Disaster Nursing | NCM 0120
MODULE 6 Example: Earthquake Building Codes in Japan
Leadership and Coordination in
Disaster Health Care
Leadership, coordination of services and empowerment
of the communities through local-based programs are elements of a
better disaster risk reduction and management. Leadership in
disasters and emergency situations can reduce the damage caused by an
occurrence, while a lack of effective leadership exacerbates the effects.
Hence, leaders need certain skills, abilities and competencies to manage
disasters. Leadership may also play important role in the proper and
effective delegation of tasks and motivating members to have a pro-active
role. In line with this, Nurses may be given the opportunity to lead during
emergencies or disasters, in addition to being part of the team.
LEADERSHIP IN DISASTER
MANAGEMENT
Leadership in managing disasters and emergencies
can minimize the damage inflicted by an event while lack of successful
leadership exacerbates the impact. Leaders should have certain skills and
abilities in order to manage catastrophes based on the environmental
conditions, organizations they lead, scope of the disaster. = Leaders must
not only have the attitude, but must have KSA in all aspects/phases
IMPORTANCE OF LEADERSHIP IN DISASTER MANAGEMENT
The responsibilities of leaders become more challenging under uncertain
and disruptive conditions, such as those that apply in disasters. This holds
true at almost all levels, from the president to barangay officials. There
are, of course, a variety of additional aspects that might influence
leadership in catastrophe scenarios, depending on the circumstances.
Furthermore, effective leadership is required at all stages of disaster
management, from prevention to recovery.
Source: Disaster Management: A Disaster Manager's Handbook (adb.org)
§ Pre-impact phase: The effects of inadequate political
leadership on these pre-disaster requirements produce a
nation that is not well prepared to cope with the impacts of a
disaster.
o Example: not prioritizing disaster prevention and
preparedness activities
Timeline of Changes to Building Standards
Damage to a building in Sendai
caused by the March 11, 2011 earthquake.
1924: Earthquake resistant construction regulations were introduced.
After the 1891 Mino-Owari magnitude 8 earthquake, research and study
into earthquake resistant construction began. The 1923 Kanto
earthquake further hastened the introduction of building regulations.
The regulations required a minimum thickness for wooden beams,
reinforced concrete to have an earthquake load and braces to be installed.
However, these rules only applied in town areas.
1950: The introduction of the Building Standards Act and what is now
known as “kyu-taishin”. The change was brought about after the 1948
Fukui earthquake which had a magnitude of 7.1. Earthquake resistant
design was enforced nationwide and no longer limited to just town areas.
A certain amount of earthquake load bearing walls were required. Extra
framework was required for wooden structures. The code stipulated that
“a building is designed to withstand and not collapse in an earthquake of
magnitude 5~7 and with a seismic intensity scale (Shindo-scale) of upper
5, although some damage may be sustained.” However, no standards
were enforced in the event of a larger earthquake that produced a seismic
intensity of 6 or higher.
1971: Amendments to the Act for shearing reinforcement and reinforced
concrete foundations. Wooden structures must have reinforced concrete
foundations.
1981: The “shin-taishin”, or New Earthquake Resistant Building
G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG
Standard Amendment. Damage from the 1978 Miyagi Earthquake with a
magnitude of 7.4 led to this new revision. The earthquake resistance
definition is as follows: “For the often-occurring mid-size earthquakes
(magnitude 5~7), the building should suffer no more than a slight
amount of cracks and should continue to function as normal. For the rare
and large earthquakes with a magnitude 7 or higher and a Shindo scale
of upper 6 or higher, the building should not collapse”.
2000: Revision to improve earthquake resistance for wooden structures.
Prior to building a wooden framed house, the ground must be tested for
stability and the structure above must be built to suit the ground type.
Extra regulations applied to braces, foundations and beams of the
structure.
 Disaster Nursing | NCM 0120

2000: Introduction of the 10-Year Warranty Against Defects. New houses § Post-impact phase: Leaders should have clear definition of
must include a 10-year warranty against defects. post-disaster recovery and development strategy. They should
2006: Building certificates and inspections became stricter. This effectively practice management and coordination of
amendment was made after the forged earthquake resistance data programs/projects. = recovery and rehabilitation will take
scandal by Aneha in 2005. Buildings above a certain height were time depending on the severity of the disaster
subjected to peer reviews. Apartment buildings over 3 stories now o Example: Funding sources of international
require inspections in the middle of the construction process. assistance may pressure an affected government
into premature decisions leading to non-sustainable
§ Impact phase: From a disaster management standpoint, the programs ® waste of funds, time, resources
most important issue is to recognize that political involvement
is very likely to occur in many forms, and that disaster Example: Marawi Crisis
managers must be aware of this and be prepared to deal with
the resulting challenges during a crisis. = leaders would be the
face of hope and strength of the communities during the
disaster ® must have the KSA during a disaster, must know
how to prioritize and allocate resources
o Example: giving priority relief actions to most
vulnerable members of the community

Example: Bayanihan e-konsulta & Pandemic Support

SOME IMPORTANT LEADERSHIP ATTRIBUTES

§ Professional competence
§ Sound judgement/decision-making skill
§ Ability to communicate
§ Appropriate style

G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG

§ Good managerial skills

Leadership in Disaster Health care in the Philippines

• The National Council develops a NDRRMF (National
Disaster Risk Reduction and Management Framework) which
shall provide for a comprehensive, all-hazards, multi-
sectoral, interagency and community-based approach to
disaster risk reduction and management.
• The Framework shall serve as the principal guide to disaster
risk reduction and management efforts in the country and
shall be reviewed on a five (5)-year interval, or as may be
deemed necessary, in order to ensure its relevance to the
 Disaster Nursing | NCM 0120

times. This framework serves as the basis of the NDRRMP
(National Disaster Risk Reduction and Management Plan)
• The “NDRRMP” is the document to be formulated and
implemented by the Office of Civil Defense (OCD) that sets
out goals and specific objectives for reducing disaster risks
together with related actions to accomplish these objectives.
• The NDRRMP shall provide for the identification of hazards,
vulnerabilities and risks to ‘be managed at the national level;
disaster risk reduction and management approaches and
strategies to be applied m managing said hazards and risks;
agency roles, responsibilities and lines of authority at all
government levels; and vertical and horizontal coordination of
disaster risk reduction and management in the pre-disaster
and post-disaster phases.
• National council is the overseeing body while the OCD is
the implementing body. Both of which work from national to
barangay levels thru the national council, provincial councils to
Barangay Development councils.
• As explicitly stated under Republic Act 10121, the NDRRMC
has the overall responsibility of approving the NDRRMP and
ensuring that it is consistent with the NDRRMF. It also has the
3 main responsibility of coordination, integration,
supervision and monitoring the development and
enforcement by agencies and organizations of the various
laws, plans, programs, guidelines, codes, or technical
standards required by this Act; managing and mobilizing
resources for DRRM, including the National DRRM Fund;
monitoring and providing the necessary guidelines and
procedures on the Local DRRM Fund (LDRRMF) releases as well
as the utilization, accounting, and auditing thereof.
• Within the NDRRMC, four committees will be established to
deal with the four thematic areas set forth in the NDRRMP and
the NDRRMF.
o It is also responsible for ascertaining that the
physical framework, social, economic and
environmental plans of communities, cities,
municipalities and provinces are consistent with the
NDRRMP.
o OCD is also tasked to make sure that all DRR
programs, projects and activities requiring regional
and international support shall be in accordance
with duly established national policies and aligned
with international agreements.
o At the regional and local levels, the OCD needs to
review and evaluate the Local DRRM Plans
(LDRRMPs) to facilitate the integration of DRR
measures into the local Comprehensive
Development Plan (CDP) and the Comprehensive
Land Use Plan (CLUP).
• An important link in the national-local chain are the
Regional Disaster Risk Reduction and Managament Councils
(RDRRMCs) and the Local DRRMCs.
o The RDRRMC shall take the overall lead in ensuring
that DRRM-sensitive regional development plans
contribute to and are aligned with the NDRRMP.
o Local DRRM Plans (LDRRMPs) which OCD is tasked
to evaluate, shall ensure that DRR measures are
incorporated into the Comprehensive Development
Plan (CDP) and the Comprehensive Land Use Plan
(CLUP) of the local government units.
o The LDRRMPs shall be developed by the Local
DRRM Offices (LDRRMOs) at the provincial, city and
municipal levels and the Barangay Development
Councils. These offices shall play a critical role in
attaining community resilience against disasters.

Restructuring of Institutions
Position Agency
PD 1566 DRRM Act
Chairperson Department of National Defense
Overseeing Implementing
Vice-chair for Prevention DOST
National OCD National
Vice chair for Preparedness DILG OCD
DCC (Secretariat) DRRMC
Vice chair for Response DSWD

G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG

Regional OCD Regional
Vice chair for Recovery NEDA Regional DCC
DRRMC Office
Provincial Provincial
• In addition, the Office of Civil Defense has the main Provincial DCC
DRRMC DRRMO
responsibility of ensuring the implementation and monitoring City/Municipal City/Municipal
City/Municipal DCC
of the NDRRMP. DRRMC DRRMO
o Specifically, it is tasked to conduct periodic Barangay
Barangay DRRM
assessment and performance monitoring of Barangay DCC Development
Committee
member-agencies of the NDRRMC and the Council
RDRRMCs as indicated in the NDRRMP.
 Disaster Nursing | NCM 0120

NDRRMP • The history of nursing leadership in crises provides the context

for understanding the ways in which nurses provide leadership
at multiple levels.

Various Ways in which Nurses

Provide Leadership During Disasters

Source: https://www.who.int/hac/crises/phl/philippines_ndrrmp_2011_2028.pdf

Leadership Roles of Nurses

• In the 2009 report of the IOM (Institute of Medicine),
nurses are enabled to lead changed to advance health
recommending that “nurses should be full partners, with
physicians and other health professionals, in redesigning
the United States.” = importance of nursing and nation- Source: Knebel, Anne et al.:
building https://www.springerpub.com/media/springerdownloads/ARNR%20Article-
• While the Canada Nurses Association emphasizes that
Nurses in all domains of practice and at all levels must EXAMPLES OF NURSING LEADERSHIP
maximize their leadership potential. = health promotion During wars, tragedies, and epidemics, nurses have served as crisis
and preventive aspects leaders. Displaying vision, courage, and endurance in the face of some of
• Nurses in leadership position in all types of healthcare and the most difficult challenges/inconceivable conditions. A discussion
public health organizations can assist with the design of about nursing leadership in times of crisis will not be interesting without
disaster response plans and the development of future change acknowledging the pioneer nurse leaders and other nurses who
in these organizations. exemplified leadership.
• Some theories describe models for disaster nursing § Florence Nightingale and a
leadership. These theories or concepts continue to be corps of 38 trained nurses cared for
expanded to meet the challenges of the present and future sick and injured soldiers during
disaster. the Crimean War =
• Moreover, Nursing leadership is at Multiple levels. From a Environmental theory
preparedness perspective, nurses are leaders within their own § At the beginning of the American
homes for personal and family preparedness, assuring that Civil War (1861–1865), teacher
their families have a disaster supply kit and a plan for and nurse Clara Barton cared for
responding to the threats that are likely to occur in their wounded soldiers.

G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG

community. § Jane A. Delano, who served as
• As the largest health care workforce, nurses provide the second superintendent of the
leadership in caring for disaster victims whether that is caring U.S. Army Nurse Corps, expanded
for disaster victims at the scene of a disaster, providing care to the capability of the nation to
the broader community, or caring for victims at their place of respond to disasters by founding
employment such as a health care facility. = nurses are the American Red Cross Nursing
exposed to different facets Service in 1909
• Nurses are increasingly providing leadership at the state,
regional, national, and international levels where they lead QUESTION: NDRRMP is the document to be formulated and
planning and policy efforts to enhance the preparedness of the implemented by the Office of Civil Defense (OCD) that sets out goals and
nation to respond to disasters. specific objectives for reducing disaster risks together with related actions
to accomplish these objectives. = based on NDRRMF (National Disaster
Risk Reduction and Management Framework)

PERSONAL ROLES & FUNCTIONS FOR
DISASTER PREPAREDNESS AND
RESPONSES
Although several government agencies and non-
governmental organizations will work and coordinate interventions
for assisting in public health and medical response during a disaster, the
subsequent entities have the primary/leading roles.
NDRRMC National and Local Council
• Republic Act 10121
Incident Response Team (Refer to Module 5)
Department of Social Welfare and Development (DSWD)
§ Secretary of DSWD is the Vice Chairman for disaster
response
§ Overall responsible agency for disaster response
§ Works with DRRMC and OCD to ensure adequate and
prompt assessment of needs and damages at all levels =
assess the needs during typhoons, earthquakes to determine
the supplies/resources needed
§ Ensures that temporary shelter needs are adequately
addressed especially for the children
o Republic Act 10821 – focuses on welfare of children
during disasters
o DSWD is given the responsibility to take care children and
ensure that there are evacuation centers and temporary
shelters for children who are neglected/abandoned
§ Intervenes to achieve coordinated, integrated system for early
recovery are implemented = help community to recover
§ Works with DOH and other agencies to protect the
vulnerable members of the society and protect
psychological status of the citizens = protect the rights
§ Helps families to reconnect with each other = relocated/
separated families
Department of the Interior and Local Government (DILG)
§ Overall responsible agency for disaster preparedness
§ Coordinate with OCD to ensure that communities are
equipped with necessary skills and capability to cope
with the impacts of disasters = primary concern is to prepare
people on how to cope and act during disasters
§ Work with OCD to develop and implement comprehensive
national and local preparedness and response policies,
plans, and systems
§ Increase DRRM and CCA capacity of Local DRRM Councils,
Offices and Operation Centers at all levels
Disaster Nursing | NCM 0120
§ Act on climate change because environment affect disasters
which can also affect environment → increase climate change
adaptability and capacity of local unit
§ Strengthens partnership and coordination among all
key players and stakeholders = maximize the skills of
community, government organizations and NGO who wants to
help the government in disaster risk and management
Department of Science and Technology (DOST)
§ Secretary/Head of DOST is the Vice Chairman for disaster
prevention and mitigation
§ Overall responsible agency for disaster prevention and
mitigation
§ Establishes/ improves end-to-end monitoring (monitoring
and response), forecasting and early warning system
§ Mother Department of PAGASA and PHIVOLCS = important
role in forecasting and monitoring weather changes
→ PAGASA has its own website and publishes weather update
§ releases heat index to help the citizens act appropriately
= heat index above 40° predisposes the community to
complications of heat wave like heat stroke, heat cramps, etc.
National Economic and Development Authority (NEDA)
§ Head of NEDA is the Vice Chairman for disaster rehabilitation
and recovery
§ Overall responsible agency for disaster rehabilitation and
recovery
§ Works with OCD to assess damages, losses and needs
= like the DSWD, but NEDA focuses more on economic losses
and how to determine needs during recovery
§ Coordinates with agencies to restore economic activities
= coordinate with Department of Finances or Agriculture, etc.
→ provide loans to farmers
§ Coordinates with DPWH for the establishment of disaster
and climate change resilient infrastructures
§ Coordinates with the DSWD and DOH to maintain
psychological protection of citizens to help them restore
to normal functioning after disasters = indirect health effects
of disaster include mental stress and anxiety among people
G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG
National and Local Health Personnel
§ Responses to a potential or actual public health or
medical incidents which included patient’s transport, triage,
medical/nursing care, diagnostics etc.
§ Works to meet the mental and behavioral needs of the
victims = HCWs should not neglect and should prioritize these
§ Provides coordinated assistance to the communities
§ Monitors the health of the community and enhances
surveillance = provide data on disaster surveillance

Civil Society Organization/s (CSO)
§ non-state actors whose aims are neither to generate profits
nor to seek governing power. = not from the government and
do not seek profit
§ 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 organizations, social
movements, and labor unions.
§ Partners with government in planning and implementing
projects = Philippine Red Cross offered partnership with
department agencies/hospitals to do swabbing for HCWs
during the pandemic
§ Works to provide needs of the community and can provide
resources
§ Support government efforts = like Gawad-Kalinga who
established community housing projects for Filipino people
Philippine Red Cross
§ Disaster Management Services (DMS) is one of the
major services of the Philippine Red Cross, primarily
tasked to deliver humanitarian assistance during
emergency and disaster situations. Through its wide
network of well-trained, skilled, and committed staff and
volunteers across the country, the DMS implements its
mandate through an integrated holistic approach to save
lives, minimize human suffering, and to reduce losses
and damages.
§ Apart from emergency and disaster situations, DMS has a
significant role to build the capacity of communities to
minimize the risks, and to immediately cope and recover
after the impact of disasters.
CORE PROGRAMS OF DMS
1) Disaster Risk Reduction
• Contributes to the development of safe and resilient
communities, schools, and workplaces through RC143
in order to capacitate them to prepare, respond, and
recover from any emergency situation. = cellphone
application that helps community to prepare and to be
aware on what to do during calamities
2) Disaster Preparedness
• Strengthens the preparedness capacity of the PRC (both
the NHQ and Chapters) for timely and effective response.
= fire drills and earthquake drills
Disaster Nursing | NCM 0120
3) Disaster Response
• Provides appropriate humanitarian services in the areas
of rescue, relief, health, welfare, and emergency shelter
to the most vulnerable groups among the total affected
population = usually the first responders during disasters
4) Disaster Recovery
• Involves the provision, restoration and improvement of
shelter, livelihood, and basic community facilities, to
improve living conditions and reduce disaster risk,
supporting long-term approaches of building back better
and safer. = most established civil service organization
Community Volunteers
Accredited Community Disaster Volunteers (ACDVs)
§ Rule 9 of the Implementing Rules and Regulations of
Republic Act 10121 states that the government agencies,
civil society organizations (CSOs), private sector and LGUs may
mobilize individuals or organized volunteers to augment their
respective personnel complement and logistical requirements
in the delivery of disaster risk reduction programs and
activities; the same agencies and sectors, therefore, shall take
full responsibility for the enhancement, welfare and
protection of their volunteers. = community disaster
volunteers must adhere with criteria and protocol set by the
OCD in order to be accredited
§ Volunteers augment the community’s response capability by
performing roles that require less technical training, allowing
professionals to focus on the more highly specialized roles.
Disasters are events which may result to adverse impacts to
individuals, families and communities. With the proper coordination
of the involved agencies, the communities will be more resilient and will
recover timely and meaningfully during a disaster.
QUESTION: This agency is mainly responsible for coordinating with
DSWD and DOH to maintain psychological protection of citizens to help
them restore to normal functioning after disasters:
a. NEDA = primary agency responsible for recovery and
rehabilitation phase
G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG
b. National Council
c. DILG
d. DOST
 Disaster Nursing | NCM 0120

CONCEPTS AND PRINCIPLES IN policies and strategies that should be followed for their development in
MANAGING A COMMUNITY-BASED the community. This promotes the cultures of self-help and self-
empowerment. Through CBDRRM, the community is able to
DISASTER RISK REDUCTION AND
implement DRRM in a more organized and systemic manner by
MANAGEMENT PROGRAM themselves using their own capacities.

Community-based Disaster Risk Reduction and

Lessons from disaster experiences abroad highlight the
Management Program (CBDRM) approach is people and
importance of CBDRRM:
development oriented. It views disasters as a question of people’s
a. Hanshin-Awaji Earthquake – happened during 1995 in
vulnerability. It empowers people to address the root causes of
Japan.
vulnerabilities by transforming social, economic and political structures
b. Hurricane Kartrina – happened during 2005 in the USA.
that generate inequality and underdevelopment (Shaw and Kenji 2004).
Infrastructures were destroyed so access to external help was
CBDRM approach covers prevention and mitigation, preparedness,
challenging. During this period, it was the community-based
emergency response and recovery. In short, CBDRM is a process in which
organizations which primarily acted during the first few days of the
at-risk communities are actively engaged in decision-making. In this
disaster. The community members themselves who helped each other,
lesson, we will briefly discuss the concepts of CBDRM, its importance and
and established programs/projects for their own communities. = Goal of
steps.
CDRRM: to empower people for sustainable programs and to address
their own needs in order to reduce the risks among their community.
Definition and Need for Community Involvement
According to the United Nations Development
Every community and town have some critical assets for dealing with
Programme (UNDP), CBDRRM is defined as “activities, measures,
calamities. These may include knowledge of catastrophe warning signs,
projects and programs that aim to reduce disaster risks and are
local safe and vulnerable locations, previous disaster experience, survival
primarily designed by people living in high-risk communities, and
methods, and social relationships, all of which are crucial in dealing with
are based on their urgent needs and capacities.” (community-
a crisis. Each community will have its own risks, own vulnerabilities, own
based = the people themselves designed the project/measures which is
capacities, and own response on a certain disaster. Local communities
based on the needs and capacities of the community; active role in
can play an important role both before and after catastrophes
reducing disaster risks). CBDRRM promotes the cultures of self-help and
because:
self-empowerment. Through CBDRRM, the community is able to
§ A good state of disaster preparedness can lessen the
implement DRRM in a more organized and systematic manner by
impact of a disaster (if the community members are prepared,
themselves using their own capacities (they will feel empowered and
given the skills and knowledge on how to prevent & respond
included which promotes sustainability of community-level initiatives).
to a disaster = decrease the vulnerability and increase the
resilience of the community);
“CBDRRM is a mechanism that promotes an inclusive
§ More lives can be saved in the first few hours following a
and participatory approach in DRRM” – OCD. (emphasizes that in
disaster by local response teams, before help arrives from
CBDRRM, the people should have participation and they should be
elsewhere (every disaster may lead to destruction of
included in all aspects/phases of CDRRM).
infrastructure and will cause challenges on accessibility
towards the community).
The key aspect of community involvement is the
§ If the community is engaged and well organized, the myriad
sustainability of community level initiatives for disaster
issues of survival and health that arise as a result of a disaster

G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG

reduction. External agencies, like government, non-government
organizations may initiate and implement community level programs
before and after disasters. However, such initiatives many times
discontinue once the external support is ended. (After the disaster, many
NGOs or LGUs help the community. But after certain days/months, during
the rehabilitation phase, the program disappears. There must be
sustainability through CDRRM if the members of the community are
involved in these projects). There can be many reasons behind this lack
of sustainability, some of which may be the lack of partnership,
participation, empowerment and ownership of local communities.
Unless the disaster risk management efforts are sustainable at individual
and community level, it would be difficult to reduce the vulnerability and
losses. It is therefore important to involve people in decision making on
are handled with more efficiently (WHO 1989) (if the
community is established and have own set of responsible
individuals with specific tasks)
CHARACTERISTICS OF CBDRRM
CBDRRM is characterized by the following features:
§ It looks at disaster as a question of vulnerability.
o In CDRRM, we are not only looking at the most
common hazards (typhoon, hazards). This means
that disasters can only happen because of
conditions of vulnerability. It is not because a
strong typhoon had hit a community that is not able

to withstand or cope with its effects that disasters
become inevitable. The mentality should be is that
even if there is a typhoon, the community can
survive if they are less vulnerable. The CDRRM
address the community’s vulnerability to decrease it
and increase their resilience. The existing social and
economic conditions in a community exacerbate or
compound the effects of a strong hazard event.
§ It recognizes people’s existing capacities and aims to
strengthen them.
o The people are at the center of all DRR initiatives
CBDRM believes that the people, even victims in
disaster situations, have existing capacities (each
community has different capacities) that simply
needs to be harnessed and strengthened. Any
community has developed its own set of indigenous
practices for preventing, preparing, and adapting to
hazards and its effects. Focus is to strengthen the
capacity of a certain community.
§ It contributes to addressing the roots of people’s
vulnerabilities and transforming or removing the
social structures generating inequity and
underdevelopment.
o With CBDRRM, activities are not just focused on
solving unsafe conditions such as seeking the
evacuation or resettlement of affected communities
in high-risk areas. Instead, we see these as
manifestations of the root causes of
vulnerabilities and CBDRRM seeks to go deeper
to know why people are driven to live in unsafe
conditions and what perpetuates these conditions.
We would like to determine and address the root
cause why a certain community is at risk for a
typhoon, earthquake, etc.
§ It considers people’s participation as essential factor
to disaster risk reduction.
o People’s participation (heart of CDRRM: the
empowerment and participation of the members of
the community) in all DRR projects and activities is
considered essential to the success of DRR. You
should make people feel included and they are part
of these programs so that they will participate
proactively.
§ It puts premium on the organizational capacities of
vulnerable sectors.
o CBDRRM does not only recognize people’s
capacities but further helps strengthen the
development of their own organizations. People’s
organizations are a testament to their capacity to
manage their own affairs thus, enabling them to
achieve plans and projects they need to improve
Disaster Nursing | NCM 0120
their situation. Primary goal of CDRRM is the
sustainability of projects. We want the people to be
self-empowered to plan, implement, and evaluate
activities in terms of their own disaster risks.
§ It mobilizes the less vulnerable sectors into
partnerships with vulnerable sectors in DRR and
development projects.
o CBDRRM as an approach recognizes that other
sectors and organizations have the motivations to
volunteer and help the less fortunate members of
society, especially during emergencies. CDRRM will
also establish partnership with different sectors and
organizations who would like to volunteer in
achieving the goals of the community.
Source: Manual-vol-1-Community- Based-Disaster-Risk-Management-min.pdf
(rilhub.org)]
STEPS
The CBDRRM follows a five-stage process, each involving the active
participation of the community. Process is similar to the nursing process
and COPAR (ADPIE)
Prerequisites:
ü selecting a community – with high risks; initial profiling,
reason why you are choosing that community
ü rapport building/understanding – to understand the
profile of the community
Role of the Nurse in CDRRM: The nurse will initiate the process and
empower the people to participate in all aspects of CDRRM. The people
will continue the efforts and maintain the projects of CDRRM.
1. Formation of BDRRMC
o Barangay Disaster Risk Reduction and
Management Council (BDRRMC)
o This step entails organizing and mobilizing
officials and key stakeholders of the barangay to
orient and to form/activate the Barangay Council.
Each barangay should have their own council.
2. Participatory Community Risk Assessment
o Participatory: The BDRRMC members should
G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG
then consult the people in the community,
especially the most vulnerable sectors, to
participate in hazard, risk, vulnerability and capacity
assessment activities. The BDRRMC can do
meetings, family conferences, house-to-house
visits, interviews, or surveys in order to have a
community risk assessment.
o People’s understanding and perception of the
hazards with their accompanying risks are
crucial in identifying appropriate DRRM
mechanism for the community.
 Disaster Nursing | NCM 0120

o At the same time, their participation promotes a
sense of ownership. (Refer to risk assessment
table).
3. Participatory CBDRRM Planning
o Having identified, assessed and analyzed the
hazards and risks in the community, the next step is
for the members to seek the inputs and support
of the community people in developing the
DRRM plan. The plan identifies all barangay
programs, projects and activities to reduce and
manage these risks. The people should be part of
the planning process, so that they could readily
cooperate and provide support in the
implementation of the plan. Such would also
ensure sustainability of the DRRM efforts as it has
the support of the people.
4. Community-managed implementation
o Once the CBDRRM Plan is finalized and approved,
the BDRRMC should again solicit the support
and participation of people when the plan is
implemented. Promote and enhance participation
of the community.
5. Participatory Monitoring and Evaluation
o This step, likewise, necessitates the involvement of
community members in keeping track of the
progress of the plan and in determining if the
planned objectives are being met (if there is a need
to revise or change the program; the community
should first be consulted). Such would enable the
council to make corrective or remedial measures in
the plans that are supported by the community
residents.
Source: TRAINING IMS (ocd.gov.ph) ,curriculum01.indd (unisdr.org)

DATA COLLECTION METHODS FOR ASSESSMENT OF COMMUNITY’S RISK

Questions that you will ask to the community members:
KEY AREA TOOLS
1. Hazards ü Timeline
§ What are the hazards in the community?
§ When do they happen? How often? How long
do they last?
§ What are the causes?
§ Who are affected?
§ Who are the most seriously affected and why? Timeline of disasters in the PH: typhoons and floods are the most common disasters
§ What are the most serious hazards in the ü Hazard map
community using these criteria:
o death
o illness/injury
o loss or injury of livestock
o damage to property
o damage to infrastructure

G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG

Map of Africa; red colored areas represent areas which are below 30 meters in the coastline
which are vulnerable to flashfoods or other disasters
ü Seasonality
2. Risks ü Ranking
§ What are the risks or mangers brought about ü Venn diagram
by these hazards?
o To life of men, women, children,
disabled, elderly?
o To livestock?
o To property like houses?
o To infrastructure like bridges,
schools?
 Disaster Nursing | NCM 0120

§ What risks are considered most serious? For

example, flood is hazard, but drowning is a
risk that floods can bring. How many people
are at risk for drowning? Or diarrhea is a risk
that people face when they evacuate since
there is no clean water in evacuation centers.

Determine the risks with the people. We are just guides, they should be the ones to identify.
3. People’s behaviors ü Listing down of activities or behavior that the community does before and during the
§ What do they do before and during a disaster disaster to have an idea if they have prevented measures or are just ignoring.
at the family and community level? Idea on
the people’s behavior, do they have their own
efforts in mitigating the disaster or they just
neglect the risks?

G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG

 Disaster Nursing | NCM 0120

4. Focus on public awareness ü Ranking

§ Where do you get information about the ü Venn diagram
hazard? Which source or mechanism do they
often use? Why? If cellphones are not used
due to poor signal, how do community
members hear these hazards?
§ What do you hear or read about these
hazards? To assess the risk of the community.
§ What information do you receive about how to
protect yourself from these hazards? What of
the information do you follow to protect
yourself?

5. Authority to issue warning or order ü Ranking

evacuation
§ Who are the most reliable sources of
information in the community? Do they give
more respect to the barangay council? LGU?
Red cross? PAGASA?
§ Who do you think should have the authority to
give orders to evacuate?
6. Common problems ü Ranking
§ Priority needs
§ What are the most common problems (based
on importance) encountered by the
community and the family to reduce disaster

G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG

risks?
§ Identify community diagnoses but the
community will be the ones to rank them
according to priority/importance

7. Priority needs ü Ranking

§ What are the most common problems
encountered by the community and the family
to reduce disaster risks?
 Disaster Nursing | NCM 0120

8. Recommendations ü Ranking
§ What are the people’s recommendations to
reduce disaster risks at the family and Example:
community level recommendations directed Community Risk Assessment (it is still up to the people who will decide on which problem
to government and non-government will they prioritize)
agencies?

Source: curriculum01.indd (unisdr.org)

CONCLUSION

G.M.M.E. | A.J.E.F. | T.A.M.M. – MARILAG

The goal of CDDRM is to identify not only the common risks in a certain country but to identify also the conditions that cause vulnerabilities. The
risk in the Philippines is very high, that is why we need to use CDRRM programs (goal is to turn the risks from high to very low). We would like to promote
programs which are tailored by the community themselves in order to transform high risk and highly vulnerable communities to highly resilient
communities.