Modules 3&4

National Service Training Program (CWTS)
Table of Contents
Introduction 1
Paulinian Essential Elements 2
Paulinian Affirmation 3
Module 3 :Evacuation Center/Center Management

Learning Outcomes 3
Learning Activities 3
Processing and Formation 3
Introduction 3
What is an Evacuation Center and Center Management 4
The DO's and DON’T's in the Evacuation Camp 9
The DO's and DON’T's of Center Management 10
Process Questions 11
Synthesis 11
Assessments 12
Assignments 13
Module 4: Relief Delivery Operation 13
Learning Outcomes 13
Learning Activities 13
Introduction 13
The definition of Relief in accordance to RA# 10121 13
The coverage of relief in accordance to RA# 10121 15
The Relief Distribution Process 16
Process Questions 16
Synthesis 17
Assessments 17
Assignments 18
Reflection Guide 18
Expanded Opportunity 18
References 20
National Service Training Program – CWTS 2
Introduction
Evacuation centers provide temporary shelter for persons displaced from their homes following a disaster.
These facilities vary by location and by the extent of damage to the area. Office buildings, sports stadiums,
churches, residential homes, dormitories and community centers may all serve as emergency shelters.
Evacuees are required to share living spaces, bathrooms and kitchen facilities with others. They may also
be exposed to overly crowded conditions, making them vulnerable to outbreaks of infectious diseases. As
an evacuee, you can help prevent the spread of infection by taking essential steps.
Paulinian Essential Elements
Cutting Edge, Resilient VISIONARIES, AND INNOVATORS who:
 Anticipate potential social and technological changes and proactively pursue fruitful
ways of responding them;
 Develop ideas for innovations in their field, testing meticulously heir feasibility and
utility;
 Look beyond conventional approaches to challenges to their field and identify
creative ways these could be addressed.
Paulinian Affirmation
“As a Christ-centered Paulinian, I am a Cutting Edge, Resilient VISIONARIES, AND
INNOVATORS, competently pursuing my mission in life.”
1
Module 3: Evacuation Camp and Center Management
Learning Outcomes
During the learning engagement, you should be able to
 Explained the importance of and key steps in evacuation camp management

 Defined and analyzed the dos and don’ts in the evacuation area.
Learning Activities
Processing and Formation
What is an Evacuation Camp?
Evacuation camp play a fundamental role in managing the impacts of a natural disaster and
in protecting the lives of vulnerable communities at risk before such a disaster. They provide
emergency shelter from the worst impacts of the disaster as well as essential data to
emergency planners regarding those Internally Displaced Persons (IDPs) who have been
made fully homeless, or whose shelter is severely damaged rendering them in need of a
transition shelter/ durable solution
It is important to develop a common understanding among all stakeholders and respective

communities through an effective communication plan that evacuation camps are not a
long-term solution. Within the preparedness plan, evacuation camps are to provide safe
emergency shelter for a short time before the disaster strikes. In principle, evacuation
camps will provide safe shelter to communities at potential risk of disaster (cyclone, flash
flood, fire, etc.). Evacuation camps will provide lifesaving shelter to IDPs/affected or
vulnerable communities pre and at the point onset of natural disasters for a few hours to a
few days. Upon formal closure of the evacuation camps, the IDPs will either return to their
place of origin or, in the case of those whose homes are lost or damaged such that they
cannot return, relocate to an alternate area (ideally close to their place of origin) under the
recovery and durable solution framework until their houses are rebuilt.
2
The core functions of an evacuation camp are:
.to provide safe and secure shelter in anticipation of an impending disaster.
.to provide safe and secure shelter during a disaster; and
.to provide data on affected people who have lost their home and are unable to return to
their place of origin
Possible Types of Evacuation Centre
An evacuation camp could be set up in a state building such as a convention camp, a

government office building, a school, a town hall, or it might be established in a community
camp, a place of worship such as a church or even a private property such as a hotel or
resort, etc. These are places with the greatest potential to be used in case of an emergency
to provide safe shelter for the people at risk of imminent disaster.
Selection and assessment process
Some steps are involved in identifying and classifying a nominated building as an evacuation
camp within the NDMO’s national database, as discussed in more detail below.
A. Setting up of baseline data of evacuation camp
The initial step is for the NDMO to obtain a list of potential evacuation camp that have been
identified/nominated by different partners based on their areas of governance. For
example, the MoE might identify schools as possible evacuation camp, the VCC might
identify/nominate a church, and the DLA in consultation with the Area Secretaries might
identify a community, public or private building as a potential evacuation camp. Based on a
census report from the Department of Statistics Ministry of Finance, emergency planners
will evaluate how many evacuation camp are needed in each province/community. The
NDMO will then request line ministries/partners (MoE, VCC, DLA) to identify potential camp
from within their respective departments.
This initial step will establish baseline data for the number of potential evacuation camp as
follows:
 Type of facility (school, church or other)

 Number of schools
3
 Number of churches
 Number of community camp
 List and maps of ECs – NDMO to maintain the list of ECs all over the country along
with key information provided by partners .name of the province
 Addresses of ECs
 GPS coordinates
 Name and contact details of EC manager (if already appointed, otherwise to
 Be appointed)
 Name and contact details of deputy manager (if already appointed,
otherwise to be appointed)
 Name and contact details of relevant Provincial
B. Pre-selection
The pre-selection will be done mainly through desktop review and shortlist of identified/
nominated potential evacuation camp by the different line departments and partners. The
emergency planners/evacuation camp coordinator will carry out this pre-selection in
consultation with relevant partners to ensure that geographical balance, coverage and
population needs are addressed.
C. Assessment
Upon completion of the pre-selection process, the NDMO will coordinate with the various
line departments (PWD, MoE/Schools Building Department) to create a plan for the detailed
assessment of pre-selected buildings. The NDMO will follow the formal procedure/MoU for
support as and when required, guided by CAP267.
D. Selection
The assessment results will lead the NDMO and its partners to select suitable facilities that
meet the minimum criteria to be evacuation camp. A detailed list of selection criteria is in
Section 9 of this document.
E. Classification of assessed buildings

Evaluation based on the assessment results will help the emergency planners to finalize the
selection and classify the facilities as evacuation camp.
Sample classification of buildings
CLASS A+
 The building will maintain operability post-disaster, with only minor damage.
4
 The building will provide life-safety shelter for all regional natural hazard events.
 Building availability is unrestricted; available on agreed prior notice to owner.
 All essential facilities are available: gender-segregated toilets, washing, cooking,
safety protection, recreation, etc.
CLASS A
 The building will maintain operability post-disaster, with only minor damage.
 The building will provide life-safety shelter in all regional natural hazard events.
 Building availability is unrestricted; available on agreed prior notice to owner.
 Essential facilities are available except safety protection, gender-segregated
toilets and recreational facilities.
CLASS B
 The building will provide life-safety shelter for only some regional natural hazard
events.
 Some damage will be sustained to non-structural and services components.
 Building availability needs arrangement between the NDMO and the owner
regarding maintenance of building post closure of EC.
 There is no running water, cooking facilities, or ventilation.
CLASS C
 The building will provide life-safety shelter for only some regional natural
hazard events.
 Some damage will be sustained to non-structural and services components.
 Building availability is restricted to certain times of the year; duration of stay is
limited.
 There is no running water, only one toilet (or two maybe) and cooking facilities
are outside and not accessible during rain or storms.
NO CLASS
 The building is unsafe and/or unsuitable for use in evacuations.
F. Situation analysis (needs versus available capacity and resources)
5
The existing capacity of schools, churches and other buildings would not meet a
claim of preparedness for standard response. However, the assessment data will
help the NDMO and its partners to analyse the gaps then address the need for
budget and resources to improve the capacity of selected facilities to ensure that
preparedness and response capacity are strengthened and improved. The same
analysis will also help the NDMO and its partners together to form a set of
recommendations for regular development programmes.
G. Resource and budget planning to strengthen preparedness and response capacity

The assessment report will help planners with resource and budget planning.
However, this will be at the level of the respective line departments, such as the
PWD, the MoE, the DLA, etc.
H. Information and data management for effective coordination and partnership

Baseline data will enable the NDMO to plan/set up partnerships with government
and non-government organisations for the operation, management and
maintenance of identified evacuation camp. The assessment report and resource
budget planning will help the NDMO to initiate strategic planning and set up
partnerships: . to improve the identified evacuation camp to ensure that the facilities
meet the minimum standards outlined in this document, and . to manage the
operation of the selected evacuation camp country-wide.
I. Recommendations for the NDSP concerning MCCA & DRR Policy 2016–2030
The assessment selection and classification exercise will systematically segregate the
buildings that cannot be used, and through analysis the current situation will become
clear. Budgeting and resource planning will outline the amount required to maintain
the evacuation camp at the level of the minimum standards, and the end report will
not only highlight any serious gaps in infrastructure regarding design and quality but
will also provide strong recommendations to consider when new buildings are to
design and plan.
These recommendations are likely to be mainly lessons learned that will be linked to
the NSDP, such as: improved cyclone and earthquake resistance in designs; and .
essential additional facilities such as public utilities (bathrooms, toilets, water,
electricity), kitchens, stock rooms for Non-food items (NFIs), operations rooms, etc.
6
J. Resources and budget for assessment and selection of evacuation camps
To identify, assess, select, maintain and manage/ operate evacuation camps, the
NDMO will need to rely on partners and to set up strategic partnerships (MoUs) with
relevant departments (see the diagram below).
As key mandate holder, the NDMO should advocate, coordinate and negotiate these
partnerships and prepare the partnership agreement for their responsibilities and
accountability. The diagram below shows some potential partners who have also
been involved throughout the process of setting up these guidelines through the EC
working group (ECWG).
It is important to understand the dynamics of strategic partnerships for identification,

assessment, selection, management and operation of evacuation camps. Budget and
resources are required for the selection and assessment of evacuation camps all over the
country, and this section, with the help of MCCA & DRR Policy 2016-2030, proposes a most
viable way forward. The proposal is aligned with national policy and guided specifically by
section 7.2.1 on ‘Funding allocations’, which explains: ‘For Vanuatu to achieve progress on
the full range of priorities identified in this policy, it will need the support of development
partners and donors, and commitment from all levels of government and stakeholders.
Given the crosscutting nature of climate change and disaster risk reduction, funding from
the budgets of ministries, departments, provincial governments, area councils, CSOs and
industry sectors will be required to enable and implement climate change and disaster risk
reduction measures.’
K. Assessment criteria for final selection
1. Safe, accessible locations
Each evacuation camp ideally needs to provide safe, secure shelter from tropical cyclones,
heavy rain and associated flooding, tsunamis, volcanic eruptions, earthquakes and
landslides. The selection and assessment of evacuation camp must take into account all of
the potential impacts from these hazards.
2. Can one style fit all?
7
It is obvious that there will not be one camp to fit all, the assessment team’s outcome will
help planners and practitioners to tag each camp existing capacity and quality to categorise
its suitability. Evacuation camp must be protected from likely hazards. They should:
 Be elevated above any likely impact from high tide or storm surge level (without
being unnecessarily exposed to wind impacts);
 Be raised at least 500mm above the identified highest known or predicted flood
levels;
 Be located on stable geotechnical land, not subject to potential landslip or exposed
to potential landslides of adjacent land;
 Have no nearby large trees, structures, power lines (or other potential hazards) that
might represent a threat;
 Not be close to facilities that manufacture, use or store hazardous materials;
 Be easily accessible by vehicle and foot, and for those with disability (for all types of a
hazard event, whether cyclone, flooding or tsunami);
 Have adequate parking, safe areas for traffic turning and manoeuvring (including
trucks);
 reflect communities’ natural gathering places;
 have all-weather access for vehicles where possible;
 be safe for women, children, the elderly, people with disabilities and other vulnerable
individuals; and
 be centrally located servicing communities
3. Structural requirements
Ideally, any structure used as an evacuation camps should be designed to withstand

category five cyclones, earthquakes and other natural disasters that are endemic to the
area. Any existing structures should be assessed to confirm their existing capacity and to
identify what is required to upgrade the buildings to meet the minimum standards for
evacuation camps. Existing buildings that do not have the structural integrity to
withstand the expected disaster should be classified and identified accordingly as not
suitable for use. Engineering and construction work required to get particular buildings
up to specification could be undertaken and shared with respective departments. In
cases where the only option is buildings constructed using traditional materials and
8
design, there may be scope to use local training and close work with the respective
community to make them as durable as possible. This approach also represents an
opportunity to learn communities’ existing coping mechanisms and assess any
infrastructure gaps for the relevant government departments to address. Buildings that
should be avoided could be identified as part of the pre-cyclone season awareness
planning. These programmes should be undertaken during the lead up to the cyclone
season to alert people to the need to prepare for cyclones, including identifying
appropriate buildings to seek refuge in.
4. Shortlisting of buildings
While shortlisting buildings, the assessment teams need to pay attention to these key
considerations:
 As Philippines is an earthquake prone area, buildings should be no more than 9m

high and ideally should be designed by an earthquake load standard, according to either
national building codes or equivalent codes from neighbouring countries like New Zealand
or Australia.
 Suitable buildings should be shielded from high winds by established trees, and be at
least two tree lengths away from them.
 Structurally sound buildings that are shielded from high winds are still not suitable if
poorly built structures surround them.
 Square or rectangular-shaped buildings are more suitable than L-shaped or U-
shaped buildings, which have more vulnerable aerodynamics.
 Preferably buildings should have access routes that are not tree-lined.
Evacuation camps ideally should be:

 Preferably certified by a practising structural engineer as capable of withstanding
expected wind and/or earthquake loads.
 Fitted with cyclone shutters for windows and doors;
 In a location that has been assessed as being free from natural hazards;
9
 Weatherproofed against water penetration;

 Designed to ensure sufficient ventilation for proposed capacity usage and venting of
kitchen fumes;
 Fitted with provision for people with disabilities, including ramps where necessary
and appropriate design for Unimpeded wheelchair access;
 Designed with adequate fire exits;
 Set out to ensure that vulnerable persons are catered for and that the personal
security of women, girls and boys is addressed
Displaced persons would benefit if they had access to the following resources:
 Protection from mosquitoes;

 fire extinguishers and smoke detectors in working order;
 guaranteed long-term sustainability regarding ongoing community ownership and
maintenance (the
 responsibility for maintenance should be clearly defined and provided over the
lifetime of the structure);
 a dedicated medical treatment area (or as close as possible to a nearby health
facility);
 perimeter fencing with a dedicated main entry/exit;
 areas for personal hygiene and cooking;
 open space for additional toilets if necessary;
 open space for a recreational area
 Separate spaces to ensure adequate privacy (particularly an issue for women and
girls). These spaces could be created with temporary screens.
5. Capacity/space of evacuation camp
The occupancy capacity of evacuation camp needs to be considered. The Sphere standards
suggest that in the immediate aftermath of a disaster, particularly in extreme climatic
conditions where shelter materials are not readily available, a covered area of no less than
3.5m2 per person may be appropriate to save life and to provide adequate short-term
shelter. As an evacuation camp is used ideally only for a very short time, the maximum
‘event sheltering’ capacity of a camp should allow for no less than 1.5m2 per person. In such
instances, the covered area should be increased to 3.5m2 per person as soon as possible to
10
minimise any adverse impact on the health and well-being of the people accommodated if
there is the expectation of longer-term shelter needs. When assessing an existing structure,
these standards should be used to calculate the number of evacuees that could potentially
use the facility (after making allowance for space for reception, support services, etc.). This
number should then be compared with the expected demand for use of the evacuation
camp from the local community, which is defined in these guidelines as the ‘target
occupancy’. This result informs the determination of basic needs, including provision for
water and sanitation.
6. Water
Evacuation camp should allow displaced person access to water necessary for drinking,
cooking and personal hygiene. For basic survival needs, a minimum supply of 2.5–3 litres
of safe drinking water per person per day should be ensured. On top of that, a minimum
2 litres of water per person per day for basic hygiene practices and a minimum 3 litres of
water per person per day for cooking should be available. In total, to cover basic water
needs, a minimum of 7.5 litres of water should be available per person per day and,
where possible, the target should be to provide 15 litres of water per person per day. A
minimum quantity of drinking water for the target occupancy for three days should be
stored on site in water tanks to cover basic needs in case of disruption to piped water
supplies. A worked example calculation for minimum water provision is given below.
7. Cooking facilities
The kitchen should be sufficiently equipped for hygienic food preparation for the
target occupancy, including the provision of cooking facilities and sinks for washing
utensils and, where possible, a refrigerator or freezer. If the cooking facilities use gas,
then adequate provision should be made to procure additional supplies quickly to
respond to an emergency. Gas cylinders and regulators must be positioned outside
in secure cages away from the building to provide protection from wind-borne
debris, to allow leaks from cylinders/regulators to vent outside and to prevent
unauthorised access to bottles. Gas systems (including connections, regulators and
cylinders) should be inspected annually.
11
8. Electrical installations
Evacuation camp should be provided with a good quality and suitably sized
emergency generator (and associated maintenance programme). Provision should
be made for an inlet generator plug connected to a manual changeover switch at the
switchboard/metre box to allow for the connection of the generator. Where the
generator is external to the evacuation camp, the generator and fuel tank need to be
protected from the effects of the wind, rain and wind-borne debris, and access to
refuelling the generator needs to be protected. If the generator is located in the
evacuation camp, ventilation, noise and fire safety issues need to be addressed.
Adequate earthing of the generator must be ensured. To minimise the risk of danger
to persons in evacuation camp, the electrical installations in camp (and associated
buildings and generator housing) should be inspected, tested and recorded. Such
inspection must be done regularly, ideally twice, before and at the end of every year’s
cyclone season. While budgeting for any new project keeping these guidelines as a
tool, solar energy system is recommended for consideration.
9. Safety and protection

There is an increased need for the provision of appropriate protection for families,
women, children and vulnerable people in evacuation camp. Protection measures to
consider when selecting and assessing evacuation camp include:
 meeting with host communities before identifying camp to assess the level of
local support for the camp;
 properly securing buildings with night latches for doors and burglar-proof
bars for windows;
 •using smaller evacuation camp where possible, because self-regulation for
protection is more likely within smaller groups;
 allowing sufficient space for each person/ household;
 ensuring that any dark areas such as basements, hallways and especially
access to toilets, washrooms, latrines and showers have appropriate lighting;
 providing child-friendly spaces and areas for education purposes;
Recognising that lack of privacy is a serious protection issue, particularly for families,
women and children and other vulnerable evacuees.
12
Where possible, provision should be made for movable partitions in living/sleeping

spaces. As an absolute minimum, residents – particularly women and girls – must be
able to bathe, use the toilet and attend to personal hygiene needs (including
menstrual hygiene) with dignity, and in safety and privacy.
10. Reporting
An Evacuation Centre Survey is attached in Appendix A to assist assessments. The
form reflects the criteria described in this guide. Completed forms should be
submitted to the NDMO. The joint action committee will then analyse:
 the total number of evacuation camp countrywide
 the coordinates of each camp
 the name of each facility
 the total number of schools, churches, community buildings and public
buildings selected as possible evacuation camp
 the geographical maps
 the available space
 the status of each facility
 Photographs of the assessed buildings.
11. Assessment Team
The assessment teams need informed opinions regarding the suitability of proposed
or existing structures for use as evacuation centres, using these guidelines as a
template for their decisions. Below are provided some suggestions for expert
agencies that might be considered for inclusion within the assessment teams. The
NDMO will coordinate with each department at the practical level; for instance, for
technical/building assessments the PWD would be consulted, and teams of
engineers/architects/ technicians from the MoE possibly also be of help. However,
the necessary inter-departmental formal processes and protocol with the line
departments for allocating time and resources for assessment need to be completed
by the NDMO.
13
What is House Bill 10472
An Act in Establishing Evacuation Centers in Every Barangay and Appropriating Funds which was
authored by Representative Shirlyn L. Bañas-Nograles
https://hrep-website.s3.ap-southeast-1.amazonaws.com/legisdocs/basic_18/HB10472.pdf (Kindly browse

this cite for you read the content House Bill 10472)
The Do’s and Don’ts in the Evacuation Center
The initial moments surrounding an emergency event are crucial. After all, if your facility is
deemed unsafe, would you rather spend your limited time trying to figure out how to react
when the clock is ticking down, or would you rather immediately commence with a
predetermined evacuation plan?
While this may seem on the surface like a hypothetical question with an obvious answer, the
reality is that many organizations fall woefully short when it comes to establishing and
implementing evacuation plans. Wondering where to begin? Start with these 10 key steps.
Acknowledge All Individuals Impacted by the Disaster
From employees and family members to customers and emergency responders, many
different people are affected when disaster strikes. A thorough evacuation
plan acknowledges and establishes procedures for all people, including those in need of
assistance due to disabilities and other conditions.
2. Establish Roles and Responsibilities for All Constituents
When emergencies occur, chaos can quickly ensue—particularly if no one knows what
they’re supposed to do or who's in charge. Designating a clear chain of command which
tasks specific employees with the authority and responsibility to order and direct
evacuations can minimize confusion. Personnel should also be designated for other key
tasks, such as accounting for all employees, assisting those in need of assistance, and
shutting down critical operations.
3. Make Provisions for Shelter-in-Place or Evacuation
Depending on the nature of the event as well as the specifics of your circumstances, one of
the earliest decisions you may face during an emergency is whether to shelter-in-place or
evacuate. (If local officials advise you to evacuate, follow their instructions.) Having clear and
comprehensive plans in place for both is essential.
14
In the case of the former, the type of emergency mandates the response. For example,
chemical incidents, active shooters, and tornado warnings all require different shelter-in-
place protocols.
In the case of the latter, if your building is damaged or in danger, establish clearly-defined,
accessible, unobstructed and well-lit primary and secondary evacuation routes, and make
sure all stakeholders are aware of both evacuation routes and designated assembly sites.
Prioritize Fire Safety Planning
While we often think of the impact of severe weather events on safety and business
continuity, fire is a commonly underestimated threat. Don’t forget about fire safety
strategies, such as compliance with fire codes and regulations and routine building safety
inspections.
5. Safeguard IT and Cybersecurity
While protecting people is always the first priority, protecting your organization’s data and IT
systems are also vital. If you do have to evaluate, will you have access to critical information
to facilitate business continuity? While managing this aspect may require specialized
expertise, you’ll be grateful to have taken this step when your business isn’t immobilized for
days following an evacuation.
6. Document, Document, Document
An evacuation plan is only as good as its documentation, which should detail all the
essential information. Physical copies should be clearly marked and accessible with at least
one copy stored offsite, while electronic copies are also invaluable if access to your facility
becomes limited.
7. Account for Employee Training
The more your employees know about the types of emergencies which may occur as well as
how to respond to them, the more seamless your organizational response will be. Training
should be offered at the time of hire, as well as at routine intervals due to changes related
to everything from your building’s design and/or layout to staff turnover. Even if nothing
changes, however, reiterating the plan ensures that your constituents won’t forget in an
emergency.
15
8. Schedule Routine Reviews and Updates
Emergency response planning is dynamic, not static. Regularly review your plan to
determine areas in need of changes. One simple way to identify problem areas while
reinforcing emergency procedures with your constituents? Drills. Learn from which aspects
go smoothly and which don’t, and revise your plan according to these strengths and
weaknesses.
9. Incorporate Post-Disaster Planning
Your evacuation plan isn’t done just because the event itself has ended. The best evacuation
plans also have mechanisms in place for supporting employee health, wellbeing and
recovery after a disaster.
10. Consider Communications
No emergency evacuation plan is complete without covering the critical component of

communication. How will you make sure your constituents have access to the information
they need when they need it? Keep in mind that the most effective methods of
communication vary from person to person. A multimodal communication plan is the best
way to guarantee that information is delivered—and received—in the most efficient,
effective way.
Activity 1: Lets Look Back and Review 20 minutes
1. The students will look back and recall their experiences during the typhoon Odette in
the evacuation center. (If you did not evacuate then you can conduct an interview to
your friends or relatives who experienced living in an evacuation center)
2. Write your/their experiences in the box provided below:
Guide Questions:
a. Was there a pre-emptive evacuation conducted by the BDRRMC?
b. What was your reason of going to the evacuation center?
c. When you were in the evacuation center, did you feel safe and secure? Yes or No?
Why? Why not?
d. Was there ample supply of food, water and medicine?
e. Were the BDRRMC/ Barangay Officials conducted effective monitoring and were
attentive to your needs?
16
Activity 2: My Do’s and Don’ts 60 minutes
1. You will make your own rules and regulation in an evacuation center.
2. Output will be submitted through online platform.
Process Questions
1. Make your assessment of the rule’s regulation implemented by the evacuation
center management. Were there flaws that needs to be polished based from your
assessment? What are those?
17
2. Make your own rules and regulation that you believe must be implemented in the
evacuation centers.
Template 2-2. Dos and Don’ts in an Evacuation Area

DOs DON’Ts
1 1
2 2
3 3
4 4
5 5
Synthesis
A. When you will be assigned in evacuation area, assess the evacuees upon registration.
B. Evacuees in need of medical treatment should be separated to avoid the spread of the
disease.
C. Sanitation in the camp should be addressed like contamination of water and food
supply.
D. Always have a list of evacuees from the CRA results (high, medium, and low risk areas
in assigning rooms prior to evacuation.
Assignments
1 Advance research/ interview of your local social worker on relief operation
18
Module 4: Relief Delivery Operation
Learning Outcomes
During the learning engagement, you should be able to
● Defined the process involved in relief delivery operations.
● Analyzed the basis of the content of the packs.
Learning Activities
Processing and Formation
Introduction
Traditionally, logistics plays a central role in humanitarian assistance as the connecting point
between preparedness and response, procurement and distribution, and headquarters and
the field (Thomas, 2008). Humanitarian logistics (HL) has been described as “the process of
planning, managing, implementing and controlling the efficient, cost-effective flow and
storage of relief items as well as related information and funds, from the point of origin
(suppliers and donors) to the point of consumption for the purpose of meeting the end
beneficiary's requirements” (Thomas and Mizushima, 2005, p. 60). HL involves a wide range
of activities that includes needs assessments, procurement, resource mobilization,
transportation, warehousing and last mile distribution (Gustavsson, 2003). HL activities can
account for up to 80% of the total cost of humanitarian assistance (Van Wassenhove, 2006).
Operations Centre (EOC). The Emergency Operations Centre is a facility (usually at the local
or regional council) where specially trained Civil Defence staff and emergency response
agencies manage and coordinate the response to a disaster. The EOC directs personnel and
resources to affected areas.
Meanwhile, The Department of Social Welfare and Development (DSWD) has partnered
with various government agencies, non-government organizations (NGOs), and other
stakeholders to strengthen its disaster response operations in areas affected by Typhoon
Odette.
19
Through the collaborative efforts of the DSWD, LGUs, NGOs, and other agencies, more
than P90.1 million worth of humanitarian assistance was provided to the affected
population in Regions MIMAROPA, VI, VII, VIII, X, XI, XII, and Caraga, as of December 24.
Composed of food and non-food items, the assistance from the DSWD serves as
augmentation to the resources of affected LGUs in support of their relief operations to
the communities hardest hit by the typhoon.
On December 22, DSWD Secretary Rolando Joselito Bautista visited the Siargao Island.
The Secretary provided guidance to the DSWD Field Office Caraga personnel assigned at
the Provincial Emergency Operation Center in Siargao, Surigao del Norte, in ensuring the
continuous and expeditious provision of assistance to affected families and individuals in
the municipalities around the island.
Meanwhile, the Japan International Cooperation Agency (JICA) has extended non-food
disaster relief items to the victims of Typhoon Odette. The donations from JICA, which
include 100 camping tents, 527 sleeping pads, 450 rolls of plastic sheets, 30 sets of
generator with cord reel, 60 conversion/adaptor plugs, and 500 portable jerry cans/water
containers, will be distributed in Bohol and Cebu.
The Department is also working with the World Food Program (WFP) in transporting the
Department’s resources. Through the 10-wheeler trucks of WFP, around 32,000 food
packs were transferred from the DSWD warehouse going to ports, as of December 22.
These FFPs were distributed in Bacolod, Surigao City, Cebu City and Kabankalan City.
Likewise, the Department is in constant coordination with LGUs and other partner-
agencies such as the Philippine Coast Guard, Philippine National Police, and Philippine
Navy for prompt delivery of relief items to disaster areas.
Bayanihan among DSWD Field Offices
In support of the ongoing disaster operations, other DSWD Field Offices have augmented
food and non-food item supplies to the affected regions.
Initially, FO V has allocated 11,000 FFPs for Eastern Visayas, 1,000 of which were already
delivered to FO VIII, while the remaining 10,000 food packs are still in transit.
On the other hand, the FO IX delivered some 7,000 FFPs and other non-food items such
as 135 blankets, 2,431 bath towels, 309 bed sheets and 2,325 mosquito nets to Caraga
Region on December 19. Likewise, FO XI sent some 8,000 food packs, 3,000 family kits,
2,500 sleeping kits, 1,500 hygiene kits, and 2,000 malongs to the Region on December 20.
Field Office Caraga also received an additional 1,500 sets of hygiene kits, 1,185 boxes of
sleeping kits, and 70 boxes of bottled water from the Field Office XI on December 22.
20
Moreover, FO CALABARZON is providing 1,500 family tents to the affected regions. To

expeditiously mobilize the resources, the Field Office Emergency Operations Center has
coordinated with the Police Regional Office IV-4, Philippine Coast Guard and Philippine
Red Cross to assist in loading the Family Tents to the vehicles provided by the National
Resource and Logistics Management Bureau.
Lastly, members of the Regional and Provincial Quick Response Teams were also advised
to be on standby alert status for possible deployment in Odette affected areas.
The definition of Relief in accordance to RA# 10121
It is stated in the sections below the mechanism of Relief Operations and the agencies
involve defraying the necessities needed by the people victimized by the disaster.
Section 18. Mechanism for International Humanitarian Assistance. - (a) The importation and
donation of food, clothing, medicine and equipment for relief and recovery and other
disaster management and recovery-related supplies is hereby authorized in accordance
with Section 105 of the Tariff and Customs Code of the Philippines, as amended, and the
prevailing provisions of the General Appropriations Act covering national internal revenue
taxes and import duties of national and local government agencies; and
(b) Importations and donations under this section shall be considered as importation
by and/or donation to the NDRRMC, subject to the approval of the Office of the
President.
Section 19. Prohibited Acts. - Any person, group or corporation who commits any of the
following prohibited acts shall be held liable and be subjected to the penalties as prescribed
in Section 20 of this Act:
(a) Dereliction of duties which leads to destruction, loss of lives, critical damage of
facilities and misuse of funds;
(b) Preventing the entry and distribution of relief goods in disaster-stricken areas,
including appropriate technology, tools, equipment, accessories, disaster
teams/experts;
(c) Buying, for consumption or resale, from disaster relief agencies any relief goods,
equipment or other and commodities which are intended for distribution to disaster
affected communities;
21
(d) Buying, for consumption or resale, from the recipient disaster affected persons
any relief goods, equipment or other aid commodities received by them;
(e) Selling of relief goods, equipment or other aid commodities which are intended
for distribution to disaster victims;
(f) Forcibly seizing relief goods, equipment or other aid commodities intended for or
consigned to a specific group of victims or relief agency;
(g) Diverting or misdelivery of relief goods, equipment or other aid commodities to

persons other than the rightful recipient or consignee;
(h) Accepting, possessing, using or disposing relief goods, equipment or other aid
commodities not intended for nor consigned to him/her;
(i) Misrepresenting the source of relief goods, equipment or other aid commodities
by:
(1) Either covering, replacing or defacing the labels of the containers to make
it appear that the goods, equipment or other aid commodities came from
another agency or persons;
(2) Repacking the! goods, equipment or other aid commodities into containers
with different markings to make it appear that the goods came from another
agency or persons or was released upon the instance of a particular agency or
persons;
(3) Making false verbal claim that the goods, equipment or other and
commodity m its untampered original containers actually came from another
agency or persons or was released upon the instance of a particular agency or
persons;
(j) Substituting or replacing relief goods, equipment or other aid commodities with
the same items or inferior/cheaper quality;
(k) Illegal solicitations by persons or organizations representing others as defined in

the standards and guidelines set by the NDRRMC;
(l) Deliberate use of false at inflated data in support of the request for funding, relief
goods, equipment or other aid commodities for emergency assistance or livelihood
projects; and
22
(m) Tampering with or stealing hazard monitoring and disaster preparedness

equipment and paraphernalia.
Section 20. Penal Clause. - Any individual, corporation, partnership, association, or other

juridical entity that commits any of the prohibited acts provided for in Section 19 of this Act
shall be prosecuted and upon conviction shall suffer a fine of not less than Fifty thousand
pesos (Php50,000.00) or any amount not to exceed Five hundred thousand pesos
(php500,000.00) or imprisonment of not less than six (6) years and one (1) day or more than
twelve (12) years, or both, at the discretion of the court, including perpetual disqualification
from public office if the offender IS a public officer, and confiscation or forfeiture in favor of
the government of the objects and the instrumentalities used in committing any of herein
prohibited acts.
If the offender is a corporation, partnership or association, or other juridical entity, the

penalty shall be imposed upon the officer or officers of the corporation, partnership,
association or entity responsible for the violation without prejudice to the cancellation or
revocation of these entities license or accreditation issued to them by any licensing or
accredited body of the government. If such offender is an alien, he or she shall, in addition
to the penalties prescribed in this Act, be deported without further proceedings after service
of the sentence.
However, the prosecution for offenses set forth in Section 19 of this Act shall be without
prejudice to any liability for violation of Republic Act No. 3185, as amended, otherwise
known as the Revised Penal Code, and other civil liabilities.
Section 21. Local Disaster Risk" Reduction and Management Fund (LDRRMF). - The present
Local Calamity Fund shall henceforth be known as the Local Disaster Risk Reduction and
Management Fund (LDRRMF). Not less than five percent (5%) of the estimated revenue from
regular sources shall be set aside as the LDRRMF to support disaster risk management
activities such as, but not limited to, pre-disaster preparedness programs including training,
purchasing life-saving rescue equipment, supplies and medicines, for post-disaster
activities, and for the payment of premiums on calamity insurance. The LDRRMC shall
monitor and evaluate the use and disbursement of the LDRRMF based on the. LDRRMP as
incorporated in the local development plans and annual work and financial plan. Upon the
recommendation of the LDRRMO and approval of the sanggunian concerned, the LDRRMC
may transfer the said fund to support disaster risk reduction work of other LDRRMCs which
are declared under state of calamity.
Of the amount appropriated for LDRRMF, thirty percent (30%) shall be allocated as Quick
Response Fund (QRF) or stand-by fund for relief and recovery programs in order that
situation and living conditions of people In communities or areas stricken by disasters,
calamities, epidemics, or complex emergencies, may be normalized as quickly as possible.
23
Unexpended LDRRMF shall accrue to a special trust fund solely for the purpose of
supporting disaster risk reduction and management activities of the LDRRMCs within the
next five (5) years. Any such amount still not fully utilized after five (5) years shall revert back
to the general fund and will be available for other social services to be identified by the local
sanggunian.
Section 22. National Disaster Risk" Reduction and Management Fund. - (a) The present
Calamity Fund appropriated under the annual General Appropriations Act shall henceforth
be known as the National Disaster Risk Reduction and Management Fund (NDRRM Fund)
and it shall be used for disaster risk reduction or mitigation, prevention and preparedness
activities such as but not limited to training of personnel, procurement of equipment, and
capital expenditures. It can also be utilized for relief, recovery, reconstruction and other
work or services in connection with natural or human induced calamities which may occur
during the budget year or those that occurred in the past two (2) years from the budget
year.
(b) The specific amount of the NDRRM Fund and the appropriate recipient agencies
and/or LGUs shall be determined upon approval of the President of the Philippines
in accordance with the favorable recommendation of the NDRRMC.
(c) Of the amount appropriated for the NDRRM Fund, thirty percent (30%) shall be
allocated as Quick Response Fund (QRF) or stand-by fund for relief and recovery
programs in order that situation and living conditions of people in communities or
areas stricken by disasters, calamities, epidemics, or complex emergencies, may be
normalized as quickly as possible.
(d) All departments/agencies and LGUs that are allocated with DRRM fund shall
submit to the NDRRMC their monthly statements on the utilization of DRRM funds
and make an accounting thereof in accordance with existing accounting and auditing
rules.
(e) All departments, bureaus, offices and agencies of the government are hereby
authorized to use a portion of their appropriations to implement projects designed
to address DRRM activities in accordance with the guidelines to be issued by the
NDRRMC in coordination with the DBM.
Section 23. Funding of the OCD. - As lead agency to carry out the provisions of this Act, the
OCD shall be allocated a budget of One billion pesos (Php1,000,000,000.00) revolving fund
starting from the effectivity of this Act.
The Relief Distribution Process
24
Humanitarian logistics planning networks involve identifying optimal distribution routes that
are intended to minimize people suffering [1]. Humanitarian relief activities are vital as
slight improvement in planning and implementation may substantially reduce suffering [2].
Humanitarian logistics preparedness must be developed based on vulnerability and
available resources. Thus, many alternative routes and modes must be considered when
designing preparedness plans. Efficient planning should achieve a robust yet flexible relief
distribution plan that is suited to the nature of the disaster in affected areas (AAs).
During a disaster, variations in demand, network and facility damage, and resource
shortages are expected. In particular, transport networks—such as road accessibility, airport
and seaport availability, or unexpected events while traversing routes—change over time.
As it is not possible to forecast the effects of a disaster, it may be difficult to identify
damaged distribution networks such as roads and railways or determine airport and
seaport availability. Different disasters may result in the inability to access various modes of
transport [3].
Combined modes of transport (such as sea−road, air−rail, and air-road) may improve the
performance of humanitarian relief distribution systems. Multi-modal transportation can be
a solution when transportation resources are scarce during the immediate aftermath of a
disaster. As an alternative to road transportation in the short term, other modes of
transport (such as railways) can transport higher quantities of relief supplies in a single trip.
Air transportation is also significant in disaster response operations—especially for
distributing relief goods—as it covers AAs rapidly and efficiently [4]. However, due to the
probability of node failure, relief networks may face disruption; hence, reconfiguring the
network flow between several modes of transport is vital. In response to disasters, decision
makers often consolidate available transportation tools to deliver relief supplies. Several
studies have discussed multi-modal transportation in disaster response, such as the multi-
commodity and multi-modal network flow models formulated by Barbarosoglu and Arda [5]
and Özdamar et al. [6], respectively, or the multi-mode stochastic model presented by Najafi
et al. [7].
Hence, generating relief good distribution and transportation plans is challenging, and
several notable issues must be addressed. Some variables—such as supply, demand,
number of vehicles, and capacities—are time-varying due to changes in available
information. Commonly, the first relief goods transported to AAs are from inventories of
prepared goods from disaster preparedness stage. The availability of emergency resources,
including vehicles and supplies, is always limited. As information concerning the occurrence
of the disaster is dispersed, more relief goods are donated and sent to affected countries,
affecting the total number of available supplies. From the perspective of AAs, demand value
also changes over time as the amount of information increases. Further, post-disaster
environments change over time. During the initial period, some important transportation
resources in AAs, such as airports and ports as nodes or railways and roads as networks,
are commonly destructed and are not able to transport goods. Any restoration attempts
change the availability status of such important nodes.
25
This study purposes a multi-modal model for relief distribution networks with time-varying
features and multiple trips by maintaining undisrupted network services in large-scale
failure scenarios. The time-varying features include three phases of disaster response
operations: (1) emergency response; (2) continuum response; and (3) initial recovery. The
model aims to discover the relationship between time-varying data input that are predictive
of any of several time-varying outcomes. A general strategic distribution plan is developed
for the island of Java, Indonesia, while a specific example is provided that focuses on
Yogyakarta Province. A case study of distribution networks and multi-modal transportation
systems in Java is conducted as well. The comparison is evaluated considering how different
response phases depict essential factors such as network condition and demand
fluctuation.
Kindly browse this cite for additional readings as regards relief operation monitoring
(https://www.dswd.gov.ph/issuances/AOs/AO_2006-008.pdf)
The Relief Delivery Process
Activity 1: A Walk To Remember 60 minutes

1. You are an investigative journalist whose role is to check and monitor the
effectiveness of the relief operations in your vicinity. Your mission is to monitor
whether all the residents in your barangay were able to receive the relief goods
coming from the government agencies, NGO’s and private individuals. Were the
barangay officials fair in the listing of the recipients or political color still prevail?
2. Make an interview and document it via video presentation or an incident report.
3. Your output will be sent via personal message in the messenger.
Synthesis
In every step of the process, we must always remember that relief assistance must be
timely, appropriate and adequate. Our barangay through the BDRRMC should establish a
system of reporting for the inventory of available resources at our disposal and will only
26
request support from city/municipal government to augment what the barangay already
has.
Assignments
1. Download videos on the following:
1. How to perform Cardiopulmonary Resuscitations and Artificial Respiration.
2. Bandaging and the different types of carries
3. How to care wounds and fracture (basic first aid)
Reflection Guide
1. What have I LEARNED this day that has helped me do all aspects of this better?
2. What have I DONE this week that has made me better at doing all aspects of this?
3. How can I IMPROVE at doing all aspects of this is?
27
References
RA # 10121
DILG Operation Listo Manual
Barangay Disaster Risk Reduction Management Plan
Department of Interior and Local Government - Emergency Management (no date): The new relevant, efficient and
responsive training (RERT) modules. Quezon City, DILG.
Preparedness: guide for training families and communities. Quezon City
Office of Civil Defense and Asian Disaster Reduction Center. (2016) ASEAN cooperation project capacity building
of local government officials on disaster management. Quezon City OCD
http://www.ndrrmc.gov.ph/attachments/article/41/NDRRM_Plan_2011-2028.pdf
https://www.emerald.com/insight/content/doi/10.1108/JHLSCM-08-2019-0054/full/html
https://www.onsolve.com/blog/10-things-emergency-evacuation-plans/
https://reliefweb.int/report/philippines/dswd-strengthens-relief-operations-odette-hit-
areas
https://www.sciencedirect.com/science/article/pii/S2590061720300326
https://www.dswd.gov.ph/issuances/AOs/AO_2006-008.pdf
28

Modules 3&amp;4

Uploaded by

Document Information

Original Description:

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

Modules 3&amp;4

Uploaded by

Copyright:

Available Formats

National Service Training Program (CWTS)

Module 3 :Evacuation Center/Center Management

Paulinian Essential Elements

Cutting Edge, Resilient VISIONARIES, AND INNOVATORS who:

Module 3: Evacuation Camp and Center Management

 Explained the importance of and key steps in evacuation camp management

Processing and Formation

What is an Evacuation Camp?

It is important to develop a common understanding among all stakeholders and respective

The core functions of an evacuation camp are:

.to provide safe and secure shelter in anticipation of an impending disaster.

.to provide safe and secure shelter during a disaster; and

Possible Types of Evacuation Centre

An evacuation camp could be set up in a state building such as a convention camp, a

Selection and assessment process

A. Setting up of baseline data of evacuation camp

 Type of facility (school, church or other)

E. Classification of assessed buildings

Sample classification of buildings

F. Situation analysis (needs versus available capacity and resources)

G. Resource and budget planning to strengthen preparedness and response capacity

H. Information and data management for effective coordination and partnership

J. Resources and budget for assessment and selection of evacuation camps

It is important to understand the dynamics of strategic partnerships for identification,

K. Assessment criteria for final selection

1. Safe, accessible locations

2. Can one style fit all?

Ideally, any structure used as an evacuation camps should be designed to withstand

 As Philippines is an earthquake prone area, buildings should be no more than 9m

Evacuation camps ideally should be:

 Weatherproofed against water penetration;

 Protection from mosquitoes;

5. Capacity/space of evacuation camp

9. Safety and protection

Where possible, provision should be made for movable partitions in living/sleeping

11. Assessment Team

What is House Bill 10472

https://hrep-website.s3.ap-southeast-1.amazonaws.com/legisdocs/basic_18/HB10472.pdf (Kindly browse

Acknowledge All Individuals Impacted by the Disaster

2. Establish Roles and Responsibilities for All Constituents

3. Make Provisions for Shelter-in-Place or Evacuation

Prioritize Fire Safety Planning

5. Safeguard IT and Cybersecurity

6. Document, Document, Document

7. Account for Employee Training

8. Schedule Routine Reviews and Updates

9. Incorporate Post-Disaster Planning

10. Consider Communications

No emergency evacuation plan is complete without covering the critical component of

Activity 1: Lets Look Back and Review 20 minutes

Activity 2: My Do’s and Don’ts 60 minutes

Template 2-2. Dos and Don’ts in an Evacuation Area

Module 4: Relief Delivery Operation

Processing and Formation

Bayanihan among DSWD Field Offices

Moreover, FO CALABARZON is providing 1,500 family tents to the affected regions. To

The definition of Relief in accordance to RA# 10121

(g) Diverting or misdelivery of relief goods, equipment or other aid commodities to

(k) Illegal solicitations by persons or organizations representing others as defined in

(m) Tampering with or stealing hazard monitoring and disaster preparedness

Section 20. Penal Clause. - Any individual, corporation, partnership, association, or other

If the offender is a corporation, partnership or association, or other juridical entity, the

The Relief Distribution Process

Modules 3&4

Modules 3&4