitation and recovery projects and activities. Similarly, grants, which most often are accompaniments of loans, can finance specific rehabilitation or reconstruction projects or other forms of technical assistance or advisory services. However, program-type or budget support loans should go through the NEDA Board-DBCC approval process. Project loans – regardless of the amount – or foreign grants, depending on the threshold, will also need to go through the NEDA Board-ICC approval process, subject to existing policies and guidelines. b. Contingent Credit Contingent credit is another form of loan financing option to provide immediately available funds to the government after a disaster. While contingent credit loan is generally intended to finance immediate needs, such as response and relief activities, it can also finance early recovery interventions or even rehabilitation projects. As a quick and flexible source of financing, it can bridge financing while other sources (for example, bilateral aid and other emergency reconstruction loans) are being mobilized, following a major disaster. Box 14 outlines an example of contingent credit. BOX 14. DISASTER RISK MANAGEMENT DEVELOPMENT POLICY LOAN WITH A CATASTROPHE-DEFERRED DRAWDOWN OPTION The Disaster Risk Management Development Policy Loan with a Catastrophe-Deferred Drawdown Option (DPL with CAT-DDO) is an example of a contingent line of credit of the Philippine government with the World Bank. The Philippines initially entered into this loan agreement (First DPL with CAT- DDO) on Sept. 13, 2011, where the full amount was withdrawn from the fund following the needs for financial resources to cover post-disaster interventions for Typhoon Sendong in December of the same year. Following the closure of the First DPL with CAT-DDO in October 2014, the loan agreement was renewed and approved in December 2015 with the Second DPL with CAT-DDO worth USD 500 million. On Sept. 27, 2018, the amount of USD 496 million was withdrawn to cover financing costs to address the widespread impact of Typhoon Ompong. The Second DPL with CAT-DDO has been renewed until September 2021. 83 | READY TO REBUILD: PLANNING GUIDE WORKBOOK BOX 14. DISASTER RISK MANAGEMENT DEVELOPMENT POLICY LOAN WITH A CATASTROPHE-DEFERRED DRAWDOWN OPTION (CONTINUATION) The declaration of a state of calamity by the President as a result of a natural disaster triggers the withdrawal option. The DPL with CAT-DDO is available for disbursement at any time within three (3) years from the signing of loan agreement and it can be renewed up to four (4) times, for a maximum period of 15 years. c. Multi-Donor Trust Fund A Multi-Donor Trust Fund (MDTF) is a form of grant financing involving multiple ODA partners. The concept of an MDTF involves resources from different ODA partners being pooled together with a single set of agreed terms and purposes or objectives. The pooled funds are then administered by a trustee and governed using an oversight structure. Access to and approval of such funds are dependent on the funds’ terms of agreement. Box 15 explains how an MDTF was utilized for disaster recovery after Typhoon Yolanda. BOX 15. TYPHOON YOLANDA MULTI-DONOR TRUST FUNDS The Typhoon Yolanda MDTF, with the Asian Development Bank (ADB) as designated trustee, was set up with contributions from the European Union, ADB, and the United Kingdom’s Department for International Development. The Yolanda MDTF was undertaken for several reasons: a. provision of technical assistance for capacity building on integrating disaster risk reduction and climate resilience considerations into the reconstruction process; b. financing urgent rehabilitation and reconstruction needs; and c. co-financing projects of other partner organizations. To access this MDTF, implementing agencies submit a project proposal for approval of the steering committee, which is composed of the DOF as chair, oversight agencies (NEDA, DBM, and the Office of the Presidential Assistant for Rehabilitation and Recovery), and development partners (with a minimum contribution of USD 5 million) as members. Source: ADB, Establishing the Typhoon Yolanda Multi-Donor Trust Funds, July 2014 (https://www.adb.org/sites/default/files/ institutional-document/59679/establishing-typhoon-yolanda-multi-donor-trust-funds.pdf) READY TO REBUILD: PLANNING GUIDE WORKBOOK | 84 d. Humanitarian Assistance and Emergency Funds Humanitarian assistance and emergency funds – usually provided by bilateral, multilateral, and international development partners and channeled through national government, LGUs, NGOs, the private sector, or academe – can serve as additional sources of funding for recovery and rehabilitation PPAs. These funds can support PPAs that cover the humanitarian or emergency phase, as well as the rehabilitation and recovery phase. Some examples include: ADB’s Asian Disaster Response Fund; support under the ASEAN Plus Three Rice Reserve; bilateral support channeled through international organizations or funds managed by or channeled through UN agencies, programs, or specialized entities such as the World Food Programme; UN Development Programme; and the Food Administration and Organization. 5. Donations Development partners, NGOs, private companies, and individual persons may provide cash or in- kind donations as a form of assistance to areas affected by a disaster. A number of companies have corporate social responsibility funds from which they source their donations. Similar to an MDTF among ODA partners, some private companies also pool their funds into a private sector multi-donor fund through their business organizations or as a conglomeration of companies. NGOs, on the other hand, usually conduct fundraising activities to solicit from partner organizations or individual donors to pool funds for donation.12 Donations to the government can be provided directly to concerned implementing agencies or to affected LGUs, subject to compliance with prevailing policies and laws. The national agencies that usually receive donations are the DepEd, DOH,13 DSWD,14 OCD, and the NDRRMC.15 Guidelines are issued by the DBM and the Commission on Audit (COA),16 and other concerned agencies for the receipt, utilization, and audit of this type of funds. LGUs under a state of calamity can also receive funds sourced from other LGUs’ LDRRMF to support DRRM activities. A report on the utilization of the funds received from other LGUs will be submitted to the grantor LGUs. COA Circular No. 2012-002 provides accounting and reporting guidelines for the use of the LDRRMF of LGUs and NDRRMF given to LGUs. 12 DSWD Memorandum Circular No. 17, s. 2014. Revised Omnibus Rules and Regulations on Public Solicitation. 13 DOH Administrative Order 2007-0017 on the Guidelines on the Acceptance and processing of Foreign and Local Donations During Emergency and Disaster Situations 14 DSWD Memorandum Circular No. 09 Series of 2006 for the procedural Guidelines on the Receipt and Utilization of Donations in Cash and In-Kind 15 NDRRMC Memorandum No. 158 Series of 2017 for the Enhanced Philippine International Humanitarian Assistance (PIHA) 16 COA Memorandum Circular 2014-009 for the Guidelines in the Audit of Disaster Risk Reduction and Management Funds and the COA Circular 2014-002 for the Accounting and Reporting Guidelines on the Receipt and Utilization of NDRRMF, Cash and In-kind Aids/Donations from Local and Foreign Sources, and Funds Allocated from the Agency Regular Budget for DRMM Program 85 | READY TO REBUILD: PLANNING GUIDE WORKBOOK 6. GFIs and GOCCs GFIs and GOCCs have lending facilities that can provide financing for LGU rehabilitation and recovery projects. Under Section 297 of the Local Government Code, LGUs can enter into contract and credit loans with banks and other lending institutions to finance the construction and development of public facilities and infrastructure, including housing projects and other capital investment projects. Furthermore, GFIs and GOCCs can serve as a conduit in providing financing assistance for specific groups, sectors, or individuals affected by a disaster. They can create lending programs for specific groups or individuals that include a housing loan package and credit for business. The lending terms will be agreed upon by the implementing parties. As the nature of the program is for emergency purposes, the terms should be less rigid compared to the regular program of the GFIs and GOCCs, so that interest rates can be lower or subsidized by the government, and loan maturity can be more long-term. The following are GFIs and GOCCs that have existing financing facilities or programs for disaster- affected individuals, or programs that can be tapped for the development of special lending programs for specific disaster-affected individuals: 1. Land Bank of the Philippines 2. Development Bank of the Philippines 3. Social Housing Finance Corporation 4. Home Development Mutual Fund (Pag-IBIG Fund) 5. Small Business Corporation 6. Government Service Insurance System Annex D provides a detailed list of financing assistance programs by selected GFIs and GOCCs for disaster-stricken areas and affected individuals. 7. Municipal Development Fund (MDF) under the DOF The MDF, a special revolving fund for re-lending to LGUs, is a financing option for LGU rehabilitation and recovery projects. This is administered by the MDF office of the DOF. Several loan facilities under the MDF can be accessed to finance disaster rehabilitation and recovery of areas affected by disasters, including the Disaster Management Assistance Fund for financing post-natural disaster recovery and restoration activities; the Municipal Fund for financing the rehabilitation of municipal buildings; and the Refinancing Facility to re-finance the existing debt of LGUs, replacing it with more concessional financing terms. Table 6 provides a comparison of these loan facilities. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 86 Table 6. Financing Facilities under the MDF which can be used for Rehabilitation and Recovery Programs for Disaster-Affected LGUs FACILITY DESCRIPTION ELIGIBLE BORROWERS ELIGIBLE PROPOSALS/SUB-PROJS DISASTER The facility provides financial support All LGUs nationwide. Initiatives related to prevention MANAGEMENT for DRRM initiatives of LGUs (mitigation and mitigation initiatives, ASSISTANCE and prevention, response and relief, lifesaving activities in response FUND and recovery and rehabilitation to a natural disaster, as well as initiatives) to enhance community immediate post-natural hazard resilience to disasters and promote events, and long-term recovery economic growth.17 and restoration initiatives. MUNICIPAL The facility was established in All 1st to 6th Income Construction, relocation, FUND partnership with the League of Class Municipalities. rehabilitation, and expansion Municipalities of the Philippines. The of municipal halls or buildings, cost of financing depends on the including acquisition of lots; other guidelines set by the MDFO. support facilities such as parking areas, vehicular and pedestrian access and circulation, protective structures, landscaping and beautification, etc.18 REFINANCING The facility covers 100% of the All provinces, cities, Refinancing payment of existing FACILITY financing requirement of the LGU as municipalities and debt obligations such as the determined applicable and allowable Highly Urbanized outstanding loan (principal and by the MDFO, such as the outstanding Cities (HUCs), interest) and other fees and loan (principal and interest) and other particularly LGUs charges the lending institution fees and charges that will be imposed with existing loans may impose due to contract by the lending institution due to from GFIs, PFIs, and pre-termination. contract pre-termination.19 MDFO. 17 MDFO, Disaster Management Assistance Fund, http://www.mdfo.gov.ph/download/new/dmaf.pdf 18 MDFO, Municipio Fund Facility, http://www.mdfo.gov.ph/download/new/municipio.pdf 19 MDFO, Refinancing Facility, http://www.mdfo.gov.ph/download/refinancing.pdf 87 | READY TO REBUILD: PLANNING GUIDE WORKBOOK 4.3. COMMUNICATIONS STRATEGY In the post-disaster phase, a communications strategy is essential to the success of the government’s rehabilitation and recovery efforts. A simple but effective communications strategy facilitates recovery by providing a platform for information exchange, feedback, and issue resolution. It is a tool that can build trust, promote active participation, and ensure consensus on programs and projects among key stakeholders. Given the whole-of-government and whole-of-society approach to rehabilitation and recovery, it is important to maintain the flow of information in a timely manner so that stakeholders will be informed and encouraged to participate in addressing issues and concerns related to reconstruction. Government agencies and LGUs should designate focal points for communications activities and establish reporting mechanisms to facilitate a smooth flow of information. A snapshot report will be helpful in providing an overview of the pressing rehabilitation and recovery issues and emerging trends so that government leaders can make informed decisions. This report can be circulated to agencies and LGUs so that they would have the same information and reference point. At the onset of the rehabilitation and recovery phase, the lead agency or LGU should design a communications strategy that takes into consideration the social and cultural context of the affected areas. Good communication contributes to other goals of the Rehabilitation and Recovery Program, including transparency, accountability, and good governance. The communications strategy should consider the following components: (a) key principles; (b) core messages; (c) a spokesperson; (d) different forms of communications materials; and (e) communications channels. Details of these components are discussed in the following sections. A. Key Principles The following principles may be considered in the development of a sound and effective communications strategy for rehabilitation and recovery efforts: • • Establish communications protocols that would serve as the primary guide for national and local governments and other relevant stakeholders in implementing communications-related activities (e.g., discussion of Rehabilitation and Recovery Programs, projects and issues for regular updating and reporting). Identify a focal person or spokesperson who is experienced in addressing the media and the public. • • Manage people’s expectations by providing proactive messages to address or clarify recovery issues (like possible delays in the implementation of programs and projects, issues on beneficiaries’ selection process, etc.). Establish a feedback mechanism at the national and local levels to allow affected communities to be heard and be responded to. Promote transparency and accountability throughout the recovery process. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 88 • • Involve the public and affected communities in the recovery process through the regular reporting of progress, by responding to issues raised, and by providing updates on the plans and timeframes of program implementation. Establish a regular schedule for releasing information and ensure the consistency of data provided to the public. B. Core Messages Core messages are the most important pieces of information that stakeholders need to hear and remember. They are the foundation of the communications strategy and should be used in all communications-related activities. The lead agency or LGU should craft straightforward and consistent messages outlining the following: (a) key roles of the government, the community, and other stakeholders; (b) sectoral rehabilitation and recovery priorities; (c) priority PPAs and their corresponding targets; (d) governing policies for recovery; (e) available rehabilitation and recovery funds; (f) timeframes for project commencement and completion; (g) implementation issues and proposed resolutions; (h) mechanisms for community involvement in the recovery process; and (i) overall progress of the recovery efforts. Clear, concise, and honest messages will facilitate a common understanding of various rehabilitation and recovery concerns. Proactive and positive messages will help build public trust in government-led rehabilitation and recovery efforts. Customizing the message to specific audiences is also important for the effective delivery of relevant information. As rehabilitation and recovery progress over time, it is necessary to review the key messages to best reflect the situation at a given time. C. Spokesperson The messenger is as important as the message, so it is necessary to identify the focal persons or spokespersons for communication-related activities at the national and local levels. The spokespersons lead their agencies or LGUs in promoting the government’s activities and providing support for strengthening linkages among other stakeholders. Alongside this, spokespersons are also expected to provide official statements on various rehabilitation and recovery issues. The spokespersons will help maintain a consistent image and a positive reputation for their agency or LGUs. D. Forms of Communications Materials Different forms of communications materials can be used to convey key recovery messages to affected communities and to other stakeholders. Commonly used forms of communications, such as print materials (posters, comics, hand-outs) and electronic communications (videos, radio clips, short films, text messages), will keep the public engaged in the rehabilitation and 89 | READY TO REBUILD: PLANNING GUIDE WORKBOOK recovery process. Audiovisual materials are creative options of presenting the progress of the Rehabilitation and Recovery Program as these are more engaging complements to traditional reporting methods. E. Communications Channels A communication channel is how key messages reach stakeholders. The government should indicate in the communications strategy which channels are practical and efficient for the target audience. For effective messaging, the government should select channels that can effectively capture the attention of the target audience. Channels that provide a venue for feedback and open communication among all stakeholders are especially important. Some of these channels include, but are not limited to: • • Mass media. The government often utilizes traditional broadcast and print media such as television, radio, and newspapers to disseminate information or address issues relating to the recovery. Local community radio stations can be tapped to serve as venue for spokespersons to release statements and updates and respond to the public’s queries. • • Website. An accessible and well-designed rehabilitation and recovery website will serve as a vehicle to disseminate information and provide updates on recovery efforts. The website is a space for statements, feature stories, news articles, and infographics contributed by various stakeholders. This can also be a tool that will allow the public to monitor progress in the delivery of priority projects and allow individuals to participate in recovery efforts or pledge additional support. • • Social and digital media. Due to its quick reach to vast audiences, the government can use social and digital media for immediate announcements of statements or responses to critical situations. Social media can also be used to monitor public perceptions and receive feedback from stakeholders and the public. Mobile applications for monitoring the progress of the rehabilitation program can also be designed to serve as another platform for citizen engagement. This will help the government reach out to a bigger audience within the country and abroad. • • Press briefing. Regular press briefings will be an opportunity for government officials and Local Chief Executives to provide a more in-depth report of the progress of rehabilitation and recovery. As this interface with the media is intended to be held on a regular basis, spokespersons should be prepared with updated information on relevant recovery matters. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 90 • • Community meetings. Agencies or LGUs can spearhead direct engagement activities such as community dialogs, town hall meetings, and focus group discussions. These community meetings are effective in communicating with target audiences who cannot be easily reached through traditional media or in addressing situations where the information that needs to be conveyed is best explained through personal interaction. This channel can be effective for engaging community members and is flexible, as the information requirement would vary from one community to another. • • Rehabilitation and recovery newsletter. A newsletter is meant to be simple, easy to read and written in the language and style understood by the affected communities. A good newsletter not only informs people about the rehabilitation and recovery progress, but also promotes engagement and interaction in the community. These materials can be distributed during community consultation meetings. • • Information hubs. The government can establish knowledge hubs where the general public and other stakeholders can be updated on accurate information on the progress of rehabilitation and recovery efforts. The hubs can feature knowledge products such as program and project brochures, posters, reports, and other relevant information materials on the recovery initiatives of the government. A computer or an interactive facility can host relevant information to increase awareness, encourage the public to participate, and become partners with the government in the recovery process. Dedicated personnel should manage the hub, entertain walk-in visitors, and respond to queries on rehabilitation. The communications strategy implies that different forms of communications materials and channels can be used for different intended audiences. While these modalities can be used simultaneously, using various methods for different groups help reinforce the information conveyed by the government. The affected population is more likely to reflect on given information if people are repeatedly exposed to the same messages from various sources. However, it is important that the government views the communications strategy as a work in progress that will need to be updated or revised based on feedback that is received from the affected population and other stakeholders. The lead agency or LGUs should establish a system to process community feedback, which can be used to implement corrective actions on the ground. All the components of a communications strategy can be summarized in a way that will allow decision-makers to have a quick look at the issues, key messages, and the channels of communication. Box 16 provides a sample summary of rehabilitation and recovery issues. 91 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Box 16. SAMPLE SNAPSHOT OF REHABILITATION AND RECOVERY ISSUES AND POSSIBLE RESPONSES ISSUE/ CONCERN POSSIBLE RESPONSE OR ACTION SPOKESPERSONS COMMUNICATION CHANNELS Delay in the Explain that the preparation of a Representatives • TV preparation of plan requires thorough vetting and from the lead agency, • Radio the rehabilitation consultation with stakeholders. NEDA, and the LGUs • Social and Digital Media and recovery There are also sensitivities that need concerned • Print plan to be considered in planning as all • National or Local Press Briefing interventions must be sensitive to the customs of the area/s affected. Substandard Discuss the standards and designs Representatives from • TV quality of being followed. Assure the people that the lead agency, • Radio transitional solutions, such as detailed inspection DPWH, HUDCC, NHA, • Social and Digital Media shelters and monitoring of materials and and LGU/s concerned • Print actual construction, will be identified • National or Local Press Briefing to correct the issue. Lack of Report on the status of project Representatives from • TV transparency financing. Specifically, discuss the the lead agency, DOF, • Radio in the use following: DBM, DFA, and LGUs • Social and Digital Media of funds for concerned • Print rehabilitation • Identified funding sources of projects • National or Local Press Briefing and recovery • Utilization status of government funds (e.g. NDRRMF, regular agency budgets, LGU funds) • Funds pledged, committed, and actually given to the government Delay in the Properly explain the reasons of delay Representatives from • TV implementation and provide a more feasible timetable the lead agency, • Radio of infrastructure for project implementation. For social DPWH, and agency or • Social and Digital Media projects infrastructure such as education and LGUs concerned • Print health facilities, propose options for • National or Local Press Briefing temporary learning spaces and/or health stations. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 92 PRACTICE! PART 4 WORKSHEETS Worksheet 4.1 – Implementation Modalities INSTRUCTIONS: From the Rehabilitation and Recovery Program, identify the different implementation modalities that will be used to hasten PPA implementation. IMPLEMENTATION MODALITIES DISASTER REHABILITATION AND RECOVERY PPAs Example: 1. National Government Program 1. NCDDP 2. 3. 4. 2. 3. 93 | READY TO REBUILD: PLANNING GUIDE WORKBOOK IMPLEMENTATION MODALITIES DISASTER REHABILITATION AND RECOVERY PPAs 4. 5. 6. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 94 Worksheet 4.2 – Rehabilitation and Recovery Financing Program INSTRUCTIONS: Revisit the financial requirements of the Rehabilitation and Recovery Program from Part 2 and do a post-disaster budget review. Suggest in the table below the indicative funding sources that can be tapped for each PPA. LIST OF PPAs WITH FUNDING SOURCES AND IMPLEMENTATION PERIOD PRIORITY PROGRAMS, LOCATION/ TOTAL ANNUAL FUNDING IMPLEMENTING TIMEFRAME/ PROJECTS, AND SITE FUNDING BREAKDOWN SOURCE AGENCIES IMPLEMENTATION ACTIVITIES (PPAS) REQUIREMENT OF FUNDING PERIOD (IN MILLION PHP) REQUIREMENT (IN MILLION PHP) 2017 2018 Example: AGRICULTURE & FORESTRY Compostela 100 80 20 Regular DA, DOLE, 2017-2018 Emergency Valley Agency DENR, DSWD employment/ cash Budget for work for debris clearing/ management and rehabilitation of farms/ forests 95 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Worksheet 4.3 – Matrix of Issues and Responses (Communications Strategy) INSTRUCTIONS: Based on the locality and the nature of the disaster, identify the issues and concerns and possible response or action. For each issue, assign a spokesperson and identify the communications channel to be used. ISSUE/ CONCERN POSSIBLE RESPONSE/ SPOKESPERSON COMMUNICATIONS ACTION CHANNEL READY TO REBUILD: PLANNING GUIDE WORKBOOK | 96 REMEMBER! PART 4 SUMMARY CHECKLIST Key Messages! R4.1 There are different implementation strategies that can be used to hasten the implementation of the Disaster Rehabilitation and Recovery Program. A combination of several implementation strategies can be adopted for the different PPAs. R4.2 There are different fund source options that can be tapped into by implementing agencies or LGUs to help address the challenges on fund availability, absorptive capacity, and other financing concerns. R4.3 A duly funded Rehabilitation and Recovery Program gives the government credibility and creates public trust that projects and activities will be implemented. R4.4 A simple but effective communications strategy facilitates recovery by providing a platform for information exchange, feedback, and issue resolution in a timely manner. R4.5 The communications strategy should consider the following components: (a) key principles; (b) core messages; (c) a spokesperson; (d) different forms of communications materials; and (e) communications channels. Before you leave part 4, you should have finished the following: Implementation Modalities Post-Disaster Rehabilitation and Recovery Financing Program Matrix of Issues and Responses 97 | READY TO REBUILD: PLANNING GUIDE WORKBOOK READY TO REBUILD: PLANNING GUIDE WORKBOOK | 98 5 MONITORING AND EVALUATION Part 5 covers the importance of setting up a monitoring and evaluation plan for rehabilitation and recovery. It discusses how to do progress monitoring and outcome evaluation. L5.1 Progress Monitoring L5.2 Outcome Evaluation P5.1 Monitoring Unit and Reporting Process P5.2 Adoption of monitoring/ reporting templates R5.1 The monitoring of programs and projects and assessment of progress is important in ensuring that the Rehabilitation and Recovery Program stays on track to achieve its intended results. R5.2 Use standard tools and templates for all Rehabilitation and Recovery Programs at the national and local levels to minimize the need for training staff on using new monitoring tools with every disaster. R5.3 Project monitoring unit (PMU), with focal persons responsible for coordinating and preparing the monitoring reports, should be designated by each implementing agency and LGU to facilitate smooth monitoring and reporting. R5.4 For an inclusive and balanced evaluation of results, a participatory approach should be adopted where the relevant stakeholders are consulted. 99 | READY TO REBUILD: PLANNING GUIDE WORKBOOK LEARN! 5.1. PROGRESS MONITORING The monitoring of programs and projects and assessment of progress is important in ensuring that the Rehabilitation and Recovery Program stays on track to achieve its intended results. Timely implementation and completion of projects will mitigate or minimize possible aggravation of the impacts of disasters. Monitoring generally involves the reporting of the status of implementation of individual PPAs with respect to inputs, outputs and processes, and problem solving sessions to address the issues and concerns that cause delays in implementation and field validation. A. Organizational Structure for Monitoring and Reporting Generally, the monitoring and evaluation of projects should be done by the Local, Regional, and National DRRMCs. OCD will assist the NDRRMC and RDRRMC as its secretariat, and the LGU concerned shall assist the LDRRMC. The concerned council will designate a specific unit that will be responsible for monitoring, or design an internal working arrangement for monitoring future rehabilitation programs and projects. This will ensure that monitoring will not be left out in the planning process and implementation stage. In cases where a task force or an appointed official is designated to spearhead the rehabilitation and recovery efforts of the government, the monitoring can be done by the task force or the office of the appointed official through the establishment of a project monitoring unit (PMU). However, it is important that a transfer mechanism of the monitoring function be defined at the onset of the rehabilitation program, in anticipation of the possible abolition of the task force or ad hoc office, which will consequently abolish the PMU. Sustainability of monitoring activities is necessary to track the completion of the projects and evaluate the projects’ impact for possible use in future recovery efforts. With the establishment of a PMU, its functions and responsibilities should be made clear. The following are the key responsibilities of the unit designated for monitoring: • • Establish key performance indicators; • • Orient and assist involved agencies on the monitoring system and tool to be adopted; • • Consolidate the monitoring reports submitted by agencies and LGUs; • • Build, maintain, and regularly update the database on the programs and projects monitored; • • Coordinate with involved agencies on identified project implementation issues and concerns; READY TO REBUILD: PLANNING GUIDE WORKBOOK | 100 • • Prepare periodic status reports on the implementation of programs and projects for submission to the Council and to the President, if necessary; and • • Validate the status reports of agencies through field assessment of key projects, as necessary. Box 17 shows the organizational chart of the Yolanda PMU under NEDA as an example structure for a monitoring unit. BOX 17. YOLANDA PROJECT MONITORING UNIT OF NEDA PMU Head DEPUTY DIRECTOR GENERAL, REGIONAL DEVELOPMENT OFFICE NEDA Central Office: NEDA Regional Office: Technical • Director, Monitoring and Evaluation Staff (MES) • Regional Director, MIMAROPA Secretariat • Director, Regional Development Staff (RDS) • Regional Director, NRO VI • Director, Development Information Staff (DIS) • Regional Director, NRO VII • Director, Infrastructure Staff (IS) • Regional Director, NRO VIII • 1 Overall Coordinator • 12 Regional Monitors • 3 Cluster Coordinators • 3 Administrative IT Personnel Support Staff • 2 IT Personnel • 1 Administrative Officer • 2 Communication Officers B. Monitoring Tool An appropriate monitoring tool should be developed or set up by the PMU. It can be developed from existing operational tools, provided that these existing instruments can be easily modified, if needed. However, it would be more efficient if standard tools and templates are used for all Rehabilitation and Recovery Programs at the national and local levels to minimize the need for training staff in using new monitoring tools with every disaster. In developing or determining what monitoring tool to set up or use, the following are some suggestions to consider: 101 | READY TO REBUILD: PLANNING GUIDE WORKBOOK • • A combination of online (web-based) and offline (i.e., MS Excel or MS Access) tracking tools is the most ideal. An online tracking tool is effective for multiple users as updating can be done simultaneously. A complementing offline tracking tool would be useful in cases where problems are encountered in the online system. It should, however, be ensured that these two (2) tracking tools are linked, interoperable, and that data information can be shared. • • Key features of the tool: - simple, user-friendly, and cost-efficient - allows for standardized reporting - enables data sharing among NGAs, LGUs, and other stakeholders - can capture information from required forms of the DBM and other needed information for fiscal responsibility monitoring Table 7 provides description of the post-disaster monitoring and evaluation tools used in the monitoring of the Yolanda Comprehensive Rehabilitation and Recovery Program. Annex E contains the monitoring forms used by the agencies for periodic reporting to NEDA as the designated PMU by the President, based on Memorandum Circular 54. These tools are still operational and may be adapted by the other monitoring units. Table 7. Sample of Post-Disaster Monitoring and Evaluation Tools eMPATHY NEDA-MES MONITORING SYSTEM FEATURES • Web-based; data is accessible to all allowed users • Allows the use of each NGA’s own project • Allows uploading and publishing of project monitoring system information (project description, funding sources, • Accounts the physical and financial target output and schedule of project completion, accomplishments causes of delay, progress, related documents, • Templates are consistent with the DBM photos, and videos) forms • Provides real-time monitoring and updating of • Has an established system for problem reports solving sessions • Real-time reports can be exported to common file formats (Word, Excel, PDF) • Allows upload of citizen feedback • The Philippine government already has the license for the program ISSUES • Highly-technical and manpower-intensive • Highly-dependent on the regular report • Requires a group specially designated to monitor submission by the implementing agencies the program in each implementing agency • Database is in Excel form, thus updating and • All monitors or users of the program require report generation needs to be done training manually • Effectiveness is highly dependent on the agencies’ capability to maintain the program READY TO REBUILD: PLANNING GUIDE WORKBOOK | 102 C. Monitoring and Reporting Arrangements Implementing agencies and LGUs usually track the progress of their projects and submit reports to the monitoring unit, which consolidates the monitoring reports and submits to the relevant DRRMC in charge or to the President. Focal persons responsible for coordinating and preparing the monitoring reports should be designated by each implementing agency and LGU to facilitate smooth monitoring and reporting. They will be the counterparts of the monitoring unit in each agency or LGU. In addition, a system for reporting across levels should also be defined, particularly if the lead monitors are at the national level, but the inputs and information would come from the regional or local levels. The monitoring reports should contain updates on the physical and financial accomplishments of the PPAs under the Rehabilitation and Recovery Program in relation to the target outputs and funding requirements. Highlighting key issues and concerns in implementation and funding will facilitate immediate action or response from other concerned entities and prompt policy direction or advice from the concerned DRRMC. The frequency of agency reports and prescribed date of submission of reports to the DRRMC in charge of the recovery program can vary depending on the prescribed guidelines of the PMU. At the minimum, an annual report should be prepared. However, this does not limit agencies or LGUs from flagging issues and concerns, which may be done more frequently than the formal reporting. The overall discussion of implementation issues and bottlenecks can be done through an inter-agency platform for problem solving. The platform can follow the planning structure for consistency, with the PMU as lead technical secretariat. The meeting of the inter-agency platform should be done on a regular basis to immediately address issues and concerns. The PMU, together with agency focal staff, should also conduct periodic field validation activities, particularly for major projects and those that have problematic implementation. As an example, Box 18 illustrates the monitoring process for the Yolanda Comprehensive Rehabilitation and Recovery Program. 103 | READY TO REBUILD: PLANNING GUIDE WORKBOOK BOX 18. YOLANDA COMPREHENSIVE REHABILITATION AND RECOVERY PROGRAM NATIONAL Office of the President (through the Executive Secretary) NDRRMC DBM OCS NGAs/GOCCs Monthly NEDA Progress OP-PMS (through the FDUs) Yolanda PMO Report REGIONAL Reports on Issues FDUs: Full-time Delivery Units PSS: Problem Solving Sessions RPMC: Regional Project Monitoring Committee, RLAs PSS Reports RPMC RDRRMC chaired by NEDA READY TO REBUILD: PLANNING GUIDE WORKBOOK | 104 5.2. OUTCOME EVALUATION An outcome evaluation can be undertaken to determine the effectiveness and efficiency of interventions. It will assess whether the target outcomes (as indicated in the Post-Disaster Rehabilitation and Recovery Framework) have been achieved and determine whether the interventions have contributed towards the achievement of target outcomes. This is most relevant for large-scale disasters, where the damages and losses have a huge impact on the communities affected. The results of the evaluation shall guide what other needed assistance should be provided by the government. The lessons learned and recommendations from the evaluation can also serve as a reference to improve policies and projects to be implemented in future rehabilitation and recovery interventions for similar disasters. Outcome evaluation can be done for the whole Rehabilitation and Recovery Program or for selected sectors, depending on the purpose of the evaluation. Only selected projects are evaluated in consideration of cost efficiency. A set of indicators should be identified as the criteria for project selection. The indicators can include the number of project beneficiaries or affected stakeholders, contribution to overall income growth of the area or to its major economy, number of jobs generated, and provision of basic needs or services in the community. For an inclusive and balanced evaluation of results, a participatory approach should be adopted where the relevant stakeholders are consulted. While the evaluation can be conducted by a third party expert, the activity should be supervised by a government agency to ensure ownership of the results. It is more effective and efficient if the unit responsible for progress monitoring would supervise the evaluation because staff members are already familiar with the project and activities to be assessed. 105 | READY TO REBUILD: PLANNING GUIDE WORKBOOK PRACTICE! PART 5 WORKSHEETS Worksheet 5.1 – Monitoring Unit and Reporting Process INSTRUCTIONS: Identify your own Monitoring Unit and focal person/s and agree on the roles and responsibilities. Define your monitoring and reporting process. You may use the example in Box 18. PMU Head Technical Secretariat Support Staff READY TO REBUILD: PLANNING GUIDE WORKBOOK | 106 Worksheet 5.2 – Adoption of Monitoring or Reporting Templates INSTRUCTIONS: Using the key messages from the section on monitoring tools, modify the sample forms in Annex E, to develop standard monitoring templates for LGUs. 107 | READY TO REBUILD: PLANNING GUIDE WORKBOOK REMEMBER! PART 5 SUMMARY CHECKLIST Key Messages! R5.1 The monitoring of programs and projects and assessment of progress is important in ensuring that the Rehabilitation and Recovery Program stays on track to achieve its intended results. R5.2 Use standard tools and templates for all Rehabilitation and Recovery Programs at the national and local levels to minimize the need for training staff on using new monitoring tools with every disaster. R5.3 Project monitoring unit (PMU) with focal persons responsible for coordinating and preparing the monitoring reports should be designated by each implementing agency and LGU to facilitate smooth monitoring and reporting. R5.4 For an inclusive and balanced evaluation of results, a participatory approach should be adopted where the relevant stakeholders are consulted. Before you leave part 5, you should have finished the following: Monitoring Unit and Reporting Process Adoption of monitoring or reporting templates READY TO REBUILD: PLANNING GUIDE WORKBOOK | 108 109 | READY TO REBUILD: PLANNING GUIDE WORKBOOK ANNEX Annex A. Data Requirements CORE ELEMENT SECTOR DATA DETAILS SOURCE General Land Area PSA/ CDP/ CLUP, Information NAMRIA/ DENR-LMB Topography Topographic map PSA/ CDP/ CLUP, with description NAMRIA Political subdivision (for higher-level LGUs) Income and Income DOF-BLGF, LGU, classification Community-Based Monitoring System (CBMS) Poverty Incidence PSA Total population Disaggregated data by PSA, CBMS urban/ rural, subdivision (up to barangay level), age group, and gender Population density PSA Land Use Settlement Settlement areas Disaggregated data by CLUP, DENR-BMB, and Physical subdivision (up to PSA, LMB, NAMRIA Environment barangay level) with corresponding population count by individuals/ families; land use/ zoning map Production Utilized land Disaggregated data by land resource, as applicable (agricultural, coastal/ marine, production Idle land forest, mineral, industrial, tourism, others) Protection Protected areas Location and physical (if any) characteristics of protected areas READY TO REBUILD: PLANNING GUIDE WORKBOOK | 110 Annex A. Data Requirements (continuation) CoreELEMENT CORE Element SECTOR Sector DATA Data DETAILS Details SOURCE Source Economic Agriculture Labor force participation Disaggregated data by Local Revenue Office, Activity and rate and revenue generated type (public or private), Public Employment Industry subsector, subdivision Service Office Livelihood Number of MSMEs Services (up to barangay level), Number of farmers and age group, and gender; MSMEs fisherfolk include data on existing Informal Agricultural infrastructure and proposed support sector and other production and facilities post-harvest facilities Infrastructure Transportation Roads (National, Provincial, Include total length, DPWH, Local Municipal, Barangay) classification by surface Engineering Office type (i.e., paved or (for local public works) unpaved) and condition Bridges Include total length, classification by type (permanent or temporary) and condition Airport Include classification DOTr, CAAP (International, Principal Class 1, Principal Class 2, Community, Military, Unclassified), passenger and freight statistics, and conditions of PTB/ runway Seaport Include classification DOTr, PPA, LGU (commercial, RORO, (for locally-managed fishing [regional], fishing ports) [communal], feeder, unclassified), passenger and freight statistics, and conditions of PTB/ port Communications Telephone services Include data on number DICT, Local (landline and mobile), of subscribers, users or Assessor’s Office television, radio, print, clients, and total value and internet coverage, of physical asset broadband area coverage Power Transmission lines, Include status of DOE, NEA distribution facilities, electrification and water power plants (hydroelectric, supply to households and nuclear, coal, geothermal) businesses, and physical conditions of facilities Water Reservoirs, distribution and equipment LWUA, Local facilities, pumping stations, Water District, treatment facilities CBMS 111 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Annex A. Data Requirements (continuation) CORE ELEMENT SECTOR DATA DETAILS SOURCE Infrastructure Government Government buildings and LGU facilities (national and local buildings) Social Education facilities Include classification DepEd, School Infrastructure (schools, training (public basic, private Divisions, CHED facilities, etc.) basic, state college, state university, private college, private university, technical-vocational, review, training), description (e.g., building type, no. of storeys), and physical condition Health facilities Include classification DOH, Local (hospitals, rural or (government general, Health Office barangay health units) government specialty, private general, private specialty, primary care, custodial care, diagnostic/ therapeutic, specialized out-patient), description (e.g., building type, no. of storeys, bed capacity), and physical condition Agriculture FMRs, irrigation Include number, reach DA, NIA, Local facilities of service area, and Agricultural Office condition Other Support Warehouses, waste LGU Infrastructure management facilities Housing Community Include data on existing PSA, LGU, Local Private and proposed facilities, Housing Board, Subdivision type of shelter by National Housing material, and possible Targeting System Informal areas for future (NHTS), CBMS, CLUP Settlement resettlement sites Social Health Health services Include data on level or DOH, Local Health Services category, bed capacity, Office, CBMS type of services provided, number of personnel Education Education services Include data on DepEd, School classification, enrollment, Divisions, CBMS available facilities, teacher-student ratio, student-classroom ratio READY TO REBUILD: PLANNING GUIDE WORKBOOK | 112 Annex A. Data Requirements (continuation) CORE ELEMENT SECTOR DATA DETAILS SOURCE Social Government Government services Include data on type or LGU Services frequency of service (licensing, regulation, registration, emergency support) Hydro- Hazard prone areas Include flood-prone or MGB/ PHIVOLCS, meteorological landslide-prone areas, fault CLUP and Geologic lines and susceptibility Hazards maps for each hazard Peace and Existing armed groups Include data on identified Security insurgent groups and other armed illegal groups Annex B. Agency Rehabilitation and Recovery PPAs IMPLEMENTING PROGRAM AGENCY PROGRAM DESCRIPTION Implementation of Alternative DepEd The program was intended initially to decongest Delivery Modes/ Flexible classrooms and address absenteeism of learners. Learning Options (ADMs/ FLOs) However, it has since been offered by DepEd as a for Learners Outside of Schools rehabilitation and recovery intervention in situations where school buildings are damaged and learners are in transitional shelters or evacuation sites. Tamang Serbisyo sa Kalusugan DOH The program includes complete physical ng Pamilya (TSeKaP) examination and laboratory tests. Immunization, deworming, micronutrient supplementation and dental services are also given. This is also implemented as a Rehabilitation and Recovery Program for internally displaced people. Pantawid Pamilyang Pilipino DSWD Offered to affected families in the RRP, this program Program (4Ps) provides cash grants to the poorest families (with waived conditions in the case of the BMCRRP) for health and education. Tulong Panghanapbuhay sa ating DOLE TUPAD is an emergency employment assistance Disadvantaged/ Displaced Workers program for displaced, underemployed and (TUPAD) Program unemployed (poor) workers. It’s a community- based employment program ranging from or the Emergency Employment beautification work, street cleaning, and Program (EEP) declogging and maintenance of canals. 113 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Annex B. Agency Rehabilitation and Recovery PPAs (continuation) IMPLEMENTING PROGRAM AGENCY PROGRAM DESCRIPTION Knowledge Sharing, Inputs DOLE This livelihood formation program targets workers Acquisition, Training on in the informal economy, those with special Entrepreneurship, and Skills concerns and displaced workers. It provides Acquisition (Kabuyahan Starter beneficiaries with production skills training, KITS Project) livelihood starter kits (tools, equipment, materials and inputs), and advisory or consultancy services. Enterprise-based Training TESDA These are training programs conducted with companies and retrofitted according to the needs of the local industry. It includes apprenticeship and on-the-job-training. Sustainable Livelihood Program DSWD The SLP is a community-based program that (SLP) provides for skills training, livelihood grants, and employment assistance for poor Filipinos to improve their socioeconomic conditions. Beneficiaries are given two (2) track options: (a) micro-enterprise development track or (b) employment facilitation track. Prerequisite to these, the DSWD conducts social preparation and capacity-building activities. Cash-For-Work DSWD This is a program that provides unemployed or underemployed individuals with temporary work, enabling them to have a source (or alternative source) of income. Shared Services Facilities (SSF) DTI The project is aimed at improving the competiveness of Micro, Small, and Medium Enterprises (MSMEs) through the provision of machineries, equipment, tools, systems, skills, and knowledge that match local needs. Commodity-based Training DA The Agricultural Training Institute of the DA offers Programs training programs aimed at strengthening the competitiveness of farmers and fisherfolk. Banner Programs on Corn, Rice, DA These banner programs of the DA include seed Livestock, High Value Crops, and distribution to farmers, production support for Organic Agriculture technology adoption, insecticide or pesticides, training, research and development, installation of irrigation, machinery/ equipment/ facilities support, post-harvest facilities. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 114 Annex C. List of Programs, Projects, and Activities 1 2 3 4 5 6 7 PRIORITY ANNUAL BREAKDOWN OF PROGRAMS, LOCATION/ TOTAL FUNDING REQUIREMENT FUNDING IMPLEMENTING TIMEFRAME/ SITE FUNDING SOURCE AGENCIES/ IMPLEMENTATION PROJECTS, & REQUIREMENT LGUS PERIOD ACTIVITIES Year 1 Year 2 Year 3 (PPAS) NOTES: 1. Priority PPAs refers to short-term (for implementation within a year), and medium-term (for implementation within the next 3 to 4 years) interventions, which are prioritized based on specific set of criteria identified by the agency. These can be categorized by sector. 2. Location/ site refers to the municipality/ city/ barangay where the PPA will be implemented or located. 3. Total Funding Requirement refers to the aggregated cost of the annual funding requirement. 4. Annual breakdown of funding requirement refers to the monetary value, in pesos, of the PPA for each year of implementation. 5. Funding Source may be national government, local government, private sector or development partner. If specific fund facility is known, this may also be indicated (i.e. NDRRMF, Regular Agency budget, LDRRMF, ODA, donations). Specific name of the organization may also be indicated in the case of private sector and development partner funded PPA. 6. Implementing agencies/ LGUs refers to the specific national government agency and LGU responsible for executing the PPA. 7. Timeframe/ implementation period refers to the number of months/ years or the exact months/years that the PPA will be implemented. 115 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Annex D. List of existing loan facilities/ programs for post-disaster financing assistance offered by Government Financing Institutions/ Government Owned or Controlled Corporations TYPE OF POST-DISASTER FINANCING PROGRAMS DESCRIPTION ASSISTANCE FOR POSSIBLE COVERAGE Land Bank of the Philippines Countryside Financial The program offers term-loan rediscounting This can be tapped by LGUs in developing Institutions - Calamity to eligible country financial institutions, a loan program that will provide financial Assistance Program whose loan portfolios were affected by access to private individuals and (CFI-CAP) natural calamities.1 entrepreneurs to recover from their disaster losses. LBP CaReS This program offers loan restructuring for LGU can apply for a loan in this facility to additional three (3) years and rehabilitation finance the reconstruction or rehabilitation credit for LGUs, SMEs, home buyers, of damaged public infrastructures. cooperatives, NGOs, and CFIs affected by This can also be tapped by LGUs and a disaster. Loans under the program may implementing agencies in developing be used for rehabilitation, construction, or a credit program for affected MSMEs, acquisition of facilities affected by the disaster. cooperatives, farmers, and fisherfolk to be It also provides loans for working capital of used as start-up or working capital; and SMEs and for augmentation of cooperatives’ for individuals or community organizations and CFIs’ capital for on-lending to small to be used for rebuilding their damaged farmers, fisherfolk, and MSMEs.2 houses and community facilities. Development Bank of the Philippines Residential Real Estate This program offers financing support for This can be tapped by LGUs and Financing Program shelter production and tenure for employees implementing agencies in developing (RREFP) in the public and private sector, OFW families, post-disaster housing financial assistance new households and homeless Filipinos. packages for the affected population The program can be accessed by LGUs, that will supplement the regular NHA or government agencies for employee housing LGU transitory and permanent housing projects, private sector groups, private programs. developers, cooperatives, microfinance institutions, private financial institutions, NGOs, homeowner associations supported by an LGU guarantee, private companies for their employees, and PPPs for housing projects. The loan can be used for land acquisition, site development, shelter construction, housing microfinance, and project preparation financing.3 Water for Every The program finances water supply programs This can be tapped by LGUs and Resident (WATER) of private companies, water districts, LGUs, implementing agencies in developing a Program PFIs, and MFIs for their capital investment, loan program that will provide financial working capital requirements, refinancing of access to private companies including existing loans, consultancy services, and other GOCCs to recover from their disaster project preparation activities.4 losses. The program can cover the rehabilitation or reconstruction of damaged facilities and equipment, working capital, and additional investments needed. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 116 Annex D. List of existing loan facilities/ programs for post-disaster financing assistance offered by Government Financing Institutions/ Government Owned or Controlled Corporations (continuation) TYPE OF POST-DISASTER FINANCING PROGRAMS DESCRIPTION ASSISTANCE FOR POSSIBLE COVERAGE Development Bank of the Philippines Disaster Risk Reduction DBP’s Green Financing Program provides LGU can apply for a loan in this under the Green financing and technical assistance to LGUs, facility to finance the reconstruction Financing Program private corporations or enterprises, GOCCs, or rehabilitation of damaged public NGAs, cooperatives or associations, PFIs, infrastructures, particularly those that and MFIs in the adoption of disaster risk contribute to disaster resilience-building. reduction measures. The program can be tapped to finance capital investments, initial working capital, consulting services, and refinancing of existing operational projects.5 Sustainable Health Care The program offers credit program for LGU can apply for a loan in this facility to Investment Program healthcare investment projects that promote finance the reconstruction, rehabilitation, availability, accessibility, and affordability of or upgrading of damaged public health healthcare services to people belonging to hospitals, and other related facilities (i.e. the lowest income group. It can be tapped by rural health units, barangay health clinic) LGUs, government-owned hospitals, private including preparation of feasibility studies healthcare providers, partnerships, joint for new health facility to be constructed. ventures wholesale, and DBP accredited rural or thrift banks and MFIs for relending. The program can finance the construction, expansion, rehabilitation, or upgrade of hospitals and medical clinics, acquisition of medical and nonmedical equipment, working capital for the preparation of feasibility studies, engineering designs, and others.6 Home Development Mutual Fund Calamity Loan Program The program is offered for qualified Pag-IBIG This can be tapped by LGUs and members in areas declared under state of implementing agencies in developing calamity to avail loans equivalent to 80% of housing financial assistance packages their total accumulated value.7 for the affected population that will supplement the regular NHA or LGU transitory and permanent housing programs. 117 | READY TO REBUILD: PLANNING GUIDE WORKBOOK Annex D. List of existing loan facilities/ programs for post-disaster financing assistance offered by Government Financing Institutions/ Government Owned or Controlled Corporations (continuation) TYPE OF POST-DISASTER FINANCING PROGRAMS DESCRIPTION ASSISTANCE FOR POSSIBLE COVERAGE Social Housing Finance Corporation (SHFC) Localized Community The program provides financial assistance The program can serve as support for Mortgage Program to LGUs for the acquisition of land occupied LGU post-disaster housing programs, (LCMP) by informal settlers and land where informal which require land acquisition. settlers will be relocated for their socialized housing projects.8 Abot Kaya Pabahay The program is intended for financing site The program can serve as support for Fund - Development development or improvement and house or LGU and national government post- Loan Program building construction in SHFC-built disaster housing programs specifically (AKPF-DLP) communities. It is available for government for land development and housing and private proponents of socialized housing construction. projects.9 Small Business Corporation Pondo sa Pagbabago This program provides alternative funding This can be tapped by LGUs and at Pag-asenso (P3) source for qualified MSMEs, including market implementing agencies in developing vendors and sari-sari store owners, through livelihood-related financial assistance microfinancing institutions or cooperatives. packages for the affected enterprises. This program can also be used for business expansion and additional supplies or inventory.10 Government Service Insurance System Emergency Loan The Emergency Loan program is offered by The loan program will serve as an GSIS to its qualified members in areas accessible financial assistance for affected by disasters and declared under government employees to recover from state of calamity.11 their losses due to disaster. 1 Source: https://www.landbank.com/calamity-assistance-program 2 Source: https://www.landbank.com/lbp-cares 3 Source: https://www.devbnkphl.com/UserFiles/Residential%20Real%20Estate%20Financing%20Program.pdf 4 Source: https://devbnkphl.com/UserFiles/Water%20for%20Every%20Resident%20Program.pdf 5 Source: https://www.devbnkphl.com/UserFiles/Green%20Financing%20Program.pdf 6 Source: https://devbnkphl.com/UserFiles/Sustainable%20Health%20Care%20Investment%20Program.pdf 7 Source: http://www.pagibigfund.gov.ph/faqpdf/FAQ%20CALAMITY%20FINAL%20(7-14-17).pdf 8 Source: http://www.shfcph.com/LCMP%20fastfacts.pdf 9 Source: http://www.shfcph.com/Abot-Kaya_Pabahay_Fund.html, https://djecexplains.wordpress.com/2012/10/12/abot-kaya-pabah/ 10 Source: https://www.dti.gov.ph/businesses/pondo-sa-pagbabago-at-pag-asenso#frequently-asked-questions 11 Source: http://www.gsis.gov.ph/active-members/loans/emergency-assistance-loan/ READY TO REBUILD: PLANNING GUIDE WORKBOOK | 118 119 | Annex E. Yolanda Monitoring and Reporting Forms Rehabilitation and Recovery Programs and Projects M&E Form 1 Financial Status of Reconstruction Assistance on Yolanda (RAY) Programs and Projects (in Php) READY TO REBUILD: Region: Implementing Agency: As of (Date) Allotment Release to Date (PHP) Total Disbursement (PhP) Total Total Funding Unreleased Undisbursed Program/ Location Requirement Amount Amount Project/ Previous Release this Total Previous Disbursement Total (PHP) Releases Quarter Releases (PHP) Disbursement this Quarter Disbursement (PHP) PLANNING GUIDE WORKBOOK Activity (A) (B) (C) (D)=B+C (E)=A-D (F) (G) (H)=F+G (I)=D-H Cash for Palo, 150,993,636.00 140,923,636.00 10,070,000.00 150,993,636.00 107,830,935.55 107,830,935.55 43,162,700.45 Work - Land Leyte Prep and clearing (ha.) TOTAL 150,993,636.00 140,923,636.00 10,070,000.00 150,993,636.00 107,830,935.55 107,830,935.55 43,162,700.45 Prepared by: Approved by: Name: Name: Designation: Designation: Yolanda Rehabilitation and Recovery Programs and Projects Yolanda M&E Form 2: Quarterly Physical Status of Reconstruction Assistance on Yolanda (RAY) Programs and Projects Form 2 Region: Implementing Agency: As of (Date) Actual Physical Total Target Outputs Cumulative Accomplishment Program/ Target Accomplishments Project/ Completion Variance Location Start Date (Completed PPAs) Remarks Activity Date Total Target Accomplishment Cumulative (a)-(b) Unit as of reporting Outputs (a) for the Quarter Total (b) Period Cash for Palo, March 2014 Dec 2016 ha 75,012 35,159 39,854 0 Work -Land Prep Leyte and clearing (ha.) READY TO REBUILD: Prepared by: Approved by: Name: Name: Designation: Designation: PLANNING GUIDE WORKBOOK | 120 121 Completed PPAs Ongoing PPAs Under Total Funding Requirements Procurement / DED Not Yet Started Program/ as of reporting period as of reporting period | as of reporting period Project/ Activity Disbursed Allocated Allocated Allocated Amount Physical Indicator/ Physical Physical Physical Physical Amount Amount Amount Amount (PHP) Target Unit Accomplishment* Target Target Target (PHP) (PHP) (PHP) (PHP) Cash for 150,993,636.00 75,012 ha 107,830,935.55 35,159 10,923,854.45 1,853 10,070,000.00 38,000 Work - Land Prep and clearing READY TO REBUILD: Prepared by: Name: Designation: Guidelines: 1. Project Category - Title of program, project, or activity as indicated in the CRRP or approved for Yolanda rehabilitation/ reconstruction 2. Total Funding Requirements PLANNING GUIDE WORKBOOK • Amount (PHP) - Total amount required to finance the implementation of the PPA. This should be the sum of the following (as applicable): (a) amount originally approved under CRRP; (b) additional approved funding (i.e. approved during 22 April Cabinet meeting), and (c) funds pending approval by DBM. Indicate actual amount in peso. • Physical Target - Total target quantity to be accomplished from start to end of PPA implementation. • Indicator/Unit - Unit of the target output (e.g., km of roads, ha of land, no. of schools built, bags of seeds) to be accomplished from start to end of implementation. 3. Completed as of reporting period • Disbursed Amount (PHP) - Payments made by agency for purchase of goods (e.g. construction materials) and services (e.g. hiring of consultants) for completed outputs. Indicate actual amount in peso. • Physical Accomplishment - Quantity of competed PPAs as of reporting period. 4. Ongoing as of reporting period • Allocated Amount (PHP) - Amount required to finance approved ongoing PPAs. Indicate actual amount in peso. • Physical Target - Quantity of ongoing PPAs as of reporting period. 5. Under Procurement/DED • Allocated Amount (PHP) - Amount required to finance approved ongoing PPAs under procurement/ detailed engineering design stage. Indicate actual amount in peso. • Physical Target - Quantity of ongoing PPAs under procurement/ DED status. 6. Not yet started SUPPLEMENTAL RESOURCES This section provides additional references that are not included in the Disaster Rehabilitation and Recovery Planning Guide, but are deemed to be useful in further understanding some key concepts. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 122 SR1. Overview of Disaster Rehabilitation and Recovery Program Basic Concepts and Process Definition of Terms Based on UNDRR Terminology CAPACITY. The combination of all the strengths, attributes, and resources available within an organization, community or society to manage and reduce disaster risks and strengthen resilience. DISASTER. A serious disruption of the functioning of a community or a society at any scale due to hazardous events interacting with conditions of exposure, vulnerability and capacity, leading to one or more of the following: human, material, economic and environmental losses, and impacts. HAZARD. A process, phenomenon or human activity that may cause loss of life, injury or other health impacts, property damage, social and economic disruption or environmental degradation. MITIGATION. The lessening or minimizing of the adverse impacts of a hazardous event. PREPAREDNESS. The knowledge and capacities developed by governments, response and recovery organizations, communities, and individuals to effectively anticipate, respond to, and recover from the impacts of likely, imminent or current disasters. PREVENTION. Activities and measures to avoid existing and new disaster risks. RECOVERY. The restoring or improving of livelihoods and health, as well as economic, physical, social, cultural and environmental assets, systems and activities, of a disaster-affected community or society, aligning with the principles of sustainable development and “build back better”, to avoid or reduce future disaster risk. REHABILITATION. The restoration of basic services and facilities for the functioning of a community or a society affected by a disaster. RESILIENCE. The ability of a system, community or society exposed to hazards to resist, absorb, accommodate, adapt to, transform, and recover from the effects of a hazard in a timely and efficient manner, including the preservation and restoration of its essential basic structures and functions through risk management. RESPONSE. Actions taken directly before, during or immediately after a disaster in order to save lives, reduce health impacts, ensure public safety, and meet the basic subsistence needs of the people affected. 123 | READY TO REBUILD: PLANNING GUIDE WORKBOOK From Birnbaum’s Conceptual Framework, 2015 DAMAGE. A harm or injury that reduces the value or usefulness of something. EMERGENCY. A state when the community (or its component systems) use the reserve goods, services, and other resources within its local response capacity to meet the needs. EVENT. An occurrence that has the potential to affect living beings and/or their environment. EPAREDNES PR S EVENTION & P ITIGATION RES DISASTER MANAGEMENT PONSE CYCLE M R R R E E C O V E RY & HAB N ILITATI O The Disaster Management Cycle is a continuum of phases that defines the needs and actions that are done. The interventions are done to prevent or minimize the impact to life, property and environments. The different phases of disaster management cycle, prevention & mitigation, preparedness, response and recovery at times overlap and do not have a clear delineation. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 124 ACTIVITY Speak The Language INSTRUCTIONS: 1. Arrange the following terms in the Diagram on the next page: • Disaster • Hazard • Structural Damage • Event • Emergency • Functional Damage • Needs 2. Using a case given, identify the following: Hazard: ________________________ Event: __________________________ Damage: _______________________ 3. Answer the question: Was there an Emergency or a Disaster?   125 | READY TO REBUILD: PLANNING GUIDE WORKBOOK WORKSHEET Basic Concepts, Terminologies, and Guiding Principles TERMS 1 • Disaster • Hazard • Structural Damage • Event • Emergency 2 • Functional damage • Needs 3 Hazard: 4 Event: 5 Damage: 6 Emergency or 7 Disaster? READY TO REBUILD: PLANNING GUIDE WORKBOOK | 126 SR2. GeoMapperPH Definition of Terms Features “Visualize data in real-time dashboards to support more informed decision-making, improve data accuracy using your device’s GPS single source of information, work on the same data whether you’re in the field or office.” • Synchronization • Standardization • Realtime update • Offline Accessibility • Data collection Services • Consultation – Analyze existing data and develop substantial recommendations • Development – Customized websites or applications that suit your needs • Training – Upskill people to expand technical expertise and build adaptable teams • Collaboration – Join multiple participating agencies that share their information into the database Applications School Locator Health Facility REDAS Situation Data Department of Education Mapper Philippine Institute of Mapper Department of Health Volcanology and Seismology Office of Civil Defense Develop DRR-relevant plans by mapping Develop DRR-relevant This system can be used Collect situation reports school buildings and lot plans by mapping health to give a timely rapid of incidents/ disasters areas for more facility buildings and lot estimate of the severity and provide real-time accurate hazard and areas for more accurate of the impacts of location-based risk management hazard and seismic hazards to updates on actual risk management population, buildings, disaster situations for lifeline utilities, and other high-level decisions for elements-at-risk response and management 127 | READY TO REBUILD: PLANNING GUIDE WORKBOOK SR3. GeoRiskPH Platform Features GeoRisk Philippines is a multi-agency initiative led by the Philippine Institute of Volcanology and Seismology (PHIVOLCS), funded by the Department of Science and Technology (DOST) and monitored by the Philippine Council for Industry, Energy, and Emerging Technology Research and Development (PCIEERD). GEOSPATIAL INFORMATION MANAGEMENT AND ANALYSIS PROJECT FOR HAZARDS AND RISK ASSESSMENT IN THE PHILIPPINES HAZARDHUNTERPH GEOMAPPERPH GEOANALYTICSPH MAP & FEATURE GEORISKPH GEORISKPH GEORISKPH GEORISKPH Generate quickly, initial Collect hazard and Generate summaries of Acquire up-to-date and hazard assessments in exposure information hazard and risk assessment accurate information your selected location for from the office or field and perform analysis and from mandated agencies seismic, volcanic, and to ensure accurate and visualization of exposure and with efficiency and ease hydrometeorological efficient updates in the elements at risk to hazards database system natural hazards READY TO REBUILD: PLANNING GUIDE WORKBOOK | 128 SR4. Other Fund Source Options To Finance Disaster Rehabilitation And Recovery FUND SOURCE LEGAL BASIS/ APPROVING ALLOWABLE MAXIMUM SHORT DESCRIPTION AUTHORITY PROJECTS AMOUNT CEILING 1. Local Disaster Risk RA 10121, NDRRM Act of LGUs As provided for in 30% of total fund Reduction and 2010 – DILG-MC 2012-73 and for QRF and 70% for Management Fund LGUs are mandated NDRRMC, DILG and prevention, mitigation, (LDRRMF) to allocate at least 5% DBM JMC 2013-1 response, and from regular income reconstruction PPAs sources to be set aside as the LDRRMF to support various disaster risk management activities 2. National Disaster RA 10121, NDRRM Act of President 30% for QRF; 30% of total fund Risk Reduction and 2010 – 70% for prevention, for QRF and 70% for Management Fund LGUs may access the mitigation, response, prevention, mitigation, (NDRRMF) NDRRMF subject to the and reconstruction response, and President’s approval, reconstruction PPAs in accordance with the favorable recommendation of the NDRRMC 3. Quick Response IRR of RA 10121 – Concerned Projects necessary Each response Fund of select Yearly allocation in Implementing for disaster response agency is allotted a Implementing the GAA Agency such as provision of specific amount for Agencies relief goods, livelihood QRF needs within the Funds are directly assistance, tents/ fiscal year (DA, DepEd, DOH, released to select temporary shelters DND-OCD, DPWH, implementing DSWD, NEA)* agencies considered as first responders *Implementing during disasters Agencies as indicated in the 2019 National Expenditure Program 129 | READY TO REBUILD: PLANNING GUIDE WORKBOOK SR4. Other Fund Source Options To Finance Disaster Rehabilitation And Recovery (continuation) FUND SOURCE LEGAL BASIS/ APPROVING ALLOWABLE MAXIMUM SHORT DESCRIPTION AUTHORITY PROJECTS AMOUNT CEILING 4. LDRRMF of other IRR of RA 8185, An Act Donor LGUs’ Discretion of recipient Discretion of donor LGUs Amending Section 324 Sanggunian LGU LGUs (d) of Republic Act No. Board 7160, otherwise known as the Local Government Code of 1991, allowing the use of local disaster funds as financial assistance for other disaster- affected LGU/s 5. Local Government RA 10964, 2018 GAA DBM Includes construction, Not specified Support Fund – Special Provision No.1; concreting, or Financial Assistance DBM Local Budget rehabilitation of select to LGUs (LGSF – FA) Circular No. 117 – infrastructures and insurance coverage for Financial subsidy LGU facilities against provided to LGUs to natural calamities, etc. support priority programs and projects of the LGU included in the LDIP 6. Local Government RA 10964, 2018 GAA and DILG Projects in the LDIP Determined based on Support Fund – DILG MC 2018-1 - limited to local equal share, fiscal Assistance to Financial subsidy access roads, local capacity, per-capita Municipalities provided to bridges, DRR share, and share for (LGSF – AM) municipalities to support equipment, good performance priority programs and evacuation center, projects of the LGU potable water included in the LDIP system, sanitation, and health facilities 7. Seal of Good Local RA 11292 - Incentive DILG Fund may be used To be determined by Governance (SGLG) given to high consistent with the the Council of Good Incentive Fund performing LGUs that policies governing the Local Governance meet the criteria utilization of: 20% IRA provided in the SGLG for local development Act projects; Annual Investment Program; and Local Development Investment Program READY TO REBUILD: PLANNING GUIDE WORKBOOK | 130 SR4. Other Fund Source Options To Finance Disaster Rehabilitation And Recovery (continuation) FUND SOURCE LEGAL BASIS/ APPROVING ALLOWABLE MAXIMUM SHORT DESCRIPTION AUTHORITY PROJECTS AMOUNT CEILING 8. KALAHI-CIDSS DSWD and WB DSWD Basic services Depends on an area NCDDP program which directly sub-projects, basic or LGU’s population, provides funds to access infrastructure, poverty incidence, community-identified community common and income service delivery and service facilities, classification development projects environmental protection, and conservation 9. People’s Survival RA 10174, People’s PSF Board Climate change No limit Fund (PSF) Survival Fund Law – upon adaptation projects LGUs can receive funds recommendation and disaster for DRR and CCA projects of CCC mitigation initiatives directly from the national government 10. Regular Agency RA 10121 – NDRRM Act Pending issuance of necessary guidelines Budget of 2010 All departments, bureaus, offices, and agencies of the government are authorized to use a portion of their appropriations to implement projects designed to address DRRM activities in accordance with the guidelines to be issued by NDRRMC in coordination with DBM 11. 20% Development RA 7160, Local LGU Rehabilitation of Fund (DF) Government Code; select infrastructure, DILG-DBM JMC No. 2017- purchase and 1, Updated guidelines development of on the appropriation land for relocation and utilization of the of disaster victims, 20% of the annual environment internal revenue management allotment (IRA) for projects development projects which include select rehabilitation projects 131 | READY TO REBUILD: PLANNING GUIDE WORKBOOK SR4. Other Fund Source Options To Finance Disaster Rehabilitation And Recovery (continuation) FUND SOURCE LEGAL BASIS/ APPROVING ALLOWABLE MAXIMUM SHORT DESCRIPTION AUTHORITY PROJECTS AMOUNT CEILING 12. Catastrophe- Upon the declaration of Through Various Varies on the project Deferred a State of National the DOF rehabilitation Draw-Down Calamity by the and recovery Option President, the projects as (Contingent government has an identified by donor Credit) option to draw upon agency/ies in this contingent credit. coordination with The proceeds will be government for budget support and government can in turn use to finance rehabilitation and recovery PPAs 13. Official Multilateral and Through Various rehabilitation Varies on the project Development bilateral aid agencies the DOF and recovery projects Assistance and other foreign as identified by donor governments provide agency/ies in financial assistance coordination with either in the form of government loans or grants to the national government or directly to the implementing agency or affected LGU 14. NGOs and NGOs and Private Concerned Various rehabilitation Discretion of donor Private Sector sector provide financial organization and recovery projects organization assistance through as identified by donor donations to the agency/ies in national government coordination with or directly to the government implementing agency or affected LGU or they implement projects in the affected areas READY TO REBUILD: PLANNING GUIDE WORKBOOK | 132 SR5. Monitoring and Evaluation Glossary of Terms in M&E Accountability Explaining decisions, actions or use of money to stakeholders. Activity A specific piece of work/ task carried out to achieve objectives. Assumption A condition that needs to be met if a project is to be successful. These may be external factors which cannot be controlled or which we chose not to control, for example climatic changes, price changes or government policies. Baseline Data used as reference with which future results can be compared. Beneficiaries Individuals, groups, or organizations, whether targeted or not, that benefit either directly or indirectly frorm the development intervention. Effectiveness A measure of the extent to which a project or programme is successful in achieving its objectives. Efficiency Making the best use of resources so that none is wasted. Evaluation The systematic and objective assessment of an ongoing or completed project, programme or policy, its design, implementation, and results. Goal The overall challenge or problem that the project or programme will contribute to resolving. It is generally beyond the project scope, the project or programme together with other efforts make a contribution to its achievements. Impact The positive and negative primary and secondary changes produced by an intervention, directly or indirectly, intended or unintended. Impact is realised in the long-term usually over 5 years. Indicators Quantitative and qualitative criteria that provides a simple and reliable means to measure achievement, to reflect the changes connected to an intervention or to help assess the performance of a development actor. Input The financial, human, and material resources needed to carry out activities. Monitoring Monitoring is a continuous process of collecting and analysing information to compare how well a project, programme, or policy is being implemented against expected results. Monitoring aims at providing managers and major stakeholders with regular feedback and early indications of progress or lack of thereof in the achievement of intended results. It generally involves collecting and analysing data on implementation processes, strategies and results, and recommending corrective measures. 133 | READY TO REBUILD: PLANNING GUIDE WORKBOOK SR5. Monitoring and Evaluation Glossary of Terms in M&E Objective Describes the challenge that the project or programme will resolve, stated in terms of results to be achieved. Outcomes The likely or achieved short-term and medium-term effects of an intervention’s outputs. The outcomes are results of objectives. Outputs What a project or programme actually produces, coming from completed activities. Purpose It is the specific change that the project or programme will make to contribute to the goal. Programme A group of related projects or services directed towards the attainment of specific (usually similar or related) objectives to which a coordinated approach is adopted. Project A planned undertaking designed to achieve certain specific objectives within a budget and within a specific period of time usually part of a programme. Stakeholders Agencies, organizations, groups or individuals who have a direct or indirect interest in the development of intervention or its evaluation. Sustainability The continuation of benefits from a development intervention after major development assistance has been completed. Terms of A document outlining what is expected of a person’s or an Reference organization’s piece of work. SOURCE: 2015, Disaster Recovery Toolkit, Tsunami Global Lessons Learned Project. www.adpc.net/tgllp/drt READY TO REBUILD: PLANNING GUIDE WORKBOOK | 134 RATIONALE FOR MONITORING AND EVALUATION (M&E) Monitoring and evaluating policies, projects and any other kind of intervention serves several purposes: • Keeping track of what is being done, checking whether progress is being made in line with pre-established objectives and – if necessary – proposing mid-course corrections or measures for improvement • Providing empirical evidence of the effectiveness of an intervention to legitimize it • Assessing the performance of different actors involved in an intervention and thus making them accountable to each other and the wider public • Drawing multi-sectoral patterns and linkages to better understand the inter-sectoral effects and ramifications • Drawing lessons from experience to continuously improve the relevance, effectiveness, efficiency, impact, and sustainability of work Participatory Monitoring and Evaluation: It is a process through which stakeholders at various levels engage in monitoring or evaluating a particular project, program or policy, share control over the content, the process and the results of the monitoring and evaluation activity, and engage in taking or identifying corrective actions. Participatory monitoring and evaluation focuses on the active engagement of primary stakeholders (World Bank). The Need for M&E in the Context of Recovery • Multiple sectors, players, approaches are all intertwined to facilitate the common goal of recovery. Crucial requirement of regular, relevant information for: - Effective and timely decision making, timely program adjustments - Ensuring the progress and effectiveness of the PPAs - Ensuring synergy by keeping all actors informed • Promotes transparency and accountability among all stakeholders (the affected communities, the public, the donors, the implementers, etc.) • Promotes learning and sharing 135 | READY TO REBUILD: PLANNING GUIDE WORKBOOK DEVELOPING AN M&E SYSTEM 1. M&E is intrinsically linked with the Recovery Policy and Framework and should be incorporated/ integrated right from the planning stage. 2. Need for data and information starts right from the early post-disaster days when data is required on humanitarian needs. Following this will be RDANA and the PDNA. 3. All of the above feed into the planning of the Recovery and Reconstruction Policy, strategies, and framework of action. 4. Most planning tools, especially in the development sector, like the Logical Framework Analysis (LFA), Goal Oriented Project Planning (GOPP), etc. have M&E built into the framework. For example: • Indicators are also required to be SMART (Specific, Measurable, Achievable, Relevant and Time bound). These indicators cannot/ should not be developed unilaterally but must be created with the total accordance of the main stakeholders in the particular activity/ program. • SMART indicators must be developed for inputs, activities, outputs, and outcomes. Although it is difficult to find quantitative indicators for outcomes and processes, appropriate surrogate proxy indicators will have to be applied. • The last related column is for Means of Verification (MoV) which specifies the source that can validate the claim (minutes book, official records, receipts etc.). 5. The additional information the M&E developers would require is: • Who should collect recovery information: e.g. government/ stakeholder responsible for the activity, its role/ participation? • When should it be collected: daily/ weekly/ monthly/ quarterly/ bi-annually/ annually? • How should it be collected, stored, analyzed, and disseminated: e.g. structured format/ unstructured narrative format/ FGDs, questionnaire/ survey/ key resource person interviews? 6. The next step is a stakeholder analysis to identify information requirements and periodicity of collection and reporting. 7. Once the data sources, data collection requirements, information requirements, and their periodicity is finalized, M&E developers will have a better idea of the quantum of data that needs to be collected, stored, analyzed, and disseminated. READY TO REBUILD: PLANNING GUIDE WORKBOOK | 136 8. Based on this, M&E developers can plan an M&E framework based on five basic questions: • What is to be monitored? • Who is to monitor it? • How is it to be monitored? • When is it to be monitored? • How is the data to be collated, updated, analyzed, and disseminated? 9. Based on this, M&E developers can plan an M&E framework based on five basic questions: • Is the project being completed on time? • Is the project within budget? • Are the outputs meeting specified standards? • Are propriety and integrity of the project being maintained? Hence, it is essential that there are necessary indicators to satisfactorily answer these questions. 10. Awareness Creation and Capacity Building on the M&E framework: this will promote effective utilization of data for planning. SOURCE: 2015, Disaster Recovery Toolkit, Tsunami Global Lessons Learned Project. www.adpc.net/tgllp/drt 137 | READY TO REBUILD: PLANNING GUIDE WORKBOOK A joint project of the National Disaster Risk Reduction and Management Council, Office of Civil Defense, and the World Bank With funding support from the Government of Japan and the Global Facility for Disaster Reduction and Recovery