Makati DRRM Plan 2019-2030

MAKATI DISASTER RISK REDUCTION AND MANAGEMENT PLAN 2019-2030
© Makati DRRM Office | 2

Makati Disaster Risk Reduction and Management Plan 2019-2030

© 2019 Makati Disaster Risk Reduction and Management Office
Makati City, Philippines 1200
Main Authors
EnP Ryan R. Tagle and EnP Liza Velle B. Ramos
Co-Authors
Irene Gapay, Queen Ivie Nonato, Justine Michaella Arela, Joelle Caroline Foronda,
Ruth Jeanne Aguas, Marry Margareth OIlado, Edgar Allan Reyes II, Ciara Althea Yee,
Christian Rieza, Joyce Anne Santos
Cover and Content Layout

Ciara Althea M. Yee
Joyce Anne H. Santos
Chief Editor
EnP Liza Velle B. Ramos
Disclaimer
The content of this document is attributed to the many individuals and agencies
(such as but not limited to the members of the Makati Disaster Risk Reduction and
Management Council, subject matter experts, and other stakeholders) involved in the
Program Review and Planning Workshops for Disaster Risk Reduction and
Management conducted annually from 2015-2019.
3 | © Makati DRRM Office

Table of Contents
Message from the Mayor ........................................................................................................................... 7
Message from the Vice Mayor .............................................................................................................. 8
Acronyms and Abbreviations ................................................................................................................9
Definition of Terms ....................................................................................................................................... 13
Executive Summary ..................................................................................................................................... 17
General City Profile ...................................................................................................................................... 21
Geographical Location and Characteristics ............................................................................. 21
Geographical Coordinates ................................................................................................................ 21
Land Area ...................................................................................................................................................... 21
Region ............................................................................................................................................................. 21
Boundaries ................................................................................................................................................... 21
Topography ................................................................................................................................................ 22
Hydrology .................................................................................................................................................... 22
Climate .......................................................................................................................................................... 22
Normal Temperature .......................................................................................................................... 22
Political Subdivision.................................................................................................................................. 23
Congressional Districts ...................................................................................................................... 23
Barangay Clusters ..................................................................................................................................24
Population ....................................................................................................................................................... 25
Local Population ..................................................................................................................................... 25
Population Density ............................................................................................................................... 25
Local Economy ............................................................................................................................................. 25
Major Types of Industries.................................................................................................................. 26
Cooperatives and Saver Centers ................................................................................................. 26
Enterprises .................................................................................................................................................. 27
Ecological Profile ........................................................................................................................................ 27
Environmental Policies and Ordinances ............................................................................... 29
Special Bodies ..........................................................................................................................................30
Institutional Arrangements ................................................................................................................... 31
City DRRM Council ..................................................................................................................................... 31
City DRRM Office ........................................................................................................................................34
Resilience Planning .................................................................................................................................... 35
Process Milestone ...................................................................................................................................... 35

Technical Planning Process and Integration of the International Agenda ...... 37

Risk Profile ......................................................................................................................................................... 39
EARTHQUAKE ............................................................................................................................................. 40
Worst-Case Earthquake Scenario ...............................................................................................45
ASHFALL .......................................................................................................................................................... 49
LANDSLIDE .................................................................................................................................................... 49
FIRE ....................................................................................................................................................................... 51
CHEMICAL, BIOLOGICAL, RADIOLOGIC, NUCLEAR, AND EXPLOSIVES ............. 53
FLOOD................................................................................................................................................................ 53
Worst-Case Flood Scenario ............................................................................................................. 55
PUBLIC HEALTH .......................................................................................................................................... 57
CLIMATE CHANGE ..................................................................................................................................... 59
Situational Analysis ..................................................................................................................................... 63
Infrastructure Sector ................................................................................................................................ 63
Environmental Services Sector......................................................................................................... 63
Social Development Services Sector ............................................................................................ 63
Protective Services Sector................................................................................................................... 64
Administrative and Finance Sectors ........................................................................................... 64
Economic Sector ........................................................................................................................................ 64
The Plan ................................................................................................................................................................ 83
Vision ................................................................................................................................................................... 83
Mission ............................................................................................................................................................... 83
Goals ................................................................................................................................................................... 84
Outcomes and Strategies .................................................................................................................... 85
Outcome 1 ................................................................................................................................................... 85
Outcome 2 ................................................................................................................................................. 88
Outcome 3 ................................................................................................................................................. 94
Outcome 4 ..................................................................................................................................................98
Outcome 5 ................................................................................................................................................ 102
Outcome 6 ................................................................................................................................................ 105
Outcome 7 ................................................................................................................................................. 112
Outcome 8 ................................................................................................................................................. 118
Outcome 9 ................................................................................................................................................ 125
Outcome 10 .............................................................................................................................................. 129
Priority Programs ..................................................................................................................................... 132

Implementation, Monitoring and Evaluation ...................................................................... 136

Other Plans of the City and Their Interrelation with the DRRM Plan .............. 138
ANNEX A: Makati DRRM Plan 2019-2030 Goals and Outcomes Linkage .............. 142
ANNEX B: Makati DRRM Plan 2019-2030 Outcomes and DRRM Thematic Area
Linkage................................................................................................................................................................. 143
ANNEX C: Makati DRRM Plan 2019-2030 Programs and Outcomes Linkage ...144
ANNEX D: City Ordinance No. 2019-A-015 .................................................................................... 145
ANNEX E: City Ordinance No. 2019-A-114…………………………………………………………………………149

Message from the Mayor

My warmest congratulations to the Makati
Disaster Risk Reduction and Management
(DRRM) Council for completing the enhanced
Makati DRRM Plan 2019-2030.
Our earnest commendation goes to you for

your constant and consistent drive to
upgrade the DRRM-related plans of Makati.
We are one in the vision of creating an
efficient and reliable plan that will safeguard
Makatizens from untoward incidents and
disasters.
With this fundamental document on hand, we have stepped up to the

challenge of building a safe and sustainable smart city for our constituents. It is
also noteworthy that your labor-intensive five-day planning activity has
threshed out and identified the mandates of various city development sectors.
Furthermore, international standards have been carefully integrated into the
plan, creating a holistic approach in DRRM.
We are proud that DRRM continues to be a binding force among us and has
transformed our perspective in planning for a disaster-proof and future-ready
Makati. May these accomplishments continue to be stepping stones in reaching
further milestones in governance.
Again, congratulations, mabuhay kayo!
HON. MAR-LEN ABIGAIL S. BINAY

City Mayor

Message from the Vice Mayor

It is with honor and pride that we present to
you Makati’s Disaster Risk Reduction and
Management (DRRM) Plan for the year 2019-
2030.
For many years, the city has developed

different versions of DRRM Plans to come up
with the most efficient and most effective
plan for Makatizens.
This year, we have put even more effort into

applying in-depth knowledge, methods, and
strategies to make the city more resilient and
disaster-ready.
As we move forward to our goal to become a smart city, it is the city’s

responsibility to keep the residents safe and to have proactive stance on
disasters. Our mission is to make sure that both Makati residents and non-
Makati residents who come to our city are kept sage.
The path to becoming a resilient Makati will not be easy, but with your help and
cooperation, we will overcome all the hurdles, and be able to build a solid
foundation for disaster resilience and, ultimately, sustainable development.
Again, we proudly present Makati’s DRRM Plan for 2019-2030.

Acronyms and Abbreviations

AIP Annual Investment Program
BFP Bureau of Fire Protection
BOD Biological Oxygen Demand
BPO Business Permit Office
CBD Commercial Business District

Chemical, Biological, Radiological, Nuclear, and
CBRNE
Explosive
CCA Climate Change Adaptation
CCC Climate Change Commission
CDP Comprehensive Development Plan
CLUP Comprehensive Land Use Plan
CSO Civil Society Organization
DepEd Department of Education
DEPW Department of Engineering and Public Works
DES Department of Environmental Services
DILG Department of Interior and Local Government
DO Dissolved Oxygen
DRIVE Disaster Resiliency Initiative for Vulnerable Enclaves
DRRM Disaster Risk Reduction and Management
DRRMC Disaster Risk Reduction and Management Council
DRRMO Disaster Risk Reduction and Management Office

DRRMH Disaster Risk Reduction and Management in Health
EEMO Economic Enterprise Management Office
EIA Environmental Impact Assessment
EMP Environmental Management Plan
EPC Environment Protection Council
EWS Early Warning System
GHG Greenhouse Gas
GMMA RAP Greater Metro Manila Area Risk Analysis Project
GSD General Services Department
HEMS Health Emergency Management System
HRDO Human Resource Development Office
ICRD Information and Community Relations Department
IEC Information, Education, and Communication
IMT Incident Management Team
IRD International Relations Department
KRA Key Results Area
LCCAP Local Climate Change Action Plan
Local Disaster Risk Reduction and Management

LDRRMC
Council
Local Disaster Risk Reduction and Management

LDRRMF
Fund
MAC Makati Action Center
© M a k a t i D R R M O f f i c e | 10
MCDO Makati Cooperative Development Office
MDM Management of the Dead and the Missing
MHD Makati Health Department
MHPSS Mental Health and Psychosocial Support Services
MSME Micro, Small, and Medium Enterprises
MSWD Makati Social Welfare Department
MUNTIPARLASPIZAP Muntinlupa – Parañaque – Las Piñas - Zapote
NGO Non-governmental Organization

OBO Office of the Building Official
OCD Office of Civil Defense
OsMak Ospital ng Makati
Philippine Atmospheric, Geophysical and

PAGASA
Astronomical Services Administration
PAMARISAN Pasig – Marikina – San Juan – Quezon City - Makati

PDNA Post Disaster Needs Assessment
PESO Public Employment Service Office
PFZ Philippine Fault Zone
PNP Philippine National Police
PRECIS Providing Regional Climates for Impact Studies
PRPW Program Review and Planning Workshop
PRUMS Pasig River Unified Monitoring System

PSD Public Safety Department
PWD Persons with Disability
11 | © M a k a t i D R R M O f f i c e
R.A. Republic Act

RCM Regional Climate Model
RDANA Rapid Damage Assessment and Needs Analysis
SFDRR Sendai Framework for Disaster Risk Reduction
UDD Urban Development Department
UMak University of Makati
VSD Veterinary Services Department
WASH Water, Sanitation and Hygiene
WVF West Valley Fault
Definition of Terms1
a. "Adaptation" - the adjustment in natural or human systems in response
to actual or expected climatic stimuli or their effects, which moderates harm or
exploits beneficial opportunities.
b. "Civil Society Organizations" Or "CSOs" - non-state actors whose aims
are neither to generate profits nor to seek governing power. CSOs unite people
to advance shared goals and interests. They have a presence in public life,
expressing the interests and values of their members or others, and are based
on ethical, cultural, scientific, religious or philanthropic considerations. CSOs
include nongovernment organizations (NGOs), professional associations,
foundations, independent research institutes, community-based organizations
(CBOs), faith-based organizations, people's organization, social movements, and
labor unions.
c. "Climate Change" - a change in climate that can' be identified by changes
in the mean and/or variability of its properties and that persists for an extended
period typically decades or longer, whether due to natural variability or as a
result of human activity.
d. "Contingency Planning" - a management process that analyzes specific
potential events or emerging situations that might threaten society or the
environment and establishes arrangements in advance to enable timely,
effective and appropriate responses to such events and situations.
e. "Disaster" - a serious disruption of the functioning of a community or a
society involving widespread human, material, economic or environmental
losses and impacts, which exceeds the ability of the affected community or
society to cope using its own resources.
f. "Disaster Mitigation" - the lessening or limitation of the adverse impacts
of hazards and related disasters. Mitigation measures encompass engineering
1 Sourced from Republic Act No. 10121 or the Philippine DRRM Act of 2010
techniques and hazard-resistant construction as well as improved

environmental policies and public awareness.
g. "Disaster Preparedness" - the knowledge and capacities developed by
governments, professional response and recovery organizations, communities
and individuals to effectively anticipate, respond to, and recover from, the
Impacts of likely, imminent or current hazard events or conditions.
Preparedness action is carried out within the context of disaster risk reduction
and management and aims to build the capacities needed to efficiently
manage all types of emergencies and achieve orderly transitions from response
to sustained recovery. Preparedness is based on a sound analysis of disaster risk
and good linkages with early warning systems, and includes such activities as
contingency planning, stockpiling of equipment and supplies, the development
of arrangements for coordination, evacuation and public information, and
associated training and field exercises. These must be supported by formal
institutional, legal and budgetary capacities.
h. "Disaster Prevention" - the outright avoidance of adverse impacts of
hazards and related disasters. It expresses the concept and intention to
completely avoid potential adverse impacts through action taken in advance
such as construction of dams or embankments that eliminate flood risks, land-
use regulations that do not permit any settlement in high-risk areas, and
seismic engineering designs that ensure the survival and function of a critical
building in any likely earthquake.
i. "Disaster Response" - the provision of emergency services and public
assistance 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. Disaster response is predominantly focused on immediate
and short-term needs and is sometimes called "disaster relief”.
j. "Disaster Risk" - the potential disaster losses in lives, health status,
livelihood, assets and services, which could occur to a particular community or
a society over some specified future time period.
k. "Disaster Risk Reduction" - the concept and practice of reducing disaster

risks through systematic efforts to analyze and manage the causal factors of
disasters, including through reduced exposures to hazards, lessened
vulnerability of people and property, wise management of land and the
environment, and improved preparedness for adverse events.
l. "Disaster Risk Reduction and Management" – the systematic process of
using administrative directives, organizations, and operational skills and
capacities to implement strategies, policies and improved coping capacities in
order to lessen the adverse impacts of hazards and the possibility of disaster.
Prospective disaster risk reduction and management refers to risk reduction
and management activities that address and seek to avoid the development of
new or increased disaster risks, especially if risk reduction policies are not put in
place.
m. "Early Warning System" - the set of capacities needed to generate and
disseminate timely and meaningful warning information to enable individuals,
communities and organizations threatened by a hazard to prepare and to act
appropriately and in sufficient time to reduce the possibility of harm or loss. A
people-centered early warning system necessarily comprises four (4) key
elements: knowledge of the risks; monitoring, analysis and forecasting of the
hazards; communication or dissemination of alerts and warnings; and local
capabilities to respond to the warming received. The expression "end-to-end
warning system" is also used to emphasize that warning systems need to span
all steps from hazard detection to community response.
n. “Mitigation" - structural and non-structural measures undertaken to limit
the adverse impact of natural hazards, environmental degradation, and
technological hazards and to ensure the ability of at-risk communities to
address vulnerabilities aimed at minimizing the impact of disasters. Such
measures include, but are not limited to, hazard-resistant construction and
engineering works, the formulation and implementation of plans, programs,
projects and activities, awareness raising, knowledge management, policies on
land-use and resource management, as well as the enforcement of
comprehensive land-use planning, building and safety standards, and

legislation.
o. "Private Sector" - the key actor in the realm of the economy where the
central social concern and process are the mutually beneficial production and
distribution of goods and services to meet the physical needs of human beings.
The private sector comprises private corporations, households and nonprofit
institutions serving households.
p. "Rehabilitation" - measures that ensure the ability of affected
communities/areas to restore their normal level of functioning by rebuilding
livelihood and damaged infrastructures and increasing the communities'
organizational capacity. ff. "Resilience" - the ability of a system, community or
society exposed to hazards to resist, absorb, accommodate and recover from
the effects of a hazard in a timely and efficient manner, including through the
preservation and restoration of its essential basic structures and functions. gg.
"Response" - any concerted effort by two (2) or more agencies, public or private,
to provide assistance or intervention during or immediately after a disaster to
meet the life preservation and basic subsistence needs of those people affected
and in the restoration of essential public activities and facilities.
q. "Risk Assessment" - a methodology to determine the nature and extent
of risk by analyzing potential hazards and evaluating existing conditions of
vulnerability that together could potentially harm exposed people, property,
services, livelihood and the environment on which they depend. Risk
assessments with associated risk mapping which include: a review of the
technical characteristics of hazards such as their location, intensity, frequency
and probability; the analysis of exposure and vulnerability including the
physical, social, health, economic and environmental dimensions; and the
evaluation of the effectiveness of prevailing and alternative coping capacities in
respect to likely risk scenarios.
Executive Summary
The enhancement of the Makati DRRM Plan is a response to one of the
mandated functions of the Local Disaster Risk Reduction and Management
(DRRM) Council under Republic Act No. 10121 or the Philippine DRRM Act of 2010,
which is to regularly review and develop the local DRRM plan consistent with
other national and local planning programs. In this case, the enhanced Makati
DRRM Plan also integrated and localized the international DRRM framework
which is the Sendai Framework for Disaster Risk Reduction (SFDRR).
Risk assessment and situational analysis to include analysis of the most

vulnerable sectors were conducted to identify the status of DRRM in Makati and
the issues and gaps that need to be addressed. The analysis made use of the
same sectors used in the city’s other development plans namely: Social,
Infrastructure, Environment, Protective, Economic, Administrative, and Finance,
to make sure that DRRM is mainstreamed in all sectors and the city plans are
aligned. The Problem and Objective Trees were utilized to further analyze the
root causes of the potential adverse impacts of disasters and how to address
them, while the Logical Framework Approach was applied to determine the
plan’s Goals, Outcomes, Outputs or Key Result Areas (KRA), and their respective
measurable indicators.
The goals of the enhanced Makati DRRM Plan, which are anchored on the
SFDRR Global Targets, are as follows:
Goal 1: Reduce disaster-related mortality including injury,

Goal 2: Minimize the number of affected people,
Goal 3: Reduce disaster economic loss; and
Goal 4: Minimize damage to infrastructure and disruption of basic services.
To achieve these goals 10 Outcomes with their corresponding Outputs or Key

Result Areas were identified (Refer to the table below). These also encompass
the four thematic areas of DRRM: Prevention and Mitigation, Preparedness,
Response, and Recovery and Rehabilitation and ensure cross-cutting strategies
such as gender responsiveness, capacity building, multi-stakeholder or
participatory approach, among others.
Outcomes Outputs/Key Result Areas

Outcome 1. Increased Ensured structural stability of infrastructure and
disaster-resilience of lifeline/critical facilities.
structures and critical Decreased number of structures exposed to
services 2. Managed and
Outcome hazards.
DRRM and CCA mainstreamed in environmental
restored quality of natural policies and plans
ecosystems Green cover sustained and/or enriched
Waterways cleared of pollutants pre and post-
disasters
Strengthened air quality monitoring and
regulation
Properly managed wastes and debris pre and post-
disasters
Outcome 3. Increased Communities are provided with DRRM education
disaster preparedness of the Communities are equipped with necessary skills
communities and resources to cope with the impacts of
Outcome 4. People are able Strengthened
disasters Early Warning System (EWS)
to timely evacuate to safe Increased awareness on evacuation
areas Comprehensive evacuation plans formulated and
implemented
Outcome 5. Affected
Temporary shelters established
population provided with
temporary and transitional
shelter Transitional shelters established
Outcome 6. Timely response Response plans and protocols formulated and

provided tested
Established incident and disaster management
organization
Prompt assessment of damage and needs at all
levels
Strengthened communication and reporting
system
Response supplies and equipment available
Fully equipped response teams established
Outcome 7. Significantly Sufficient clean and potable water provided
reduced health risks Mental and Psychological illness prevented
Properly managed dead bodies and missing
persons
Incidence of hunger and malnutrition prevented
Disaster-resilient health facilities
Disease outbreak prevented
Outcomes Outputs/Key Result Areas

Outcome 8. Continuous Updated comprehensive hazard and risk data and
government services information available
provided Government data, files and records available
before, during and after disasters
Increased DRR and CCA capacity of city employees
City government human resource available for
continuity of services
Human resource surge capacity available
Mechanisms for the continuity of government
services established
Outcome 9. Disaster- Post-disaster damage and needs information
damaged assets and available
resources restored or Mechanisms and strategies for recovery and
reconstructed using the build rehabilitation established
back better principle Communities have access to risk financing and risk
insurance
Outcome 10. Economic Ensured continuous business operations
activities immediately
Minimized loss of livelihood
restored
Based on the Outcomes and Outputs/Key Result Areas identified in this plan,
priority programs were formulated accordingly. The risk assessment shall be the
basis for the implementation of the said programs in terms of target location,
beneficiaries, quantity and other specifications.
1. Risk Information Services Program

2. Disaster-Resilient Infrastructure Program
3. Environmental Resilience Program
4. DRRM Education Program
5. DRRM Community Organization, Participation
and Empowerment Program
6. Emergency and Disaster Shelter Program
7. Incident and Disaster Management Program
8. Health and Disaster Program
9. Disaster Recovery Program
10. Socio-Economic Resilience Program
11. DRRM Organizational Enhancement Program
The Makati DRRM Plan 2019-2030 will be the primary basis for the formulation
of the Annual Investment Program (AIP) for the local DRRM fund and can serve
as reference for other DRRM-related initiatives to be charged against sources.
To monitor this plan, the existing monitoring tools will be utilized such as the
Quarterly Outcome Monitoring Report and Annual Accomplishment Report.
The Quarterly Regular DRRMC Meetings and the Annual Program Review and
Planning Workshop (PRPW) for DRRM will serve as venues for monitoring and
evaluation.
The Makati DRRM Office, as the secretariat of the DRRM Council and mandated
under RA 10121, will lead the monitoring of the plan implementation. Sectoral
monitoring will also be conducted. A results-based monitoring and evaluation
framework was developed for this purpose. The Disaster Resilience Scorecard
and other Making Cities Resilient tools, developed by the United Nations Office
for Disaster Risk Reduction, shall likewise be used, as applicable.
CHAPTER 1
General City Profile

Geographical Location and Characteristics2
Geographical
Coordinates
120 011’ latitude north
140 331’ longitude east
Land Area
27.36 square kilometers or
2,736 hectares
Region
National Capital Region
Boundaries
North: Pasig River facing the
City of Mandaluyong
Northwest: City of Manila
East: Municipality of Pateros
Southeast: City of Taguig
Map 1: Makati City Location Map
South and Southwest: City of
Pasay
2
Makati City Comprehensive Land Use Plan 2013-2023
Topography
Smooth topographic surface with elevation ranging from 0 to 42 meters above
sea level. Makati is almost flat on all areas. About 75 percent of its land area has
a slope of 0-3 percent or about 0 to 6-degree angle.
Hydrology
Has sixteen (16) creeks and rivers (see Figure 2)
Map 2: Makati Waterways
Climate
Type 1 Category which has 2 pronounced seasons, considerably wet from May to
October and relatively dry and cool from November to April.
Normal Temperature
27.8104 degrees Celsius
Political Subdivision
Congressional Districts Barangays
Two (2) Thirty Three (33)
Barangay Land Area (in sqm) % Share
District 1
Bangkal 875,900 3.20%
Bel-Air 1,712,100 6.30%
Carmona 352,900 1.30%
Dasmarinas 1,903,300 7.00%
Forbes Park 2,500,000 9.10%
Kasilawan 94,600 0.30%
La Paz 247,800 0.90%
Magallanes 1,199,500 4.40%
Olympia 456,500 1.70%
Palanan 649,900 2.40%
Pio del Pilar 880,900 3.20%
Poblacion 1,034,200 3.80%
San Antonio 895,800 3.30%
San Isidro 482,900 1.80%
San Lorenzo 1,734,100 6.30%
Singkamas 129,300 0.50%
Sta. Cruz 473,000 1.70%
Tejeros 283,200 1.00%
Urdaneta 739,900 2.70%
Valenzuela 251,400 0.90%
District 2
Cembo 426,700 1.60%
Comembo 309,000 1.10%
East Rembo 481,100 1.80%
Guadalupe Nuevo 570,400 2.10%
Guadalupe Viejo 540,400 2.00%
Pembo 639,800 2.30%
Rizal 594,700 2.20%
Pinagkaisahan 160,300 0.60%
Pitogo 195,500 0.70%
Post Proper Northside 2,367,000 8.70%
Post Proper Southside 3,412,000 12.50%
South Cembo 200,000 0.70%
West Rembo 552,500 2.00%
Barangay Clusters
Six (6) Clusters
The clustering of neighboring barangays is a strategy which supports the

implementation of common projects to ensure more effective utilization of
assets and resources. This also aims to foster cooperation within each cluster
such that if one member finds itself in a precarious situation or faced with an
emergency it finds difficult to resolve on its own, the other members can
provide necessary assistance through provision of manpower, equipment or
mobile assets. See Map 3 below.
Map 3: Barangay Clustering
Population
Local Population Daytime Population
582,6023 3.2-4.2 million
Population Density Population Growth

Rate
27,101 per sq.kms. 1.85
Makati’s population drastically swells during daytime due to the influx of

people who are going to the city for work and leisure.
Local Economy
Makati is the country’s premiere business district as it has the largest
concentration of commercial and business activities in the Philippines; and is
the country’s primary link to international finance and global economy (CLUP,
2013-2023).
As the center for financial industry in the country, Makati’s strongest suit is its
digitalization and liquid cash flows that branch out country-wide and
internationally. With digitalization, the chain of financial operations in Makati is
diverging throughout the country, and thus serve as a great driver of economic
activity not only in the City itself but to the Metro Manila region and other areas
of the country.
TYPE OF ECONOMIC # of ECON

PERCENTAGE
ACTIVITIES ACTIVITIES
Wholesale/Retail 22,435 27%
Services 28,978 35%
Real Estate 12,549 15%
Convenient Stores,
Restaurants, and Amusement 8,537 10%
Places
Banks and Finance 4,926 6%
Export and Import 3,939 5%
Manufacturing 1,530 2%
Special Business Permits 459 0.55%
Table 1: Economic Activities in Makati
3
2015 Census (Philippine Statistics Authority)
Major Types of Industries

Major employers in the City are business process outsourcing companies, real
estate companies, importing companies and information technology services.
From 2018, a total of 408,910 individuals compose the labor force of the City’s
formal economy.
NO. OF
TYPE OF ENTERPRISE
EMPLOYEES
Import- non essential 13,150
Business Process Outsourcing 6,206
Information Technology Services 3,197
Real Estate-Lessor Company 2,406
Table 2: Major Types of Industries in Makati
Cooperatives and Saver Centers

Cooperatives and savers centers are outcomes of the development of
community-based entrepreneurship. These cooperatives are mostly located in
the Central Business District (CBD) (Makati Atlas, 2nd Edition).
NO. OF COOPERATIVES AND

PARTICULARS
SAVER CENTERS
Cooperatives 239
Community Saver Centers 9
Table 3: Cooperatives and Saver Centers in Makati
Enterprises
With its reach, Makati is a driving force for development in the Philippines.
However, despite the presence of large financial companies in the City, Micro,
Small and Medium Enterprises (MSMEs) are still the City’s source of growth.
Looking closely, MSME makes up 91% of all enterprises in the City.
No. of
Category Percent
Enterprises
Large 302 0.9%
Medium 967 2.9%
Small 3,877 11.7%
Micro 24,173 66.8%
Table 4: Enterprises in Makati
MSMEs are considered relatively resource-constrained and hence, less resilient.

With Microenterprises making up almost two-thirds of the enterprises in the
City, their vulnerability can cause major economic losses in the City.
Ecological Profile
As a highly urbanized city, Makati has limited natural ecosystems – green spaces
and waterways.
Currently, Makati has 16 waterways classified as Class C where in Pasig River

spans the north boundary, while creek traverses through Guadalupe Viejo,
Pitogo and Pinagkaisahan. Another creek passes through barangays Bangkal,
San Lorenzo, Bel-Air, Urdaneta and Forbes Park. As with any water bodies,
waterways within Makati’s jurisdiction have been important for both
transportation of goods and services as well as access for draining floodwaters
which eventually drain to the Manila Bay.4 These waterways are part of the
transboundary agreement such as: Pasig River Unified Monitoring System
(PRUMS) and PAMARISAN – MUNTIPARLASPIZAP Liquid Cluster.
4
Makati Waterways Master Plan (2013-2020)
A total of 1,427,676 sq. m. of public and private open spaces with green cover.
These predominant green areas in Makati are in the following: Circuit Makati in
Carmona, Manila Golf Club and residential areas in Forbes Park, Manila South
Cemetery in Sta. Cruz, residential areas in the disputed barangays of Post-
proper Northside and Post-proper Southside, and parks along the stretch of J.P.
Rizal Ave.5
Healthy natural ecosystems will serve as buffer for impacts of disasters and
climate change, and serve as foundation to avoid trigger of impact chain to
other sectors especially on social sector that may impact exposure of vulnerable
population to health risks (e.g. communicable diseases and toxic and hazardous
exposure). Hence, improved and maintained air and water quality will only be
achieved when there are harmonized efforts on conduct of climate and disaster
risk assessments, proper waste management, management and avoidance of
water and air pollution sources, increasing green cover in the city, and
improvement of protective infrastructure (green and blue infrastructure) to
attain City’s vision of sustainable, livable, and resilient environment.
Makati has formulated and adopted the primary environmental plan of the City,
identified as the Comprehensive Land Use Plan 2013-2023. Secondary
environmental plans were identified as the following: Environmental
Management Plan (2006-2010), Local Climate Change Action Plan (2015-2023),
10-year Solid Waste Management Plan (2014-2023), Makati Waterways
Management Plan (2013-2020), Draft Greenhouse Gas (GHG) Management Plan,
and Draft Greening Master Plan.
Makati is known to have mainstreamed DRR-CCA through the formulation of

its Makati Risk-Sensitive CLUP which was recognized by HLURB as the first Risk-
Sensitive Land Use Plan in the country. It mainstreams DRR and CCA with a
dedicated section that manifests the City’s thrust in promoting disaster
resiliency. The City CLUP as the City’s physical framework plan translates the
physical development goals, objectives and corresponding land use strategies
of the City to provide the direction to achieve the City’s development vision. As
its implementing legislative framework, Zoning Ordinance (ZO) is being
implemented.
5
This is based on mapping and inventoried open spaces with green cover both public and private parks through Geographic
Information System (GIS) by Urban Development Department (UDD). 2014.
Map 4: Waterways in Makati
Environmental Policies and Ordinances

Makati’s environmental programs and policies are ensured to be founded on
national and sub-national government policies, plans, programs and projects
and to be integrated to different policies for mainstreaming DRR and CCA. As
stated in the Republic Act No. 9279, Similarly, systematic integration of climate
change concept in various phases of policy formulation. In the same way, the
Philippine Congress passed Republic Act No. 10121 (R.A. 10121) or the “Philippine
Disaster Risk Reduction and Management Act of 2010” emphasizes that it is the
duty of the state to “mainstream disaster risk reduction and climate change in
development processes such as policy formulation particularly in the area of
environment, agriculture, water, energy, health, education, poverty reduction,
land use and urban planning, and public infrastructure and housing, among
others.”
These environmental policies are created to corroborate the City’s prevention

and mitigation initiatives. Makati has passed and implemented several
ordinances to protect its environment which were guided by the Presidential
Decree No. 1152 or the Philippine Environmental Code. Existing City ordinances
and policies are the following: Air Quality Management, Water Quality
Management, Land Use Management, Flood Control and Natural Calamities,
Natural Resources Management and Conservation, Conservation and
Utilization of Surface Ground Waters, Waste Management and Liquid Waste
Disposal.
Special Bodies
Special bodies were formulated in order to establish significant policies and to
make certain of its applicability in the implementation, monitoring and
enhancement of these policies and ordinances, thus, environmental protection
– related plans under the Department of Environmental Services (DES). These
include the Makati City Solid Waste Management Board as mandated by RA
9003 created through Executive Order No. 001 series of 2005; Makati City
Environmental Protection Council (EPC) created through Executive Order No.
003 series of 2006; Taskforce Makati Waterways was established to steer its
compliance to the Supreme Court ruling (General Rule No. 171947-48) through
the Executive Order No. 2012-009; and Climate Change Committee under the
EPC.
These legal and institutional arrangements for environmental management are

considered in this DRRM Plan, as these are vital in achieving the plan’s mission
and vision.
CHAPTER 2
Institutional Arrangements
City DRRM Council
Republic Act No. 10121 or the Philippine Disaster Risk Reduction and
Management Act of 2010 provided for the mechanism for risk governance.
Section 11 of RA 10121 states that the various local Disaster Coordinating Councils
shall be reorganized into Disaster Risk Reduction and Management Councils
(DRRMCs) and providing for its composition and functions. It also mandates the
establishment of a local DRRM Office.
Accordingly, in 2012, Executive Order No. 003 was issued reorganizing the
Makati City Disaster Coordinating Council (MCDCC) to Makati Disaster Risk
Reduction and Management Council (Makati DRRMC) pursuant to the RA 10121’s
objective to espouse a holistic and proactive approach in DRRM. In 2016, the
composition of the DRRMC was amended upon the issuance of Executive No.
03, with the inclusion of the Honorable Vice Mayor and the City Legal Officer as
members.
The City of Makati recognizes the significant role of the economic sector for
achieving the DRRM goals; hence, in 2017, through Executive Order No. 18,
significant changes in the composition of the DRRMC were made including the
addition of offices and/or departments from the Economic Sector namely the
Business Permit Office (BPO), Economic Enterprise Management Office
(EEMO), and the Makati Cooperative Development Office (MCDO). Also, the City
Vice Mayor was designated as Co-Vice Chairperson.
In 2018, the Sangguniang Kabataan was added as member of the DRRMC

Council through Executive Order No. 27, series of 2018.
Depending on the functionality, the Makati DRRM Council may be structured in

two ways – per thematic area or sectoral. Organizational structure per thematic
area is in Figure 1, while the sectoral organizational structure (which follows the
city development sectors found in Figure 1. Makati DRRM Council per thematic
area).
Figure 1: Makati DRRM Council, per Thematic Area
Figure 2: Makati DRRM Council, per Sector
City DRRM Office

In accordance with Section 12 of RA 10121, the City created its DRRM Office
through Executive Order No. 2012-037. It is composed of three (3) divisions
namely Administrative and Training; Research and Planning; and Operations
and Warning. Makati is a pioneer in having permanent plantilla positions for
DRRM Office personnel duly approved by the Civil Service Commission (CSC)
and the Department of Budget Management (DBM).
It has a total of 224 plantilla positions, complemented by a number of

contractual, casual, and job order positions.
DRRM Officer
Administrative and Research and Operations and

Training Division Planning Division Warning Division
Information &
Administrative Research Planning Search &
Training Section Warning
Section Section Section Rescue Section
Section
Figure 3: Makati DRRM Office Organizational Structure
CHAPTER 3
Resilience Planning
Process Milestone
A series of activities were conducted for the formulation of the Makati DRRM
Plan 2019-2030 integrating SFDRR.
During the Makati DRRM Council’s 2015 Annual Program Review and Planning
Workshop, resource persons from national government agencies namely the
Office of Civil Defense (OCD), Department of Interior and Local Government
(DILG) and Climate Change Commission (CCC) were invited to provide an
orientation on SFDRR to the members of the Council and facilitated its initial
integration to the City’s DRRM Plan through matching of SFDRR national and
local strategies to the current Makati DRRM strategies.
Photo 1: 2015 PRPW for DRRM with Atty. Pauline Caspellan, OCD
The 2016 PRPW is dedicated for the mid- term review of the DRRM Plan wherein
the DRRM Council members tracked the City’s DRRM accomplishment.
Likewise, members of the DRRM Council identified the gaps and challenges in
implementing programs, projects and activities.
Photo 2: 2016 PRPW for DRRM with Ryan Tagle, DRRMO
In 2017, the initial draft of the Makati DRRM Plan 2019-2030 was further
enhanced. The sectoral approach in resilience planning was introduced. A
deeper analysis (sectoral) of the root causes of the potential adverse impacts of
disasters and identification of solutions to address them were conducted. Also,
the DRRM Council members were oriented on developing a localized resilience
indicator by Dr. Candido Cabrido, a former dean of the School of Urban and
Regional Planning of the University of the Philippines.
Photo 3: 2017 PRPW for DRRM with Dr. Candido Cabrido, Consultant
In 2018 the DRRM Plan outcomes, outputs and strategies/activities and their
respective indicators were further polished. A monitoring and evaluation tool
were also formulated with the guidance of to Ms. Susan Rachel Jose, a
monitoring and evaluation expert.
Photo 4: 2018 PRPW for DRRM
Lastly, in 2019 review and evaluation of the Makati DRRM Plan (2019-2030) were
conducted by tracking the 2019 sectoral accomplishments. This leads to the
finalization of the Monitoring and Evaluation matrix and mechanisms of the
Makati DRRM Plan. Priority projects for 2021 were also identified and prioritized.
Photo 5: 2019 PRPW for DRRM
The whole process of reviewing and finalizing this DRRM Plan took four (4) years.
In every year, a new planning tool was introduced. This 4-year planning was
done not only for updating the DRRM Plan of the city, but also to capacitate the
DRRM Council members and DRRM Office personnel to better plan for the city’s
resilience.
Technical Planning Process and Integration of

the International Agenda
In crafting the Makati DRRM Plan 2019 – 2030, the determination of the desired
state of the general effects of disasters or the DRRMP goals were adapted from
the SFDRR Global Targets:
Targets 1 to 4: Reduced disaster mortality, Reduced number of affected
people, Reduced damage to critical infrastructure and disruption to basic
services, and Reduced direct disaster economic loss;
Target 6: Enhancing international cooperation; and
Target 7: Increasing the availability and access to multi-hazard EWS and
risk information were identified strategies for some of the identified
outputs.
While Makati with its local DRRM plan contributes to:
Target 5: Increasing the number of countries with national and local
disaster risk reduction strategies.
Sectoral analysis of the causes of these general effects was conducted across
the existing development sectors of the City namely: Administrative, Finance,
Economic, Infrastructure, Environment, Social, and Protective. This is one
strategy in ensuring the mainstreaming of DRRM in all sectors and to show how
each sector relates to each other. In doing so, the risk assessment (hazards,
exposure, vulnerabilities and capacities), in which the DRRM accomplishments
from 2013 to 2018 were utilized as input to determine their current state, were
considered.
The accomplishments were based on the existing DRRM Plan which is

anchored on the National DRRM Plan. Likewise, the UNISDR Making Cities
Resilient Disaster Resilience Scorecard was used in tracking the City’s progress
in DRR. These plans were also utilized as reference on developing localized
resilience indicators.
Using the sectoral analysis together with the identified SFDRR national and
local strategies and the existing Makati DRRM Plan 2013-2019, new sets of
outcomes, outputs and strategies/activities were formulated.
Figure 4: Alignment of International and National DRRM Frameworks with Makati DRRM Plan
Likewise, during the formulation of the new sets or enhanced outcomes,

outputs and strategies/activities the SFDRR national and local strategies and
the existing DRRM plan were integrated to still ensure alignment with national
and international frameworks.
A desk review of other international frameworks such as the Sustainable

Development Goals (SDG) COP 21 and the New Urban Agenda was conducted
to check the applicability of their identified strategies with Makati’s situation
and context. These were then considered in the formulation of the strategies.
CHAPTER 4
Risk Profile
Greater Metro Manila Area Risk Analysis Project (GMMA RAP) conducted by
Collective Strengthening of Community Awareness for Natural Disasters
(CSCAND) Agencies has disseminated maps and data/results on total floor area
damaged/collapsed, estimated economic loss, and estimated number of
fatalities/injuries per barangay to different Local Government Units (LGUs) of
Metro Manila. This has been utilized by the City for its risk assessments and
formulation of plans, programs and projects.
Further studies were conducted in the succeeding years to continuously

enhance the City’s understanding of its own risk:
Makati Atlas
The Makati Atlas contains the City’s information on the elements-at-risk or
elements or exposed to different hazards. These include population, buildings,
public facilities, informal settlements, roads bridges and railroads.
Rapid Earthquake Damage Assessment System (REDAS)

This involves survey of every structure in a barangay to determine its
vulnerabilities in terms of building usage, roof and wall, floor and façade, and its
building structural system. To create the Building Exposure Database, the City
Government of Makati conducts survey in five (5) barangays, i.e. Urdaneta (Pure
Residential Village), Pio del Pilar (Mixed Land Use District 1), San Lorenzo
(Commercial Land Use), Guadalupe Nuevo (Mixed Land Use District 2) and
Pembo (Residential) to represent all the land use classification in the City.
Climate and Disaster Risk Assessment

The City developed localized indicators for the Barangay-level and Urban-based
Climate and Disaster Risk Assessment based on the prescribed CDRA indicators
of the Housing and Land Use Regulatory Board. Using primarily the context of
one barangay, i.e. Barangay Pembo, and was participated by other barangays,
the localized CDRA indicators of Makati was established.
Barangay DRRM Plan Enhancement

Another initiative is the use of community risk knowledge. All 33 barangays of
the City underwent capacity building for Barangay DRRM Plan enhancement,
wherein risk data were derived for producing risk-informed, needs-based
Barangay DRRM Plans.
Hazards in Makati
Makati, due to its geographical location and characteristics, is exposed to several
natural hazards, such as earthquake and typhoon. Likewise, the many economic
facilities and activities, and the complexity of the urban setup as a whole make
the city prone to human-induced hazards.
EARTHQUAKE
Fault Transecting in Makati: West Valley Fault (WVF)
Length of Fault: 3.63 meters
Barangays Transected by Comembo, East Rembo, Pembo, Rizal,
WVF6: Post Proper Southside, West Rembo
No. of Structures in WVF
288
Zone:
Philippine Fault, Casiguran Fault, Central
Other Major Faults/Trenches Mindoro Fault, Central Marinduque Fault,
near Metro Manila: Aglubang Fault, Lubang Fault, East
Zambales Fault, Iba Fault, Manila Trench
Ground Shaking
Ground shaking is the direct result of an earthquake. A worst-case scenario
earthquake will produce an Intensity VIII ground shaking in the whole of the
City with its periphery to experience a slightly stronger ground shaking due to
its relatively less compact soil type. Refer to Map 5.
Ground Rupture
Ground rupture or deformation on the ground is also likely to happen along the
barangays transected by the WVF. Refer to Map 6.
Liquefaction
Soil liquefaction occurs when loose sand and silt that is saturated with water
behave like a liquid when shaken by an earthquake. Some of its effects include
structural tilting and damage to utilities, light structures that are buried in the
ground such as pipelines and sewers can float to the surface, and sand-laden
water can be ejected from a buried liquefied layer and erupt at the surface. Out
of the 33 barangays of Makati, 25 are susceptible to liquefaction due to their
proximity to different bodies of water. Refer to Map 7.
6
Barangay Comembo, East Rembo, Pembo and Rizal is transected by WVF based on the West Valley Fault Atlas produced by
PHIVOLCS. WVF is also passing through Brgy. Post Proper Southside however it is a disputed territory while the fault in Brgy. West
Rembo needs further validation as the GMMA RAP study and the PHIVOLCS WVF Atlas showed a gap.
Map 5: Ground Shaking Map of Makati
Map 6: Ground Rupture Map of Makati
Map 7: Liquefaction Map of Makati
Destructive Earthquakes in the Past

Makati have experienced several destructive earthquakes in the past.
Some of which are stated on the marker at the Nuestra Señora de
Guadalupe Church in Barangay Guadalupe Viejo. The Church survived
the earthquakes of November 30, 1645 with a magnitude of 7.5 caused
by the movement of Manuel and Gabaldon Segments of the Philippine
Fault Zone (PFZ), which resulted to deaths ranging from 600 to 3,000;
1658 Earthquake which is the most recent earthquake ascribed to the
Valley Fault System; 1754 South Luzon Earthquake attributed to the
eruptive period of the Taal Volcano and 1863 Earthquake
accompanied by a tsunami sometimes called the Intramuros
Earthquake due to severe damaged to the structures in the Walled City
such as the Manila Cathedral, Ayuntamiento and the Governor’s
Palace. However, the Guadalupe Church unfortunately was damaged
by the 1880 Magnitude 7.6 Earthquake in Luzon which originated from
the Infanta Segment of the PFZ.
Other earthquakes that were felt in Makati is the Casiguran Earthquake

on 02 August 1968 with 270 persons perished and caused the instant
collapse of the Ruby Tower in Binondo. Most recently, Makati was
affected by the July 1990 Magnitude 7.7 Digdig Earthquake in Luzon
which was the result of rupture of the northwest segment of the PFZ. It
is most remembered as the Baguio Earthquake which damaged
several buildings such as the Hyatt Terraces Hotel and killed at least
1,700 people and 3,500 seriously injured.
Sources: Evaluating the Seismic Hazard in Metro Manila, Philippines, Iaan Wong, Timothy Dawson and Mark
Dober; Enhancing Risk Analysis Capacities for Flood, Tropical Cyclone, Severe Wind and Earthquake for the
Greater Metro Manila Area: Philippine Institute of Volcanology and Seismology and Geosciences Australia;
Earthquake Time Bombs; The Japan Gazette, Volume 26 www.phivolcs.dost.gov.ph
Worst-Case Earthquake Scenario

According to the GMMA RAP study, Makati City, along with other cities and
municipalities in the Greater Metropolitan Manila Area, will experience a worst-
case earthquake with the following description and estimated impacts.
Description
Source: West Valley Fault

Magnitude: 7.2
Intensity: VIII (PHIVOLCS Earthquake Intensity Scale)
Estimated Effects
Fatalities Economic Loss

(in million peso)
1,491 234,339
Injuries Affected Population
Slight injuries: (displaced)
19,231
Serious injuries:
200,000
5,582
Life threatening:
616
Building (Floor) Damage

Slight Damage: 2,239,323 sq. m.
Moderate Damage: 4,291,520 sq. m.
Extensive Damage: 4,261,247sq. m.
Complete Damage: 6,223,243 sq. m.
Complete Collapse: 638,784 sq. m.
Estimated Effects per Barangay

The following graphs show the distribution of the estimated effects of the worst-
case earthquake event per barangay. However, barangays Post Proper
Northside and Post Proper Southside are not included as both are disputed
areas, which were treated as part of Taguig City in the GMMA RAP Study.
Casualties
Barangay Pembo is projected to
have the largest number of
fatalities due to earthquake.
Pembo is followed by Palanan

and Pio del Pilar.
Barangay Pembo is still number

one, in terms of life-threatening
injuries. It is followed by Pio del
Pilar and Rizal.
For serious injuries, Pembo is still

the first in ranking. It is followed
by Palanan and Rizal.
It is still Pembo garnering the

highest number of slight
injuries, followed by Palanan and
Rizal.
Building Damage
Barangay San Lorenzo, being
the house of a large portion of
the city’s central business
district (CBD), is expected to
have the widest floor area of
complete collapsed structures. It
is followed by Bel-Air, which is
sharing the CBD with San
Lorenzo.
San Lorenzo and Bel-Air still

shares the top spot for the
biggest area coverage of
completely damaged structures
brought about by earthquake.
In terms of extensive damage in

floor area, San Lorenzo is a bit
higher than Bel-Air.
Economic Loss
Economic loss is computed at
the cost of building damages. It
follows that the two barangays –
Bel-Air and San Lorenzo –
comprising the CBD are
expected to top this.
The Metro Manila Earthquake Impact Reduction Study (MMEIRS) by the

Japan International Cooperation Agency (JICA) in 2014 also anticipates that
Metro Manila will be separated into four (4) quadrants due to collapse of
bridges and fire outbreaks among others, in which Makati belongs to the
south quadrant. This assumption is essential in response planning particularly in
route identification for emergency services and external assistance.
Other Projected Effects

• Damaged roads and bridges
• Damaged critical facilities such as government offices and health facilities
• Power outage
• Communication cut
• Water supply outage
• Livelihood and business disruption and/or closure
• Decreased response capacity due to affected responders
ASHFALL
Although there is no volcano situated in Makati, it was affected by the two major
volcanic eruptions. The City experienced ashfalls from the June 1991 Mount
Pinatubo eruption, the largest disturbance of the stratosphere since the
eruption of Krakatau in Indonesia in 1883. The eruption was worsened by
Tropical Storm Yunya, ash mixed with water vapor which caused rainfall of
tephra in almost entire Luzon Island.
Way back in 1911, the Taal Volcano eruption regarded as one of the worst volcano
disasters in history, killed 1,334 persons and produced ashfall as far as Manila.
LANDSLIDE
Despite Makati’s topography being characterized as relatively flat, a small
portion of its land area has high elevation making it prone to landslides. Both
heavy rains and earthquakes may trigger landslides in five (5) barangays in the
eastern portion of the City namely East Rembo, Pembo, Post Proper Northside,
Post Proper Southside and West Rembo. Refer to Map 8.
+ Map 8: Landslide Map of Makati
FIRE
Fire which can be both human-induced or caused by natural phenomenon
such as earthquake, is the most commonly occurring hazard in Makati.
From 2007 to 2016 an average of 282 fire incidences yearly were recorded. In
2016, the top causes of fire include electrical connections (ignition, overload,
arcing, short circuit), electrical appliances, lighted cigarette, open flame due to
unattended lighted candle or gasera, open flame due to unattended
cooking/stove and chemicals/LPG leaking. Earthquakes may also trigger fire
outbreaks.
Fire prone areas are characterized by the presence of houses built with light and
flammable materials, close proximity of structures to each other and tangled
telephone and power lines.
Year
Category Total
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Fire
243 231 211 306 233 277 314 300 350 362 2,827
incidence
Fire
Incidence
1 1 0 1 6 1 4 3 3 1 21
with
Fatalities
No. of
11 1 0 1 11 4 6 1 9 1 45
Fatalities7
Table 5: 2007-2016 Fire Incidents in Makati
Fire Incidences in Recent Years

One of the major fire incidences that occurred in Makati happened on
July 11, 2013 when a residential area in Botanical Garden in Barangay Pio del
Pilar was razed by fire which reached general alarm, the highest fire alarm
status, in a span of 20 minutes. The fire which resulted to the displacement of
around 1,000 families was caused by a faulty power outlet.
On October 27 of the same year, Makati faced another big fire in an
informal settlement area in Barangay Cembo. Five hundred (500) houses
made of light materials were eaten by fire which also reached general alarm
and lasted for three hours. It took the lives of two kids and rendered 2,000
families homeless.
Recently, a large fire broke at the Laperal Compound in Barangay
Guadalupe Viejo in December 11, 2018. The fire which originated from a
residential apartment lasted for four hours and reached task force bravo. It
left 3 persons injured and 450 households or 1,677 individuals displaced. Total
damages were estimated at 10,000,000 pesos.
Sources: https://newsinfo.inquirer.net/443273/2-fires-scar-makati-business-hub-slum-relocationlooms?utm_expid=.XqNwTug2W6nwDVUSgFJXed.1;
7
All https://newsinfo.inquirer.net/515111/2-kids-dead-2000-families-homeless-in-makati-slumfire?utm_expid=.XqNwTug2W6nwDVUSgFJXed.1;
civilians
http://www.makati.gov.ph/portal/news/view.jsp?id=3936#.XJLz6SIzaUk
Map 9: Fire-Prone Map of Makati
CHEMICAL, BIOLOGICAL, RADIOLOGIC,

NUCLEAR, AND EXPLOSIVES
Like fire, CBRNE incidents may happen due to both human-induced and
natural triggers. CBRNE incidents are likely to occur in Makati due to the
presence of facilities containing hazardous materials such as gas pipes, gas
stations, laboratories and hospitals among others. Considering also that Makati
a likely target for terrorist attacks due to the role it plays in the country’s
economy, the many embassies and places where people flock such as malls.
CBRNE Cases in Makati

One of the CBRNE incidents in Makati happened on November 26 way back in
2006. Bottles of chemicals placed in a cabinet accidentally fell on the floor in a Science
Laboratory in San Isidro High School. Nine (9) persons were hospitalized including six
teachers due to dizziness, shortness of breath and skin irritation. Residents within the 100-
meter radius were evacuated and classes were suspended for a week.
The most notable CBRNE occurrence in the City is the gas leak in the West Tower
Condominium in Barangay Bangkal in July 2010. It was caused by holes in a nearby
117kilometer gas pipeline that extends from Batangas to Manila which supplies more than
50 percent of fuel in Pandacan Depot. The leak led to the closure of the condominium
and evacuation of the residents nearby the area.
Eight years after, another gas leak happened in Barangay Bangkal. Phoenix gas
station experienced petroleum leak in one of its underground pumping stations located
at the intersection of Evangelista and Estrella streets on November 2, 2018.
Sources: https://www.philstar.com/metro/2006/12/07/373732/chemical-spill-makati-high-school-cleaned-up https://newsinfo.inquirer.net/751478/fireworks-
still-banned-in-3-makati-barangays-that-suffered-2010-buildinggas-leak?utm_expid=.XqNwTug2W6nwDVUSgFJXed.1; https://www.manilatimes.net/gas-leak-
an-isolated-case-phoenix/46145
FLOOD
Makati is naturally prone to flooding. At least 258 of its barangays are assessed
as flood-prone. 22,433 (43.67%) 9 are the structures exposed to worst-case
flooding.
The Typhoon Ondoy Experience

In 2009, Typhoon Ondoy (International name Typhoon Ketsana) intensified by Typhoon
Pepeng (International Name Parma) affected the whole of Metro Manila including the
City of Makati. Twelve (12) of its barangays namely Magallanes, Bangkal, Pio del Pilar, San
Isidro, Palanan, La Paz, Tejeros, Kasilawan, Olympia, Comembo, Pembo and Rizal
experienced flooding. Flood level reached 1 to 3 meters along creeks and 0.15 to 1 meter
in residential areas. This is the most severe flooding that the City has experienced to date
but unlike the other local government units in Metro Manila, Makati had no casualties,
minimal number of affected population (11 families) and recorded less damages.
Sources: Makati Atlas 2nd Edition NDCC Situational Report No. 42 Final Report on Typhoon Ondoy
8
Based on the 200-year flood return period (Barangay Post Proper Northside and Post Proper Southside excluded)
9
Makati Atlas 2013
Map 10: Flood Map of Makati
Worst-Case Flood Scenario10

According to the GMMA RAP study, Makati City, along with other cities and
municipalities in the Greater Metropolitan Manila Area, will experience a
worst-case flooding with the following description and estimated impacts.
Description
Flood Cycle: 200-year comparable to Typhoon Ondoy (Ketsana)
Highest Water Level: 5.5 meters in rivers and creeks
Flood Height: 2.6 meters or up in areas near the water bodies
Estimated Effects
Affected (Displaced) Population

89,105
Building (Floor) Damage

162,161 sq. m.
Economic Loss
1,680,563,96
5
Estimated Effects per Barangay
The following graphs show the distribution of the estimated effects of the
worst- case flood event per barangay. Same with the earthquake risk
assessment, barangays Post Proper Northside and Post Proper Southside
were treated as part of Taguig City in the GMMA RAP Study.
10 Metro Manila Earthquake Impact Reduction Study and Greater Metro Manila Area Risk Analysis Project Study
Affected Population
Barangay Rizal has the
highest number of people
with inundated homes;
followed by Palanan and
Pembo.
Building Damage
Rizal still has the biggest
damaged floor area, still
followed by Palanan and
Pembo.
Economic Loss
Considering that Rizal,
Palanan and Pembo at the
top amongst other barangays
in terms of building damage,
these same barangays are
also expected to have the
highest economic losses.
PUBLIC HEALTH
Public health disasters include the occurrence of disease outbreaks, viruses
and epidemics and chemical, biological, radiological and nuclear attacks
which can easily spread through the local population. The City’s Central
Business District, being home to multi-national corporations, embassies,
consulates and offices of international organizations, sees the transit of both
foreign and local travelers; hence, its vulnerability to public health disasters.
This is further exacerbated by the high population and volume of human
traffic. Below is the list of communicable diseases.
DISEASE 2010 2011 2012 2013 2014 2015 2016

Dengue 502 641 767 561 367 855 556
Chikungunya 0 0 67 0 0 0 5
Zika Virus 0 0 0 0 0 0 4
Influenza-like
76 157 42 56 62 121 66
Illness
Leptospirosis 11 26 38 39 14 14 32
Measles 9 17 0 8 18 0 0
Acute Flaccid
3 2 6 5 6 2 2
Paralysis
Adverse Event
Following 0 4 0 0 0 0 0
Immunization
Hepatitis B 9 0 0 0 2 3 1
Viral Hepatitis 1 5 0 0 0 0 0
Suspect
0 1 1 1 0 0 3
Meningococcemia
Bacterial
3 1 7 7 5 9 2
Meningitis
Hand, Foot, and
0 0 23 0 0 11 0
Mouth Disease
Pertussis 0 0 0 7 0 1 0
Table 6: 2010-2016 Cases of Communicable Diseases in Makati
Climate Change may also affect public health. Its health effects can be
assessed through the Heat Index. This is described as human discomfort
index that gives the "apparent" temperature or what human perceive or feel
as the temperature affecting their body. The factors affecting the apparent
temperatures and indices are air temperatures and relative humidity. Full
exposure to sunshine can increase the heat index by 9°C.]
Temp in Temp in
Heat Index (Human Index Discomfort)
Celsius Fahrenheit
Caution. Fatigue is possible with prolonged exposure
27 – 32 °C 08 – 90 °F and activity. Continuing activity could result to heat
cramps.
Extreme Caution. Heat cramps and Heat Exhaustion
32 – 41 °C 90 – 105 °F are possible. Continuing activity could result to heat
stroke.
Danger. Heat Cramps and Heat exhaustion are likely;
41 – 54 °C 105 – 130 °F
Heat Stroke is probable with continued activity
Extreme Danger
Over °C Over 130 °F
Heat Stroke in imminent.
Table 7: Effects of Heat in Human Body
CLIMATE CHANGE
Makati has formulated its Local Climate Change Action Plan (LCCAP) which
contains the City’s climate projection derived using PAGASA’s A1B scenario
(medium-range emission) and the Providing Regional Climates for Impact
Studies (PRECIS) Regional Climate Model (RCM) adopted from the UK Met
Hadley Centre.
Increased Temperature Increased Precipitation

All months will provide warmer Significant reduction in rainfall
temperature. Annual mean during summer (MAM) making the
temperature (average of dry season drier and likelihood of
maximum and minimum drought. Increase in rainfall during
temperatures) is expected to rise the Southwest Monsoon seasons
by 0.9 – 1.1 °C in 2020 and by 1.8 – June-July-August (JJA) and
2.1 °C in 2050. In relatively warmer September- October-November
months of summer March-April- (SON). Rainfall during JJA is
May (MAM) average seasonal projected at 1269.7 mm in 2020 and
temperature is projected to be at 1419.5 mm in 2050 while SON will
29.9 °C in 2020 and 30.9 °C in have rainfall of 758.7 mm in 2020
2050. and 786.8mm in 2050.
Sea Level Rise Extreme Events

Even though Makati is not a It is projected that there will be a
coastal area, the effects of significant increase in number of hot
increased rainfall together with days with maximum temperature
aggravating hazard of sea level exceeding 35 ⁰C with largest
rise in the City will cause the temperature increase projected
following: inundation and during the summer (MAM) season.
increased flooding (frequency and Number of dry days (days with less
depth), backwater effect by river than 2.5mm of rain) will increase.
(runoff), saltwater intrusion caused And heavy daily rainfall (exceeding
by runoff (on surface waters) and daily aggregate 200 mm) will
rainfall (on groundwater), and continue to become more frequent.
rising water tables. These are
mainly influenced by its
surrounding water bodies such as
Pasig River and Manila Bay.
No of Days w Tmax No of Days w Rainfall

No. of Dry Days
➢ 35 °C >200 mm
Observed 2020 2050 Observed 2020 2050 Observed 2020 2050
299 1176 2118 7380 6445 6382 12 12 13
*Observed covers the period of 1971 to 2000
Table 8: Climate Projection
Below is the projected impact of the different climate change effects in

different urban systems as stated in the City’s LCCAP.
PROJECTED IMPACTS
Climate Risk 1: Increased Climate Risk 2: Climate Risk 3:
URBAN Extreme Events (e.g. Increased Temperature Extreme Weather Events
Amount of Rainfall (35 °C above)
SYSTEM >300mm)
Potable Water Continuous increase in Increase demand for Extreme flooding causing
the amount of rainfall domestic prolonged exposure of
may threaten the water consumption. water pipelines to flood
quality due to water water may affect water
intrusion in the water Shortage on water quality due to water
pipelines. supply in the City intrusion in the water
pipelines.
Drought may cause

shortage on the water
supply in the City.
Used Water Continuous heavy Increase in Extreme rainfall may
downpour may increase temperature may increase volume of water
volume of water inflow in exacerbate unpleasant inflow in the drainage
the drainage system odor in used water system causing urban
causing urban drainage treatment plants. drainage flooding.
flooding.
Land Continuous increase in Increase in Extreme rainfall causes soil
precipitation increases temperature may erosion and flooding of
surface runoff causing adversely affect the road networks and low-
flooding and soil erosion. ability of existing flora lying areas.
and fauna to thrive
resulting to reduced Intense temperature
urban biodiversity. exacerbates heat island
effect.
Increase in
temperature may Intense temperature
exacerbate the urban results to degradation of
heat island effect. urban biodiversity.
Transportation Increase in precipitation Increase in Extreme weather events

causes flooding in certain temperature escalates will cause flooding in areas
low-lying areas which fuel consumption which do not usually
adversely affects traffic which results to high experience flooding and
flow within the City. GHG emissions. increase in level of flooding
in low-lying areas which
will result to heavy traffic
congestion and vehicle
damage. It may also result
to increased rate of road
accidents.
Increased fuel
consumption due to
increased demand for air-
conditioned transportation.
Pedestrians may opt to use
road transport instead of
walking.
Extreme weather events

will also lead to high
vehicle maintenance cost.
Energy Increased precipitation Increased temperature Extreme weather events

will result to flooding will increase demand will aggravate effects
which will cause power for energy which will brought by increased
shutdown in low-lying increase energy temperature and increased
areas of the city. consumption cost and precipitation (e.g. major
GHG emission. This will power shutdown). This will
also lead to power lead to delay in recovery
interruption because of and restoration of energy
insufficiency in energy services and facilities and
supply and damage to will greatly affect the city’s
energy facilities. economic activity.
Illegal tapping and fire

incidents might also be
a problem.
Health Accessibility and Increase of cases of Damaged health centers

disruption of services in heat-related diseases. and hospitals.
affected health centers.
Increase in number of Problems on Drastic increase in number
cases of water-borne and hospital/health center of cases of water-borne and
vector-borne diseases. ventilation. zoonotic diseases.
Contamination of water Contamination of water

leading to water-borne leading to water-borne
diseases. diseases.
Overwhelmed health care

facilities and personnel due
to patient surge in
hospitals.
(Difficulty of travelling medical
logistics in severely affected
areas.)
Communication Increased precipitation Increase in Prolonged extreme

may cause flooding, temperature may weather events may cause
which could interrupt the result to overheating of disruption in the city’s
system and power tangled wirings, communication system.
sources of cablings, insulators and Fully- charged two-way
communication lines; the likes, with the radios can only last for 24
hence services could be possibility of producing hours.
disrupted. spark; that may cause
communication Printed materials and
Distribution of printed services to be barker system may be the
materials may be delayed. disrupted. only options for
communicating with the
Barker system would have stakeholders; but 100%
limited area coverage. coverage is not ensured.
Food Accessibility and slight Spoilage of food which Accessibility and disruption
disruption of markets due may lead to food of markets due to flooding.
to flooding. poisoning.
Due to decrease in food
Possible food Due to drought, there production from nearby
contamination (local will be decrease in provinces, there will be an
vendors). agricultural production increase in demand
from nearby provinces. leading to increase of food
There will be a sudden prices.
increase in food demand Increase in food prices
for evacuees living in due to decrease in food Difficulty of transporting
flood-prone areas. supply. goods in the identified
evacuation areas/centers.
Due to decrease in
supply of raw/fresh There will be a sudden
goods, the community increase in food demand
will rely to processed for evacuees living in flood-
foods leading to less prone areas.
nutritional value.
Food hoarding of local
market and community
panic buying.
Table 9: Climate Change Impacts in Makati's Urban Systems
CHAPTER 5
Situational Analysis
The Situational Analysis was done in a sectoral approach. Using the problem
tree, as the planning tool, the following are the core problems per sector that
this DRRM Plan will address.
Infrastructure Sector
According to JICA’s Metro Manila Earthquake Impact Reduction Study in
2004 and CSCAND Agencies’ Risk Analysis Project in 2014, the City will be
exposed to the impacts of a 7.2. magnitude earthquake that would incur
9,092 heavily damaged structures, 16,694 partially damaged structures, and
4,983 burnt structures and an estimate of 162,977m2 damaged floor area for a
worst case 200-year flood cycle. See Figure 5 for the sector’s problem tree.
Environmental Services Sector

As a highly urbanized city, Makati has limited ecosystems- green spaces and
waterways. To highlight the importance of natural ecosystems in the City, the
plan identified the need for management and immediate restoration of these
natural ecosystems and continuous provision of its vital services- air and
water quality. These natural ecosystem services are primarily identified since
these are with the existing standards both at the national and local levels. See
Figure 6 for the sector’s problem tree.
Social Development Services Sector

The City is taking the lead in capacitating the communities with various
DRRM-related preparedness initiatives such as IEC/Awareness-raising
activities, distribution of IEC materials and provision of resources (i.e. supplies,
equipment, and vehicle). However, the persistent attitude of the
communities remains responsive and reactive.
Inadequate access to clean water and other primary necessities during and
after disasters may be the cause of widespread diseases and infection.
Communicable and vector diseases are the common types of diseases follow
natural hazards. The city ensures the provision of primary healthcare to the
people not only affected by disaster emergencies but to the community with
difficulty in accessing primary healthcare. See Figure 7 for the sector’s
problem tree.
Protective Services Sector

Makati, due to its proximity to the West Valley Fault, is susceptible to
earthquake hazards including ground shaking, ground rupture and
liquefaction and its secondary hazard, fire. Thus, a portion of the city’s
populace will be displaced should a worst-case scenario occur.
Such threats necessitate that there be legislative/institutional arrangements

established to enable the organized and prompt transfer of physical and
human assets to safe spaces during, before, and after the occurrence of a
hazardous event. This also means that the local government and the
communities it governs must have a comprehensive plan in place to guide
decision-makers and leaders in deploying resources, activating evacuation
systems and procedures, and enabling effective coordination among key
actors.
In emergency cases, the actions to be taken in the initial minutes are critical.
Hence, response should be undertaken promptly. In the City of Makati, the
recorded response time is 20 minutes during daytime and 10 minutes for
night time. This is notably slower than the accepted standards in
management of emergency cases. Hence, there exists a challenge on how to
further involve personnel in relevant skills and knowledge trainings for
actions be taken more promptly and for the institutionalization of written
response protocols. See Figure 8 for the sector’s problem tree.
Administrative and Finance Sectors

Recovery after a major disaster is a daunting task for planners and decision-
makers alike due to the tremendous and overwhelming damage. Immediate
actions are necessary to ensure that the City will be able to continue its
normal operations and/or day-to-day services immediately after a disaster.
See Figure 9 for the sector’s problem tree.
Economic Sector
The economic activities of businesses that might be at risk are not identified.
It follows that the risk for each of these economic activities are not estimated.
As of the moment, not being able to identify the risks for these businesses or
economic activities sets a blind spot on the current state of the city to restore
these economic activities in multi-hazard disaster scenarios. See Figure 10 for
the sector’s problem tree.
Figure 5: Problem Tree of the Infrastructure Sector
Figure 5: Problem Tree of the Infrastructure Sector
Figure 6: Problem Tree of the Environment Sector
Figure 7: Problem Tree of the Social Sector
Figure 7: Problem Tree of the Social Sector
Figure 6: Problem Tree of the Protective Sector
Figure 9: Problem Tree of the Administrative and Finance Sector
Figure 9: Problem Tree of the Administrative and Finance Sector
Figure 10: Problem Tree of the Economic Sector
Figure 11: Problem Tree of the Economic Sector
CHAPTER 6
The Plan
Vision
Makati, a progressive city with safe, secure and
resilient communities and a world leader in
disaster risk reduction and management.
Mission
Develop a culture of safety, and establish
A sustainable way of life that will make Makati
a safe and secure place to live in.
Goals
The Makati DRRM Plan 2020-2030 aims to achieve the same first four (4) goals
of the Sendai Framework for Disaster Risk Reduction (SFDRR). The outputs of
the problem trees per sector are in line with these. The problems trees further
manifested that the sectoral issues and concerns in mainstreaming DRRM can
be resolved by the DRRM Plan and SFDRR goals, as follows:
1 Reduce disaster-related mortality

including injuries
2 Minimize number of affected

people
3 Reduce disaster economic loss

Reduce disaster economic loss
4
Minimize damage to
infrastructure and disruption of
basic services
Outcomes and Strategies
Outcome 1
Increased disaster-resilience of structures and
critical services
Indicators:
▪ % of structures damaged
▪ # of days of disruption to critical and lifeline services
Strategy 1.
Ensure structural stability of all public
1.1 infrastructures by conducting
structural assessment and retrofitting
as necessary.
Ensured Strategy 2.
structural stability of Promote and support disaster resilient
housing especially in high risk areas.
infrastructure and
lifeline/critical Strategy 3.
facilities Support the development of disaster-
resilient infrastructure design such as
through the installation of Earthquake
Indicator: Recording Instruments in selected
% of structures compliant with the government buildings in compliance to
Building Code, Structural Code and the Structural Code of the Philippines.
other relevant infrastructure-
related guidelines and policies.
Strategy 4.
Ensure structural soundness of heritage
Implementing Agencies: structures.
DEPW, OBO, UDD, DRRMO
Strategy 5.
Strengthen partnership with lifeline
utility companies for ensuring resiliency
of lifeline infrastructures such as power,
water and communication.
Strategy 6.
Continue regular monitoring and
inspection of buildings for safety and
compliance to national and local
standards and policies.
Strategy 7.
Build awareness of the community on
Building and Structural Code and
other relevant policies for resilient
infrastructure
Strategy 1.
Construct structural interventions/
1.2 protective infrastructures such as but
not limited to those included in the
Disaster Resiliency Initiative for
Decreased number of Vulnerable Enclaves (DRIVE) and the
structures exposed to Drainage Master Plan.
hazards
Strategy 2.
Maintain and/or improve existing
Indicator: protective infrastructures.
# of structures exposed to hazards in
reference to the previous exposure Strategy 3.
database. Relocate families and structures from
the “No Build Zones” (e.g. 3-meter
Implementing Agencies:
easement of waterways and 5-meter
UDD, DEPW, OBO, DRRMO, GSD,
buffer zone of the fault) in
MSWD, Housing Board
compliance with the Zoning
Ordinance. Include strategies on
ensuring that those who are
relocated will not return.
Outcome 2
Managed and restored quality of natural ecosystems
Indicators:
▪ Increased and/or sustained Biological Oxygen Demand (BOD) level, Dissolved
Oxygen (DO) and other water quality parameters (pre and post disaster)
▪ Increased and/or sustained air quality index / total suspended particulates
parameters (pre and post disaster)
Strategy 1.
Integrate climate and disaster risk
2.1 assessment in existing and new
environmental policies and plans. Use
DRRM and CCA these in developing programs,
projects and activities (PPAs)
mainstreamed in
environmental policies Strategy 2.
and plans Strictly implement requiring
Environmental Impact Assessment
(EIA) for development projects as
mandated by law.
Indicator:
Climate and disaster risk assessment
utilized and reflected in 100% of
environmental plans and policies for
identification of PPAs
UDD, DEPW, OBO, DRRMO, GSD,
MSWD, Housing Board
Strategy 1.
Promote, maintain and implement
2.2 urban greening initiatives such as
through the adoption of the draft
Green Building Code.
Green cover sustained
and/or enriched Strategy 2.
Restore green covers after disasters.
Indicator:
Green cover (trees, ornamental
plants, green space) per capita
DES, UDD, DRRMO, City
Administrator’s Office,
Sangguniang Panlungsod
Strategy 1.
Clear waterways of informal
2.3 settlements and illegal
encroachments.
Waterways cleared of Strategy 2.

pollutants pre and Organize and conduct regular
cleaning and de-clogging of
post-disasters waterways involving the
communities.
Indicator:
% of waterways and creek cleared of Strategy 3.
water pollutants Enhance water pollution surveillance
and control system.
DES, UDD, OBO, DEPW, Strategy 4.
MHD, DRRMO, Liga ng mga Improve septic/sewerage system.
Barangay, Barangays, Task Force
Makati Waterways
Strategy 1.
Increase capacity for air quality
2.4 monitoring through training of
personnel and installation of
equipment/technology for air
Strengthened air
pollution surveillance.
quality monitoring and
regulation Strategy 2.
Establish air quality management
regulations and protocols.
Indicator:
% of target establishments and
stations monitored and regulated
DES, SP
Strategy 1.
Integrate risk assessment and
2.5 estimated volume of wastes pre and
post disaster in the existing and/or
new waste management policies and
plans.
Properly managed
wastes and debris pre Strategy 2.
and post disaster Enhance waste management
including monitoring capabilities
both human and physical resources,
Indicator: such as establishment of Materials
% of wastes collected and managed
Recovery Facility at the city and the
(pre-disaster) Rate of waste diversion
every year (pre-disaster) barangays and use of technologies
like GPS, among others.
% of volume of debris and waste
managed (post disaster) Strategy 3.
Strengthen the promotion of proper
Implementing Agencies: waste management to cover all
DES, DEPW, Liga ng mga
stakeholders.
Barangay, Barangays
Strategy 4.
Strengthen transboundary
agreements for waste and debris
reduction and management pre and
post disaster as well as partnerships
for resource augmentation.
Outcome 3
Increased disaster preparedness of the
communities
Indicator:
▪ % of population equipped with knowledge and skills
Strategy 1.
Establish a training institution to
3.1 cater both formal and informal DRRM
education.
Communities are Strategy 2.

Develop standardized trainings for
provided with DRRM
the different community members in
education coordination with relevant
government agencies and
organization.
Indicator:
% of community provided with
DRRM education Strategy 3.
Conduct regular IEC and awareness
Implementing Agencies: activities such as participation in
DRRMO, ICRD, DepEd- different observances and
Makati, UMak, Liga ng mga celebrations, and community
Barangay, Barangays, Partner CSOs awareness activities.
and private sector
Strategy 4.
Produce target audience-specific IEC
materials for the different sector of
the community including children
and PWDs and post in strategic
areas and in different platforms.
Strategy 5.
Improve existing platforms and/or
establish a knowledge hub to
contain all relevant DRRM
information accessible to all
stakeholders.
Strategy 6.
Ensure structural soundness and
3.1 safety of schools and other learning
facilities.
Communities are Strategy 7.

provided with DRRM Ensure capacities for providing
education continuous learning/education e.g.
establishing temporary learning
areas/facilities.
Indicator:
% of community provided with Strategy 8.
DRRM education Strengthen and capacitate school
DRRM organizations.
DRRMO, ICRD, DepEd-
Makati, UMak, Liga ng mga Strategy 9.
Barangay, Barangays, Partner CSOs Support the mainstreaming of DRR
and private sector and CCA in education; curricula and
extra- curricular or school activities.
Strategy 1.
Capacitate the communities with
3.2 disaster preparedness skills.
Strategy 2.
Communities are Promote and/or provide for
equipped with necessary preparedness supplies, equipment
skills and resources to and vehicles to the community that
cope with the impacts of are responsive to the needs of each
disasters of its members especially the most
vulnerable (children, PWD, elderly,
etc.).
Indicator:
% of communities with necessary
supplies and equipment to cope Strategy 3.
with impacts of disasters. Create venues/platforms for
gathering for a more engaged and
Implementing Agencies: connected communities in resilience
DRRMO, MHD, BFP-Makati, Red Cross-
building.
Makati, MSWD, DepEd-Makati, UMak,
Liga ng mga Barangay, Barangays,
Partner CSOs and private sector
Outcome 4
People are able to timely evacuate to safe areas
Indicator:
▪ % of people transported and/or evacuated by voluntary, preemptive and
mandatory actions.
Strategy 1.
Improve the City’s surveillance and
4.1 monitoring capabilities through
expanding the coverage of CCTV
cameras particularly on hazard and
Strengthened early crime prone areas as well as
warning system integration of barangay CCTVs.
Strategy 2.
Improve warning dissemination
Indicator: through a centralized Public Address
% of population covered by EWS (PA) System and increasing the
coverage of text blasts and use of
DRRMO, DEPW, UDD, Liga different media.
ng mga Barangay, Barangays
Strategy 3.
Strengthen localize weather and
flood monitoring capacity by
developing a local flood model,
installation/enhancement of
automated weather stations and
flood measuring devices and conduct
of capacity building for EWS and
forging partnerships with relevant
institutions.
Strategy 4.
Strengthen the implementation of
existing EWS guidelines and
formulate new guidelines and
protocols as necessary.
Strategy 5.
Develop, formulate or install EWS for
persons with disability.
Strategy 1.
Improve access to evacuation
4.2 information through the formulation
of communication plan for the
evacuation procedures, incorporating
evacuation information in all available
Increased awareness
and accessible platforms or media
on evacuation and installation of evacuation maps
and signs in strategic location.
Indicator: Strategy 2.
% of population aware of evacuation Conduct regular evacuation drills for
procedures and their designated all sectors of the community;
evacuation areas barangays, schools and the private
sector by participating in drills and
other community/organization-
DRRMO, MSWD, MHD,
driven exercises.
ICRD, UDD, PSD, Liga ng
mga Barangay, Barangays
Strategy 1.
Facilitate a participatory and multi-
4.3 stakeholder (including the most
vulnerable groups) formulation of
evacuation plans and procedures at
Comprehensive
various levels i.e. city, barangays, as
evacuation plans well as the schools.
formulated and
implemented
Indicator:
Presence of approved
comprehensive city evacuation plan
per hazard as applicable
DRRMO, MSWD, MHD, VSO, DEPW,
PSD, MAC, Red Cross-Makati, Liga
ng mga Barangay, Barangays
Outcome 5
Affected population provided with temporary and
transitional shelter
Indicator:
▪ % of population provided with temporary shelter and transitional shelter
provided to those in need.
Strategy 1.
Ensure structural soundness of
5.1 identified evacuation centers and
restructure them as necessary to be
more appropriate for evacuation.
Temporary shelters
established Strategy 2.
Ensure availability of necessary
supplies and equipment for the
Indicator:
establishment of temporary shelters
Identified temporary evacuation
areas/sites can accommodate the and facilities.
estimated number of displaced
populations in a worst-case scenario Strategy 3.
Create formal partnerships with the
Implementing Agencies: private sector for the use of their
DRRMO, MSWD, MHD, VSO, DEPW, facilities as temporary shelters.
PSD, MAC, GSD, UDD, Liga ng mga
Barangay, Barangays Strategy 4.
Build/Strengthen organizational
capacity for camp coordination and
camp management of the city and
the barangays.
Strategy 5.
Construct a multi-purpose building
to serve as the City’s centralized
evacuation center.
Strategy 6.
Ensure that evacuation centers are
inclusive of gender and
development, PWD as well as pets by
creating guidelines, assessing
existing identified evacuation
centers, and providing of resources
for the establishment of necessary
facilities.
Strategy 1.
Establish formal partnerships with
5.2 the owners of potential areas within
and outside the city for establishing
transitional shelters.
Transitional shelters
established Strategy 2.
Guarantee availability of resources
for the establishment of transitional
Indicator:
shelters and its facilities.
% of displaced population in need
provided with transitional shelter
DRRMO, MSWD, MHD,
DEPW, PSD, MAC, GSD,
UDD, Liga ng mga Barangay,
Barangays
Outcome 6
Timely response provided
Indicator:
▪ Average response time within standards.
Strategy 1.
6.1 Ensure response plans are
updated and aligned with the
response plans of other
stakeholders and develop plans
Transitional response
for other identified hazards.
plans and protocols
formulated and tested Strategy 2.
Provide technical assistance to
the barangays, schools and
Indicator: other stakeholders for the
Presence of approved city
formulation of their respective
contingency plans
response and/or contingency
% of barangays with approved plans.
contingency plans
Strategy 3.
# of plans and protocols tested Conduct regular drills and
exercises (e.g. tabletop
exercises) to test the plans and
DRRMO, MHD, MSWD, PNP- Makati,
protocols. Incorporate scenarios
OsMak, BFP-Makati, MAC, PSD,
in the drills and use
DEPW, DES, VSO, Liga ng mga
findings/observations as inputs
Barangay, Barangays, Red Cross –
to the enhancement of the
Makati, Partner CSOs and private
plans and protocols.
sector
Strategy 1.
6.2 Capacitate both the city and
barangay personnel on the
Incident Command System for the
creation of appropriate fully
Established incident equipped Incident Management
and disaster Team (IMT) per hazard
management
organization .
Indicator:
City Incident Management Team
established
% of barangays with established

incident management team
DRRMO, Liga ng mga
Barangays
Strategy 1.
Ensure well-equipped RDANA teams
6.3 in terms of skills and resources both
at the City and barangay levels.
Prompt assessment of Strategy 2.

damage and needs at Adopt a localized RDANA system, to
all levels include city-contextualized forms
and protocols.
Indicator:
Availability of rapid damage analysis
and needs assessment (RDANA)
information.
DRRMO, DEPW, MSWD, MHD,
DepEd-Makati, DES, UDD, Liga ng
Strategy 1.
Maintain and upgrade the Makati
6.4 DRRM Operations Center to ensure
its responsiveness to the needs of the
City, to keep up with the modern
Strengthened times, and to be at par with the best
communication, OpCen practices both at the local and
coordination and international levels.
reporting system Strategy 2.

Ensure establishment of operations
Indicator: center in all barangays.
% of incidents coordinated
# of readily-available and accessible Strategy 3.
reports Ensure sufficiency of communication
equipment for all offices and
personnel concerned with
DRRMO, UDD, PSD, PNP-
emergency and disaster
Makati, BFP-Makati, DES, MAC,
management with back up facility to
DEPW, MHD, MSWD, DepEd-Makati,
ensure uninterrupted operations in
Red Cross- Makati, Liga ng mga
consideration of the landscape of the
Barangay, Barangays, Partner CSOs
City.
and private sector
Strategy 4.
Establish a vertical and horizontal
coordination mechanism between
the City, the barangays, and other
stakeholders.
Strategy 5.
Ensure well-equipped City and
barangay officials and personnel, as
well as relevant stakeholders on
communication and reporting.
Strategy 1.
Ensure sufficiency of supplies and
6.5 equipment with consideration to the
needs projection in a worst-case
scenario and preposition them in
Response supplies and strategic locations.
equipment available
Strategy 2.
Create a platform or partnerships
Indicator: with different organizations and the
Number of supplies and equipment private sector for resources and
available and serviceable for the services sharing.
worst- case scenario.
DRRMO, UDD, PSD, PNP-
Makati, BFP-Makati, DES,
MAC, DEPW, MHD, MSWD, DepEd-
Makati, Red Cross- Makati, VSO, Liga
ng mga Barangay, Barangays,
Strategy 1.
Establish rescue clusters strategically
6.6 located in different parts of the city
and in the off-city relocation sites.
Fully equipped Strategy 2.

response teams Establish response teams per
established relevant department.
Strategy 3.
Indicator: Establish response teams per
City response teams established barangay.
% of barangays with established
response teams
Strategy 4.
# of accredited volunteer Strengthen volunteerism and build
response teams grassroot or community-based
response teams (volunteer fire
Implementing Agencies: brigades, student volunteer army,
DRRMO, UDD, PSD, PNP- Makati, etc.).
BFP-Makati, DES, MAC, DEPW, MHD,
MSWD, DepEd-Makati, Red Cross- Strategy 5.
Makati, VSO, Liga ng mga Barangay, Establish a fully equipped response
Barangays, Partner CSOs and private training facility.
sector
Outcome 7
Significantly reduced health risks
Indicators:
▪ # of new cases of diseases after a disaster (communicable diseases, mental
and psychological illnesses, malnutrition among the affected population,
comorbidity).
▪ # of days of disruption of health services.
Strategy 1.
Ensure availability of supplies and
7.1 equipment for producing potable
water (e.g. water filtration units, jerry
cans, chemicals, among others).
Sufficient clean and
potable water provided Strategy 2.
Create partnerships with local water
concessionaires and water refilling
Indicator: stations.
% of affected population with access
to clean and potable water Strategy 3.
Establish emergency water storage
Implementing Agencies: tanks/facilities to ensure supply of
MHD, DRRMO, DES, BFP- Makati,
water in critical facilities and for the
Barangays, private/local
affected population.
concessionaires
Strategy 4.
Capacitate more personnel for
Water, Sanitation and Hygiene
(WaSH).
Strategy 1.
Ensure sufficient number of well-
7.2 equipped Mental Health and
Psychosocial Support (MHPSS)
providers to include forging
Mental and partnerships.
psychological illness
prevented
Indicator:
% of affected population in need of
psychosocial help and support
services catered
MHD, OsMak, MSWD, Red Cross-
Makati, DRRMO, Barangays
Strategy 1.
Establish and localize/harmonize
7.3 MDM practices, protocols, system to
consider effective response
mechanisms.
Properly managed
dead bodies and Strategy 2.
missing persons
supplies and equipment for
management of the dead and the
Indicator: missing.
% of dead bodies and missing
persons properly managed Strategy 3.
Create platforms or partnerships
with funeral parlors for post-mortem
DILG-Makati, MHD, OsMak,
processes.
DRRMO, PNP-Makati, Barangays,
MSWD, DES, DEPW
Strategy 1.
Ensure stockpiled food are according
7.4 to accepted standards and nutritional
value at the city and barangay levels.
Incidence of hunger Strategy 2.

and malnutrition
supplies and equipment for
prevented management of the dead and the
missing Formalize partnerships with
potential food providers such as
Indicator: groceries and supermarkets.
% of affected population provided
with food with nutritional value Strategy 3.
Increase the number of trained
personnel for Nutrition in
MHD, OsMak, MSWD,
Emergencies to include rapid
Barangays, DRRMO
nutrition assessment and nutrition
counseling, managing cases of acute
malnutrition during and after
disasters.
Strategy 4.
Encourage or promote growing of
food through household level edible
gardening and setting-up
community gardens and urban
farming.
Strategy 1.
Ensure structural soundness and
7.5 safety of public health facilities.
Strategy 2.
Disaster-resilient Provide back-up/temporary health
health facilities facilities in times of
emergencies/disasters (e.g. field
hospitals, mobile clinics).
Indicator: Strategy 3.
% of health facilities functional after
Strengthen partnership with private
Implementing Agencies: health facilities/providers for
MHD, OsMak, DEPW, information/knowledge and resource
DRRMO sharing, response operations and
other DRRM-related activities.
Outcome 8
Continuous government services provided
Indicators:
▪ # of days of disruption of critical government services
Strategy 1.
Develop a unified and accessible
8.1 disaster information management
system containing all data and
information that city departments
Updated and offices collect and produce for
comprehensive hazard DRRM.
and risk data and
Strategy 2.
information available Regularly update risk assessment
using scientific and/or community-
based approach.
Indicator:
Comprehensive and updated risk
assessment available to all Strategy 3.
stakeholders in various forms Make risk data and information
available and accessible to the
Implementing Agencies: community and other stakeholders
UDD, DRRMO, ICRD, DRRMC,
in various platforms and media.
Barangays
Strategy 1.
Establish a back-up system for
8.2 government data, files and records.
Strategy 2.
Government data, files Promote and practice data, files and
and records available records management in accordance
to national and international set
before, during and standard to ensure service
after disasters continuity.
Indicator:
% of critical government data, files
and records available after disasters.
UDD, DRRMO, DRRMC,
Barangays
Strategy 1.
Make mandatory the DRRM Training
8.3 to all city employees. A Training
Management Plan integrating DRR
and CCA will be developed.
Increased DRR
and CCA capacity Strategy 2.
Continue existing and explore new
of city employees partnerships with different local,
national and international
Indicator: organizations for capacity building.
% of city employees capacitated on
DRRM. Strategy 3.
Provide city employees with
Implementing Agencies: preparedness supplies and
DRRMO, HRDO, MHD
equipment.
Strategy 1.
Establish quick response teams,
8.4 ensure order of succession and
communication flow for each city
government departments/offices.
City government
human resource Strategy 2.
Provide welfare services for
available for employees and their families such as
continuity of services but not limited to temporary shelter,
communication priority, security
services.
Indicator:
% of employees reporting to work
after disasters.
HRDO, UDD, DRRMO, MSWD, Law
Dept., DILG, DRRMC
Strategy 1.
Strengthen the institutionalization of
8.5 the Volunteer Management System
(VMS).
Human resource surge Strategy 2.

capacity available Strengthen partnership with other
LGUs and external partners for
mutual-aid response.
Indicator:
# of accredited volunteers. Strategy 3.
Facilitate the formation and capacity
Implementing Agencies: building of grassroot-level DRR
DRRMO, HRDO, IRD and other
groups/volunteers.
relevant departments/ offices
Strategy 1.
Institutionalize a system for Service
8.6 Continuity in the City Government
including the formulation and
adoption of a corresponding plan.
Mechanisms for
the continuity of Strategy 2.
government services Strengthen partnership with the
private sector and local
established concessionaires for continuity of
critical services for government to
perform critical functions.
Indicator:
Presence and implementation of
Service Continuity Plan Strategy 3.
Ensure capacitated City Government
Implementing Agencies: department and offices on service
DRRMO, DRRMC continuity practices and protocols.
Outcome 9
Disaster-damaged assets and resources restored or
reconstructed using the build back better principle
Indicators:
▪ % of damaged assets and resources restored, rehabilitated or reconstructed.
Strategy 1.
Ensure well-equipped PDNA teams in
9.1 terms of skills and resources both at
the city and barangay levels.
Post disaster damage
Strategy 2.
and needs information Adopt a localized PDNA system, to
available include city-contextualized forms
and protocols.
Indicator:
Strategy 3.
% of disasters experiences with
Establish a disaster damage and loss
available post-disaster damage and
need (PDNA) information database integrated into the disaster
information management system
Implementing Agencies: and with back-up facility.
DRRMO, DEPW, MSWD, MHD,
DepEd-Makati, DES, UDD, Liga ng
Strategy 1.
Institutionalize a system for Disaster
9.2 Recovery and Rehabilitation
including the formulation and
adoption of a corresponding
Mechanisms and Recovery Plan.
strategies for recovery
and rehabilitation Strategy 2.
Ensure capacitated City Government
established department and offices on disaster
recovery and rehabilitation practices
Indicator: and protocols.
Presence of recovery and
rehabilitation mechanisms that can Strategy 3.
be implemented/ activated Strengthen partnership with the
immediately during the recovery private sector and local
phase
concessionaires for disaster recovery
Implementing Agencies: and rehabilitation.
DRRMO, DRRMC
Strategy 1.
Maintain insurance policies for all
9.3 government infrastructure and
assets.
Communities have Strategy 2.

access to risk financing Explore expanded insurance policies
for providers of DRRM services.
and risk insurance
Strategy 3.
Indicator: Increase the awareness or literacy of
% of communities with access to risk communities on insurance and
financing and risk insurance. insurance mechanisms.
% of government infrastructures, Strategy 4.

assets and human resources insured.
Provide support for the
establishment or access to micro-
insurance & microfinance for the
BPO, PESO, MCDO, IRD,
community and the business sector,
Accounting Dept., Budget Dept., more particularly the MSMEs and
City Treasurers Office, EEMO, start-up businesses.
DRRMO, Barangays, GSD, HRDO,
Partner CSOs and private sector Strategy 5.
Explore other risk financing
strategies appropriate and applicable
for the City.
Outcome 10
Economic activities immediately
Indicators:
▪ % of economic activities restored.
Strategy 1.
Promote and provide capacity
10.1 building for Business Continuity
Planning for formal and informal and
different types of businesses.
Ensured continuous
business operations Strategy 2.
Adopt a policy for the increased
DRRM initiatives of the business
Indicator: sector.
% of businesses per type/size
continuing operations after a
Strategy 3.
disaster
Ensure continuity of government
Implementing Agencies: services related to facilitating the
BPO, PESO, MCDO, IRD, continuous business operations.
Accounting Dept., Budget Dept.,
City Treasurers Office, EEMO,
DRRMO, Barangays, IRD, Law Dept,
Strategy 1.
Provide livelihood and
10.2 alternative livelihood trainings
. to the affected population.
Minimized loss of Strategy 2.

livelihood Explore innovative
measures/initiatives for
alternative sources of income
Indicator: for the affected households
% of population with livelihood after such as cash-for-work or
disaster conditional cash transfer.
BPO, PESO, MCDO, IRD, Accounting Strategy 3.
Dept., Budget Dept., City Treasurers Partner with private businesses
and/or organizations for
Office, EEMO, DRRMO, Barangays,
livelihood trainings and/or
IRD, Law Dept, Partner CSOs and opportunities
private sector
Priority Programs
Programs Components
RISK INFORMATION SERVICES

• Early Warning System
The Risk Information Services Enhancement
program aims to ensure the • Conduct/updating of risk
availability and timely provision of risk assessment
information for planning and
• Disaster risk information
decision-making purposes as well
management
allowing the communities to take the
necessary actions before hazards hit.
It includes activities risk data
gathering, processing and risk
information dissemination.
DISASTER RESILIENT • Structural assessment and
INFRASTRUCTURE retrofitting of public
infrastructure
The primary objective of this program
• Preventive infrastructure
is to lessen the infrastructure exposed
construction
to different hazards and prevent
• Preventive infrastructure
potential damages. It covers activities
maintenance and
for ensuring the structural soundness
improvement
of existing infrastructure and new
constructions, building preventive • Disaster-resilient
structures, and development of infrastructure design
resilient infrastructure design. • promotion and development
• Relocation of structures
outside the "No Build Zones"
ENVIRONMENTAL RESILIENCE
• Environmental plans and
This program aims to protect the policies
environment before and after • Biodiversity enrichment and
disasters. It will carry out initiatives restoration
and activities for promoting and
• Water quality management
ensuring the health of the four
• Air quality management
sectors of environment namely
• Waste management
biodiversity, water, air and waste
management and their restoration
should a disaster hit.
Programs Components
DRRM EDUCATION
This program aims to provide DRRM • Awareness and IEC activities
education to all sectors of the • Establishment of information
community in a sustainable way both and education facilities
formal and informal. It also aims to • Training Management
ensure that education will be • Continuing education system
continuously provided even in the
face of a disaster.
DRRM COMMUNITY ORGANIZATION, • DRRM-related plans
PARTICIPATION AND enhancement assistance to
EMPOWERMENT (COPE) the barangays
This program aims to build the • Establishment of platforms for
capacities of the communities to more engaged and connected
cope with disasters. It involves the communities
initiatives and strategies for • Formation and capacitation of
strengthening the connectedness volunteers
and engagement of the communities • Promotion and/or provision of
from DRRM planning to emergency supplies and
implementation as well as equipping equipment to the community
them for self-help, mutual-help, and based on their needs
public-help. • Community knowledge and
skills trainings
EMERGENCY AND DISASTER
SHELTER • Evacuation planning and
camp management
This program aims to ensure that • Temporary and transitional
communities would be provided with shelter establishment
shelter in times of emergencies and
disasters. It involves participatory and
multi- stakeholder activities for
evacuation planning and providing
evacuation-related information. It also
covers establishing mechanisms and
capacity building for setting up and
managing temporary and transitional
shelters compliant to standards set by
local and international agencies/
organizations.
Programs Components
INCIDENT AND DISASTER

MANAGEMENT • Response Planning
• Response drills and exercises
The objective of this program is to
• Communications and
ensure timely and well-coordinated
reporting
response operations during
enhancement
emergencies and disasters. It involves
• Incident and disaster
response planning activities and
management structure
drills/exercises. It also covers
establishment and capacity
activities to ensure availability and
building
sufficiency of necessary human and
• Operations center
physical resources to deal with
enhancement and integration
different types of emergencies and
• Response resource capacity
disasters particularly worst-case
enhancement
scenarios.
HEALTH AND DISASTER

• Water, Sanitation and Hygiene
This program aims to protect the (WASH)
health of the communities before, • Mental Health and
during and after disasters. It involves Psychosocial Support
building the human and physical
• Management of the Dead and
capacities and arrangements to
the Missing
provide different health services. It
• Nutrition in Emergencies
also includes prevention of disease
• Health facilities safety and
outbreaks.
alternatives
• Disease outbreak / Emerging
and re-emerging infectious
diseases prevention
Programs Components
DISASTER RECOVERY
The Disaster Recovery program aims • Post Disaster Needs
to establish the necessary Assessment
mechanisms and systems for the • Recovery Planning
recovery, rehabilitation, and • Recovery Services
reconstruction of the different sectors
in accordance to the Build Back
Better principle. It also covers
recovery strategies or services after
actual disasters.
SOCIO-ECONOMIC RESILIENCE
PROGRAM
• Risk financing and risk
This program aims to ensure the insurance promotion and
protection of assets of the community facilitation
and the safety and continuity of • Community-based business
economic activities in the City resilience
especially the micro, small and
• Livelihood and alternative
medium enterprises (MSMEs).
livelihood provision
DRRM ORGANIZATIONAL
ENHANCEMENT PROGRAM
This program aims to enhance the • Planning and organizational
capacities of DRRM Organizations at meetings
all levels. It involves regular planning • Partnership building activities
and organizational meetings to • All levels DRRM organization
include policy formulation. It also knowledge and skills trainings
includes provision of knowledge and • Employee welfare services
skills trainings and general welfare • Policy Formulation
services to ensure continuous
functioning. Likewise, this covers
partnership activities with different
local and international organizations
and the private sector for a more
cohesive approach in resilience
building.
CHAPTER 7
Implementation, Monitoring
and Evaluation
The Makati DRRM Plan 2019-2030 will be the primary basis for the formulation
of the Annual Investment Program (AIP) for the LDRRMF and can serve as
reference for other DRRM-related initiatives to be charged against other
sources. The DRRM AIP will contain prioritized projects taking into
consideration the indicators and strategies specified in this plan.
In monitoring this plan, the existing City mechanisms will be utilized such as the
Quarterly Outcome Monitoring Report and Annual Accomplishment Report.
However, it will only monitor the implementation of the yearly programs and
projects funded under the Local Disaster Risk Reduction and Management
Fund (LDRRMF).
Therefore, a separate monitoring and evaluation tool shall be formulated by the

DRRM Council specifically to monitor this plan. It will contain the indicators
specified in this plan. The Annual Accomplishment Report will serve as one of
the inputs for accomplishing the customized/localized monitoring and
evaluation tool for DRRM. This tool, once adopted, shall be used regularly in the
Council’s Annual Program Review and Planning Workshop. The output of the
monitoring and evaluation will then serve as inputs in accomplishing the
different assessment tools from the national government such as the Seal of
Good Local Governance (SGLG), Gawad Kalasag, and the Cities and
Municipalities Competitive Index (CMCI) and international resilience tools like
the UNISDR Disaster Resilience Scorecard.
The PRPW for DRRM will serve as the venue for monitoring the yearly
accomplishment of the DRRM Council and relating it to the overall goals of this
plan. Moreover, during the PRPW, challenges in the implementation, new
innovations and trends in DRRM will be discussed for consideration in the
preparation of the following year’s Annual Investment Program (AIP) for DRRM.
The Makati DRRM Office, as the secretariat of the DRRM Council and mandated
under RA 10121, will lead the monitoring the plan. Sectoral monitoring will also
be conducted in preparation for the annual PRPW.
Results-based Monitoring and Evaluation (RBME)

As the secretariat of Makati DRRMC, Makati DRRMO Steering Committee
monitors the implementation of the Makati DRRM Plan. To effectively assess the
priority programs being carried out in the Makati DRRM Plan, a results-based
monitoring and evaluation framework is designed with the use of logical
frameworks developed from accomplishment of the UNISDR Making Cities
Resilient- Resilience Assessment Tool. Through this, the logical frameworks for
these programs are effectively laid out and priority programs are identified
shedding more light to the City’s vision of resilience.
From the logical framework, the direct relationship of strategies to the desired
outcomes was identified. This paved the way to developing the Results-based
Monitoring and Evaluation (RBME) matrix that shows not only the progress of
the Makati DRRM Plan priority projects but also demonstrates the impact of the
priority programs/projects. Through this tracking mechanism, a shift from
traditional monitoring and evaluation is observed. From the traditional focus on
inputs and outputs of the programs, the RBME shifts focus to actual outcomes
and impacts.
Through the RBME, the City derives the motivation for continuously improving
interventions that is always in touch with the actual gaps and demands of the
community, business sector and other non-government organizations.
CHAPTER 8
Other Plans of the City and

Their Interrelation with the
DRRM Plan
Mother Plans
A. Makati Comprehensive Development Plan
The Makati Comprehensive Development Plan (CDP) lays out the vision,
mission, objectives, or simply the overall direction that the City wants to take on
as it aims for resilience.
B. Makati Comprehensive Land Use Plan

The Makati Comprehensive Land Use Plan (CLUP) lays out the policies and
overall direction of the City relating to its goal to be a paragon of development
and a model of sustainability, vibrancy and inclusiveness through the provision
of a safe, secure, and livable environment.
Sectoral Plans
A. Makati Earthquake Contingency Plan
The Makati Earthquake Contingency Plan is a science-based, scenario-specific,
time-bound response plan for a 7.2 magnitude earthquake was envisioned to
reduce mortality as it lays down cluster protocols implemented through a
unified system. The assumptions and scenarios were based on the Greater
Metro Manila Area Risk Analysis Project (GMMA RAP) as well as the Metro Yakal
Plus.
B. Makati Contingency Plan for Hydro-Meteorological Hazards

The Makati Contingency Plan for Hydro-Meteorological Hazards is a science-
based and scenario-specific response plan for the “most probable” scenario for
flood which is a 5-year return period with flood height of 0.1 to 0.5-meter water
laying down cluster protocols implemented through a unified system. The
assumptions and scenarios were based on the Greater Metro Manila Area – Risk
Analysis Project of the Collective Strengthening for Community Awareness on
Natural Disasters (CSCAND) agencies and the Australian Agency for
International Development (AusAid) and from the Ondoy and Habagat 2012
scenarios.
C. El Niño Preparedness Plan

The El Niño Preparedness Plan contain the City’s plan of actions to address the
impacts of El Niño employing measures for, among others, capacity building,
early warning enhancement, monitoring of water leakage, ensuring water
quality, and surveillance and mitigation of the spread of climate change related
diseases.
D. Pre-Disaster Recovery Plan

The Pre-Disaster Recovery Plan (PDRP) essentially outlines a coordination
structure and a regulatory framework for collective action throughout eight (8)
Pre-Disaster Recovery Strategies and Actions: (1) Recovery Support Function; (2)
Governance; (3) Housing; (4) Health and Psychosocial; (5) Environment; (6)
Infrastructure; (7) Economic; and (8) Financing.
E. Evacuation Plans
Evacuation routes and sites have been identified in each of its barangay with
annual drills conducted to educate and/or make the public aware of the
appropriate actions to take in case of an evacuation.
F. Makati Health Department Disaster Risk Reduction and Management

and Health (DRRMH) Plan
The Makati Health Department Disaster Risk Reduction and Management and
Health (DRRMH) Plan is a specific set of guidelines, protocol and specific duties
of all MHD-HEMS members aimed to provide a coordinated system during
times of disaster and emergencies in line with the Department of Health
advocacies and goals having the four clusters of HEMS namely WASH, MHPSS,
Medical and Nutrition. Further, the DRRMH Plan enables MHD-HEMS members
to coordinate, communicate, and respond with other agencies to prevent chaos
and to deliver accurate health services during emergencies and disasters.
G. Manual of Operation for MSWD Disaster Response

The Manual of Operation for MSWD Disaster Response provides the
organization structure for MSWD response, defines the function, delineates the
roles and responsibilities, and sets out the operational procedures that the
MSWD personnel undertake during disaster response.
H. Revised Philippine National Police Operational Procedures

The Revised Philippine National Police Operational Procedures provides a
specific set of protocols, plan of actions, and procedures for police operations to
include Public Safety Operation and Critical Incident Management Operation.
Public Safety Operation includes Search, Rescue, and Retrieval Operations, Fire
Drills, Earthquake Drills, and similar operations that promote public safety. On
the other hand, Critical Incident Management Operation involves response to
human-induced or manmade incidents, the management of which is the
primary responsibility of the police force, and natural disasters or incidents,
wherein the police force acts as first responders to provide security and support
to the LDRRMC.
I. Bureau of Fire Protection Operational Procedures Manual

The Bureau of Fire Protection Operational Procedures Manual provides a
specific set of protocols, plan of actions, and procedures for the operations of
BFP fire personnel to include emergency medical services, special operations,
and disaster management
Emergency Medical Services covers the scope practice of the appropriate BFP
fire personnel in their functions as Emergency Medical Technicians during
response to incidents requiring immediate diagnostic or medical interventions.
As for special operations, this include a specific set of guiding actions and define
the roles and responsibilities to take in case if responding to and/or coordinating
for Chemical, Biological, Radiological, and Nuclear (CBRN) Operations, Civil
Disturbance Management, and Disaster Response, among others. While for
disaster management, these outlines the roles, responsibilities, and scope of
practice in incidents of response to, among others earthquake, landslide,
tsunami, typhoon, and flood.
J. Environmental Management Plan

The Environmental Management Plan (EMP) serves as the blueprint for the
measures of the City for mainstreaming the protection of its environment and
ecosystems.
K. Local Climate Change Action Plan

The Local Climate Change Action Plan (LCCAP) contains the City’s climate
projection and impact analysis on critical urban systems namely potable water,
used water, land, transportation, energy, health, food, communication, and local
governance.
L. Makati Drainage Plan

The Makati Drainage Plan serves as the blueprint for the maintenance and/or
improvement of the City’s drainage and waterways.
M. Other Related Plans

CCA and DRRM has also been part of other supplemental plans of the City as
Makati has actively been engage in the national government’s advocacy of
mainstreaming CCA and DRRM into the local plans, programs, projects, and
activities.
Interrelation with the DRRM Plan

The vision, mission, objectives, and policies contained in the City’s CDP and
CLUP serves as the guiding principles of the City’s DRRM Plan. Guided by these
principles, the DRRM Plan employed risk assessment and situational analysis to
ensure that measures, programs, projects, and activities are mainstreamed
throughout the same sectors used in the city’s other development plans - Social,
Infrastructure, Environment, Protective, Economic, Administrative and Finance.
The Makati DRRM Plan also served as the guiding plan for the development
and/or formulation of the City’s Contingency and other disaster preparedness
plan.
Annex A shows the linkage between the plan goals and outcomes. It reflects which outcomes
contribute to the achievement of the identified goals.
Annex B shows the linkage between the plan outcomes and DRRM thematic areas
(i.e. Prevention and Mitigation, Preparedness, Response and Relief, and Recovery and
Rehabilitation). It reflects which outcomes (and sub-outcomes) contribute to each thematic
area.
Annex C shows the linkage between the priority programs and outcomes. It reflects which
programs will help in achieving a particular outcome or outcomes.
ANNEX A: Makati DRRM Plan 2019-2030 Goals and

Outcomes Linkage
Goal Outcomes
1 Reduced disaster-related mortalities 1–9
including injuries
2 Minimized number of affected 1–3, 5, 8, 9
population
3 Reduce disaster economic loss 1, 8–10
4 Minimize damage to infrastructure 1, 8, 9
and disruption to critical services
ANNEX B: Makati DRRM Plan 2019-2030 Outcomes and

DRRM Thematic Area Linkage
The Makati DRRM Plan 2019-2030, while it gives focus on international
framework alignment, still aligns with the National Disaster Risk Reduction and
Management Framework and Plan. This alignment can be easily shown
through the four thematic areas of DRRM, as shown in the figure below.
Source: National Disaster Risk Reduction and Management Plan 2011-2023 (retrieved at
URL: https://ndrrmc.gov.ph/attachments/article/41/NDRRM_Plan_2011-2028.pdf)
These four thematic areas, namely prevention and mitigation, preparedness,

response, and rehabilitation and recovery can be linked with the outcomes and
sub-outcomes of this Makati DRRM Plan 2019-2030, as shown below.
DRRM Thematic Area Outcomes and Sub-Outcomes

Prevention and Mitigation 1, 2, 4.1, 7.5, 8.1, 8.2
Preparedness 3, 4.2, 8.3, 8.5
Response and Relief 4.3, 5, 6, 7
Recovery and Rehabilitation 8.4, 8.6, 9, 10
ANNEX C: Makati DRRM Plan 2019-2030 Programs and

Outcomes Linkage
Programs Contributory to Outcome/s
Risk Information Services 4, 8

Disaster Resilient Infrastructure 1
Environmental Resilience 2
DRRM Education 3
DRRM Community Organization,
3, 8
Participation and Empowerment (COPE)
Emergency and Disaster Shelter 4, 5

Incident and Disaster Management 4, 6
Health and Disaster 7
Disaster Recovery 9
Socio-Economic Resilience 9, 10
DRRM Organizational Enhancement 6, 8
ANNEX D: City Ordinance No. 2019-A-015
CITY
ANNEX E: City Ordinance No. 2019-A-114

Makati DRRM Plan 2019-2030

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Makati DRRM Plan 2019-2030

Uploaded by

Copyright:

Available Formats

MAKATI DISASTER RISK REDUCTION AND MANAGEMENT PLAN 2019-2030

© Makati DRRM Office | 2

Makati Disaster Risk Reduction and Management Plan 2019-2030

Cover and Content Layout

3 | © Makati DRRM Office

© Makati DRRM Office | 4

Technical Planning Process and Integration of the International Agenda ...... 37

5 | © Makati DRRM Office

Implementation, Monitoring and Evaluation ...................................................................... 136

© Makati DRRM Office | 6

Message from the Mayor

Our earnest commendation goes to you for

With this fundamental document on hand, we have stepped up to the

Again, congratulations, mabuhay kayo!

HON. MAR-LEN ABIGAIL S. BINAY

7 | © Makati DRRM Office

Message from the Vice Mayor

For many years, the city has developed

This year, we have put even more effort into

As we move forward to our goal to become a smart city, it is the city’s

Again, we proudly present Makati’s DRRM Plan for 2019-2030.

© Makati DRRM Office | 8

Acronyms and Abbreviations

BFP Bureau of Fire Protection

BOD Biological Oxygen Demand

BPO Business Permit Office

CBD Commercial Business District

CCA Climate Change Adaptation

CCC Climate Change Commission

CDP Comprehensive Development Plan

CLUP Comprehensive Land Use Plan

CSO Civil Society Organization

DepEd Department of Education

DEPW Department of Engineering and Public Works

DES Department of Environmental Services

DILG Department of Interior and Local Government

DRIVE Disaster Resiliency Initiative for Vulnerable Enclaves

DRRM Disaster Risk Reduction and Management

DRRMC Disaster Risk Reduction and Management Council

DRRMO Disaster Risk Reduction and Management Office

9 | © Makati DRRM Office

DRRMH Disaster Risk Reduction and Management in Health

EEMO Economic Enterprise Management Office

EIA Environmental Impact Assessment

EMP Environmental Management Plan

EPC Environment Protection Council

EWS Early Warning System

GHG Greenhouse Gas

GMMA RAP Greater Metro Manila Area Risk Analysis Project

GSD General Services Department

HEMS Health Emergency Management System

HRDO Human Resource Development Office

ICRD Information and Community Relations Department

IEC Information, Education, and Communication

IMT Incident Management Team

IRD International Relations Department

KRA Key Results Area

LCCAP Local Climate Change Action Plan

Local Disaster Risk Reduction and Management

Local Disaster Risk Reduction and Management

MAC Makati Action Center

MCDO Makati Cooperative Development Office

MDM Management of the Dead and the Missing

MHD Makati Health Department