2ND SEMESTER DISASTER RISK REDUCTION, COMMUNITY-BASED

2nd Quarter
DISASTER RISK REDUCTION AND MANAGEMENT
WEEK 6
MODULE 6
PREPAREDNESS, POLICIES OF DRRM
GENERAL INSTRUCTIONS: Read the specific directions carefully before answering the exercises and activities. For
online consultations, please refer to the given schedule.

ESSENTIAL LEARNING PURPOSES: At the end of these lessons, I am expected to:

A: Discuss different community based practices for managing disaster risk to specific
hazards.
T: Develop a community preparedness plan.
T: Prepare survival kits and materials for one’s family and for public information and
What do I advocacy.
need to
know?

Before going further, let us see if you can answer this exercise. I know you can do it! This will
help you to determine your prior knowledge about this topic. Good luck!

ACTIVITY: Choose the letter of the right answer. Oral Recitation.

What I know?
REVIEW

1. What is disaster risk reduction?

2. What is community-based reduction and management preparedness?

3. Why is it necessary for us to learn the policies of Disaster Risk Reduction Management?

The National Disaster Risk Reduction and Management Plan (NDRRMP) fulfills the
requirement of RA No. 10121 of 2010, which provides the legal basis for policies, plans and
programs to deal with disasters.

The NDRRMP covers four thematic areas, namely, (1) Disaster Prevention and Mitigation; (2)
Disaster Preparedness; (3) Disaster Response; and (4) Disaster Rehabilitation and Recovery,
which correspond to the structure of the National Disaster Risk Reduction and Management
Council (NDRRMC).

By law, the Office of Civil Defense formulates and implements the NDRRMP and ensures that
the physical framework, social, economic and environmental plans of communities, cities,
municipalities and provinces are consistent with such plan.

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 The NDRRMP is consistent with the National Disaster Risk Reduction and Management
Framework (NDRRMF), which serves as “the principal guide to disaster risk reduction and
management (DRRM) efforts to the country” The Framework envisions a country of “safer,
adaptive and disaster resilient Filipino communities toward sustainable development.”

It conveys a paradigm shift from reactive to proactive DRRM wherein men and women have
increased their awareness and understanding of DRRM, with the end in view of increasing
people’s resilience and decreasing their vulnerabilities.

National Disaster Risk Reduction and Management Plan 2011-2028. The NDRRMP sets down the expected
outcomes, outputs, key activities, indicators, lead agencies, implementing partners and timelines under each of
the four distinct yet mutually reinforcing thematic areas. The goals of each thematic area lead to the attainment of
the country’s overall DRRM vision, as graphically shown below.

The NDDRMP goals are to be achieved by 2028 through 14 objectives, 24 outcomes, 56 outputs, and 93
activities. The 24 outcomes, with their respective overall responsible agencies, are summarized below.

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BASIC PRINCIPLES

The following principles will guide the formulation and implementation of the Policy, plans, activities
and programs for disaster risk management:

• Partnership with communities to protect the life of all Timorese citizens;

• All Timorese have the right to international standards of human security balanced
with sustainable economic, social and environment recovery and development;

• In partnership with communities, civil society and international partners, the

government will develop all hazards, vulnerability and risk action to analysis systems
for the Nation to manage the risk of disasters, climate change and conflict crisis;

• Focus on vulnerable populations, with emphasis on prevention, early recovery and

integration into the development processes;

• Efficiency and effectiveness, to maximize the benefit of the available resources;

• Participation and engagement, especially with national, regional and international

partners, civil society and the population in the remote areas and vulnerable groups;

• Transparency and responsibility, especially in relation to the distribution and use of

resources, as well as the implementation of authority, power and decision making;

• Sustainability, considering the limitation of resources in the country and the high
dependency on partners and external donors; and

• Partner with communities to build resilience to emergencies, disasters, conflict,

climate change and dependencies on state and partner assistance for human and
national security.

EXAMINING THE PHILIPPINES’ DISASTER RISK

REDUCTION AND MANAGEMENT SYSTEM

Over the past decade, the Philippines endured hundreds of natural

disaster occurrences, making it among the most disaster-prone
countries in the world.

In a study conducted by World Bank in 2008, 50.3 percent of its

total land area and 81.3 percent of its population are vulnerable to
natural hazards.

The 2016 World Risk Report published by the United Nations

University Institute of Environment and Human Security (UNU-

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EHS) also revealed that the Philippines ranked third in the most disaster-prone countries in the world with a Risk
Index1 of 26.70 percent (Table 1).

Only Vanuatu and Tonga, which are both located in the Southern Pacific Ocean, had a higher Risk Index than the
Philippines in 2016 with scores of 36.28 and 29.33 percent, respectively.

PHILIPPINES' DISASTER RISK REDUCTION AND MANAGEMENT INITIATIVES

The Philippines has gone a long way in addressing disaster risk through different approaches. From disaster
preparedness and response in the 1970s, the country has shifted its approach to disaster management in the 1980s.
In 1990s, it was transformed to disaster risk management and eventually became disaster risk reduction in 2005
up to the present.

The increasing intensity of typhoons that occurred in the recent years provided the impetus for change in
approach. This development eventually resulted to a paradigm shift in the way people, communities and
governments think, act and respond to the current and emerging risks that continually face them. The following
were the notable disaster management initiatives of the Philippines in the past four decades:

 In 1978, the National Disaster Coordinating Council (NDCC) was established through Presidential Decree No.
1566 as the highest policymaking body and the focal organization for disaster management in the country. This
law also provided for the establishment of regional, provincial, city, municipal and barangay disaster
coordinating councils (DCCs).

These DCCs were formed primarily to advise the President and/or the local chief executives on all natural
disaster preparedness and management plans, and to recommend the declaration of state of calamity and the
release of calamity funds for relief and rescue operations, among others.

The “National Assessment on the State of Disaster Risk Management (DRM) in the Philippines” was completed.
This study, which is a joint project by the NDCC, Asian Development Bank (ADB) and UNDP, assessed the state
of DRM in the Philippines, served as a benchmark on current status; identified the gaps, issues and opportunities
that need to be addressed strategically to improve DRM governance; and developed an agenda for action which
includes strategic interventions that would require attention and substantial resource investments to reduce the
impacts of natural disasters.

 On May 27, 2010, Republic Act No. 10121 otherwise known as the “Philippine Disaster Risk Reduction and
Management (DRRM) Act of 2010” was signed into law to strengthen the Philippine disaster risk reduction and
management system. It aims to provide for the development of policies and plans and the implementation of
actions and measures pertaining to all aspects of disaster risk reduction and management, including good
governance, risk assessment and early warning, knowledge building and awareness raising, reducing underlying
risk factors, and preparedness for effective response and early recovery. (RA 10121) It has reconstituted the
NDCC to become the National Disaster Risk Reduction and Management Council (NDRRMC).

 On June 7, 2010, Executive Order No. 888 was issued institutionalizing disaster risk reduction (DRR) in the
country and adopting the Strategic National Action Plan (SNAP) on DRR for 2009-2019. The SNAP 2009-2019
is the Philippines’ master plan for disaster mitigation, which serves as the country’s road map for the next 10
years indicating therein its vision and strategic objectives.

 On June 16, 2011, the NDRRMC adopted the National Disaster Risk Reduction and Management Framework
(NDRRMF). The framework is considered an essential part of the development process and a key component to
ensure the country’s sustainable development. It reinforces the paradigm shift in approach from disaster response
to disaster risk reduction and management principles.

 On February 7, 2012, the National Disaster Risk Reduction and Management Plan (NDRRMP) was approved
by the NDRRMC. The plan fulfills the requirement of RA No. 10121 of 2010, which provides the legal basis for

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policies, plans and programs to deal with disasters. It outlines the activities aimed at strengthening the capacity of
both national government and local government units (LGUs)—together with partner stakeholders—to build
disaster-resilient communities and to institutionalize arrangements and measures for reducing disaster risks.

GOVERNANCE STRUCTURE ON DISASTER RISK REDUCTION AND MANAGEMENT

The NDRRMC, which is formerly the NDCC, is the National Council that is empowered with policymaking,
coordination, integration, supervision, monitoring and evaluation functions for the protection and welfare of the
people during disasters or emergencies. It advises the President on the status of disaster preparedness, prevention,
mitigation, response and rehabilitation operations being undertaken by the government and the private sector.

It also serves as the top coordinator of all disaster management and the highest allocator of resources in the
Philippines. (RA 10121) The NDRRMC is headed by the Secretary of the Department of National Defense
(DND) as Chairperson with the Secretary of the Department of Science and Technology (DOST) as Vice
Chairperson for Disaster Prevention and Mitigation, the Secretary of the Department of the Interior and Local
Government (DILG) as Vice Chairperson for Disaster Preparedness, the Secretary of the Department of Social
Welfare and Development (DSWD) as Vice Chairperson for Disaster Response, and the Director-General of the
National Economic and Development Authority (NEDA) as Vice-Chairperson for Disaster Rehabilitation and
Recovery. It also includes the heads of several concerned government agencies, nongovernment organizations
(NGOs), and leagues of LGUs, a full list of which is found in Section 5 of RA No. 10121. Below is the chart of
the NDRRMC’s Organizational Structure for quick reference.

The structure of the NDRRMC is replicated at the regional and local levels thus linking all disaster-related offices
and LGUs which have specific roles to play in disaster risk reduction and management. At present, there are 18
Regional DRRMCs (RDRRMC), 79 Provincial DRRMCs, 122 City DRRMCs, 1,512 Municipal DRRMCs, and
42,026 Barangay DRRMCs. The RDRRMC is tasked to coordinate, integrate, supervise and evaluate the
activities of the Local DRRMCs (LDRRMCs). It is also responsible for ensuring disaster-sensitive regional
development plans and, in case of emergencies, shall convene the different regional line agencies and concerned
institutions and authorities. (RA 10121).

RA 10121 mandates the LDRRMC to take the lead in preparing for response and recovery from any disaster and
its effects wherein the following criteria is observed:

 The Barangay DRRMC, if a barangay is affected;

 The City/Municipal DRRMC, if two or more barangays are affected;

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 The Provincial DRRMC, if two or more municipalities and cities are affected;

 The Regional DRRMC, if two or more provinces are affected; and  The NDRRMC, if two or more regions are
affected.

The NDRRMC and intermediary LDRRMCs support the LGUs that are in the frontline and have the primary
responsibility of responding to a disaster. The NDRRMC and LDRRMCs set the coordination mechanisms and
policies for the private sector and civil society groups (Office of Civil Defense, DND).

DISASTER RISK REDUCTION AND MANAGEMENT FUNDS

National Disaster Funds

The budget for DRRM is appropriated under the annual General Appropriations Act (GAA) known as the
NDRRM Fund. It is specifically used for disaster risk reduction, mitigation, prevention, and preparedness
activities.

It is also utilized for relief, recovery, rehabilitation, reconstruction and other works or services in connection with
natural or human-induced calamities. From 2010 to 2016, NDRRM Fund steadily increased, indicating the
government’s recognition of the massive impact of the major disaster events in the country in the past years.

A huge increase (178%) in the budget for disaster risk reduction was observed in 2016 following the devastating
impact of typhoon Yolanda in late 2013. Of the PhP38.9 billion NDRRM budget for 2016, about PhP18.9 billion
was allotted for the Comprehensive Rehabilitation and Recovery Plan (CRRP) for the Typhoon Yolanda
devastated areas. For 2017, the NDRRM Fund amounts to PhP15.76 billion, which is 146 percent lower than the
2016 budget. The reduction is attributed to the completion of the CRRP, which accounted for almost half (49%)
of the NDRRM Fund in 2016.

Local Disaster Funds

RA No. 10121 mandated local governments to set aside 5 percent of their estimated revenue from regular sources
as the LDRRM Fund to support DRRM activities such as preparedness programmes including training and
purchase of rescue equipment, but also for response activities.

The LDRRM Fund can also be explicitly used for the payment of premiums on calamity insurance. Of the 5
percent lump sum allocation, 30 percent is automatically allocated as QRF which serves as a stand-by fund for
relief and recovery programs. The rest of the 70 percent can be used for pre-disaster measures.

Other Disaster Funds

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Aside from the NDRRM Fund, RA 10174 or the People’s Survival Fund Act provides long-term financing
streams to finance local climate adaptation measures and projects and serves as cushion to ease the impact of
disasters on affected families and workers.

Specifically, it is used for adaptation activities that include water resources management, land management,
agriculture and fisheries, and health, among others. In the 2017 national budget, PhP1 billion was allocated under
the People's Survival Fund.

Issues and Challenges

Notwithstanding the efforts to reduce the risks and vulnerability to natural hazards facing the country, problems
still abound that hamper government’s efforts to achieve the DRRM objectives. Unless these are addressed,
putting DRRM into practice will remain a daunting task. Among the common problems and issues encountered
by various organizations are the following:

1) Weak coordination and collaboration among stakeholders.

According to the 2013 DILG Preparedness Assessment Report, there is much to be desired in terms of
coordination between national government agencies, LGUs, civil society organizations, volunteers and the
private sector. The current DRRM structure where authority is shared, responsibility is dispersed and resources
are scattered, renders it difficult to operate an effective emergency management activities.

According to the ADB, the secretariat of the NDRRMC lacks capacity to provide the coordination and facilitation
functions for NDRRMC agencies. “It has a weak knowledge management capability for delivering hazard and
risk information to all of its stakeholders, encouraging other line agencies to take on this task.” (ADB, 2012)
Moreover, the NDRRMC is composed of members from various departments with their respective roles and
responsibilities aside from DRRM responsibilities. Because officials in the NDRRMC come from different
departments, leadership and coordination are difficult (Silver, 2014).

2) Lack of capacity of line agencies and LGUs to perform DRRM functions.

An oft-cited issue in the Philippine disaster management is the lack of capacities of line agencies and LGUs to
assume DRRM activities.

Among the reasons include limited manpower, lack of technical knowledge and understanding, limited financial
resources and lack of technology such as multihazard early warning system. The LGUs are not sufficiently
empowered with technical capacity and resources to realize their duties required by law. The national table
assessment on LGU compliance to RA 10121 conducted by the DILG-Bureau of Local Government Supervision
in 2013 showed that only 23 percent of LGUs located in flood-prone areas are prepared for disasters in terms of
awareness, institutional capacities, and coordination.

3) Less priority given to DRRM activities.

DRRM activities are not often among the top priorities in some LGUs. More pressing problems such as health,
food and education are often prioritized particularly at the local level due to foreseen immediate benefits
compared to DRRM with long term result. DRRM activities are seen by communities as long term investment
which cannot bring immediate impacts. Hence, there is difficulty in getting support for DRRM, especially if the
community has not experienced many disasters. Municipalities that are not familiar with disasters do not see the
need for implementing DRRM programs and institutions (Silver, 2014).

4) Weak implementation of laws and policies.

The lack of governance and weak enforcement of disaster managementrelated laws have led to the proliferation
of establishments and informal settlers in lowlying and high-risk areas (no building zones). According to the

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2009 Global Facility for Disaster Reduction and Recovery (GFDRR) Annual Report, many structures do not fully
comply with the regulations set in the Building Code and Environmental Compliance Certificates (ECCs). In
some LGUs, appropriate building codes and standards are compromised to reduce construction costs. Poor
regulation in the construction of buildings and other physical establishments in disaster ‐prone areas contribute to
increased risks in communities.

5) The lack of and difficulty in accessing DRRM data/information.

The lack of and difficulty in accessing adequate DRRM data/ information adds to existing problems on disaster
management. Information such as disaster risks, costs and damages as well as best practices are inefficiently
collected, disorganized and are scattered and not readily available online. There is no centralized database
consolidating necessary disaster information. Some data have to be officially requested in writing or worse,
require payment to get them.

6) Post-disaster focus of disaster funds.

The Philippine government has several funds to cushion the impacts of disasters. These include the NDRRM
Fund, LDRRM Fund, People's Survival Fund, and special provisions in the GAA. Funds also come from private
sector through donations, endowments, grants and contributions. The Commission on Audit (COA) reported,
however, that public spending on disaster management is characterized as largely reactive as shown by the huge
balances of calamity funds before the occurrence of a disaster and the corresponding increase in expenditures
during disaster response. It noted that the national government tends to allocate more funds on disaster response,
not on preparedness.

7) Monitoring of disaster fund expenditures.

The NDRRM Fund generally increased for the past five years. From PhP2 billion in 2010, it substantially
increased to PhP14 billion in 2015, indicating government’s recognition of DRRM initiatives in view of major
disaster events in the country for the past years. RA 10121 requires all departments/agencies and LGUs that are
allocated with DRRM fund to submit to the NDRRMC monthly statements on the utilization of DRRM funds.
The same is true with the utilization of QRF.

There is no data available to be able to assess the degree of “disaster response adequacy” using the QRF. A
Philippine Institute for Development Studies (PIDS) study revealed that there is no narrative report or document
on QRF-funded activities, services, and projects indicating the accomplishments and timing of fund use. This is a
serious systemic concern considering that huge amounts of money are being poured into the QRF, and that
answering efficiency concerns could mean saving more lives and properties.

8) Slow disbursement of disaster funds.

Another problem in the financing system for disaster risks is the slow disbursement of disaster funds. The
Philippine Development Plan (PDP) 2011-2016 reported that disbursement of disaster funds to disaster victims
sometimes takes up 9 to 12 months from the moment of application of LGUs. Delays in disbursement of funds
are usually caused by the failure of LGUs to comply with the criteria and requirements set by funding
institutions.

9) Difficulty in tracking foreign disaster assistance.

The government launched on November 2013 the Foreign Aid Transparency Hub (FAiTH) 5 to monitor foreign
assistance to the country in response to calamities. The portal came in response to urgent call for the government
to monitor the movement of foreign aid for Yolanda victims so that various foreign aids will go exactly where
they are supposed to go. The portal contains data on amount pledged and received but it does not contain the
dates of commitment and disbursement, hence, the amounts disbursed per year are not reflected. While the COA

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can access information on disaster funds channeled through government agencies, it cannot track the amount of
international assistance channeled through private and other institutions.

CONCLUSION AND RECOMMENDATIONS

Notwithstanding the efforts of the government in reducing and managing disaster risks, much still needs to be
done in order to realize the goals set under RA 10121. Improving the current DRRM system would make a
significant contribution to protecting the people and national development.

The need for greater coordination is well recognized for effective disaster management in the Philippines. Hence,
greater organizational, management and task synchronization at all levels of the country’s DRRM system should
be a top priority. With the existing institutional setup, it is proposed that a champions’ group (NDRRMC, DILG,
NEDA, DBM, Department of Finance and Climate Change Commission) be convened to oversee the
implementation of the Philippine Disaster Risk Reduction and Management Act of 2010. The said group can
work based on a term of reference that includes clear enforceable targets, roles and responsibilities, and
accountabilities. This will facilitate greater coordination among line agencies and LGUs, and help translate
policies into actions and results (CPBRD, 2015).

In the House of Representatives of the 17th Congress, two bills (House Bill Nos. 344 and 3093) were filed
seeking the creation of the Department of Disaster Preparedness and Emergency Management (DDPEM) to
replace the NDRRMC. The proposal sought to create an agency that has a distinct and separate mandate to carry
out safer, adaptive and disaster-resilient plans, and the establishment of a centralized response system that will
attend to all kinds of disaster-related emergencies such as earthquakes, typhoons, flashfloods and landslides.

The current NDRRMC is saddled with many functions that it cannot handle all its DRRM responsibilities,
particularly its coordination and facilitation functions for NDRRMC agencies. Enactment of this proposed
measure is hoped to reduce, if not totally eliminate, the bureaucratic red tape which has caused many delays in
the delivery of immediate assistance in afflicted areas. It must be noted, however, that any attempt to create a new
government agency must take into consideration the continuing goal of streamlining and rationalizing the
bureaucracy.

Strong institutions contribute significantly to the effectiveness of disaster management system. Hence, capacity
building and training interventions for line agencies and LGUs are needed to effectively perform their assigned
DRRM functions.

With the country’s limited resources, the government may enter into partnerships with other institutions to
maximize use of resources and avoid duplication of efforts. Capacity building should be principally aligned to the
following needs:

a) understanding of the provisions of RA 10121 and related legislation, and how other laws affect DRRM;

b) ability to draft a comprehensive DRRM plan;

c) technical capability of local personnel to understand and apply DRRM concepts;

d) awareness of new local officials on the importance of sustainable DRRM programs; and

e) skills for hazard and risk-mapping down to the barangay level. Relatedly, there must be a continuing disaster
risk reduction education and public awareness building. Heightened awareness of disaster prevention, mitigation
and preparedness protects people from disaster risks and empowers them to respond to emergencies and
contribute to mitigating disasters. The LGUs must be trained in educating the local community in disaster
prevention and preparedness.

It is notable that Republic Act No. 10692 or the Philippine Atmospheric, Geophysical and Astronomical Services
Administration (PAGASA) Modernization Act of 2015 was finally signed into law on November 23, 2015. This

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is a commendable achievement in the Philippines’ environmental management especially in light of the adverse
impacts of the frequent and ferocious typhoons in the country causing loss of lives, homes, infrastructure,
livelihood and services.

The law seeks to strengthen the Weather Bureau’s role and technological and operational capabilities in
providing timely, accurate and reliable monitoring, forecasting, and warning services. This will ensure the
protection and security of the people and communities against natural hazards. Damages can be prevented and
lives can be saved if the country is scientifically informed and appropriately prepared.

To foster accountability and transparency, a monitoring system should also be developed to track public
expenditures for DRRM. This will lead to a better understanding of and behavior toward a more comprehensive
strategy to address the impacts of disasters. This has not yet been done and there is still no comprehensive
analysis of public spending on DRRM.

Moreover, to effectively monitor foreign disaster funds that go to the government and private sectors, the
government need to improve its current FAiTH so as to include funds channeled to the private and other sectors.
As a matter of fact, the COA is “completely unaware” of the amount of funds channeled through private and
other nongovernment organizations. Moreover, the portal should be regularly updated and reflect dates of
commitment from donor agencies and time of fund disbursement as these are not reflected in the current set-up.

In view of the slow disbursement of disaster funds, mechanisms to expedite releases especially during
emergencies should be made. Information on possible funding sources and how they can be accessed should be
cascaded to the LGUs. The LGUs should then be acquainted with the application guidelines and requirements of
the funding source.

Lastly, an ex-post evaluation of the NDRRM Law is recommended to determine whether the law needs changes
or improvements. Section 27 of the Philippine Disaster Risk Reduction and Management Act of 2010 states that
Congress shall conduct a sunset review of the law within five years after it takes effect or as the need arises.

Sunset review was defined as a systematic evaluation by the Congressional Oversight Committee of the
accomplishments and impact of the law and the performance and organizational structure of its implementing
agencies. While Congress was set to review the main text of RA No. 10121 in 2015, regional consultations have
been initiated by the OCD but these were limited to the law’s Implementing Rules and Regulations.

Before going further, let us see if you can answer this exercise. I know you can do it! This will
help you to determine your prior knowledge about this topic.

Quiz: Discuss different community based practices for managing disaster risk
Short Quiz to specific hazards. (5 POINTS)
WHAT IS
MORE?

Idea / Reasoning
5 points If all supportive details are presented. All evidences and examples are specific and relevant, and
supports are provided in logical order.
4 points If almost all supportive details are clearly presented. Almost evidences and examples are specific and
relevant, and supports are provided in a fairly logical order.
3 points If most supportive details are clearly presented. At least one of the evidences or examples is specific
and relevant, and a few of the support details are not in logical order.
2 points If most supportive details are inaccurately presented, evidences and examples are not relevant and/or
not explained, and many of the support details are not in logical order.

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 1 point If almost all supportive details are inaccurately presented; errors and vagueness of ideas are serious
and numerous.

Now, let us check your progress. Be guided with the attached rubrics, accomplished the activity
in this section of the module.

ACTIVITY: Develop a family preparedness plan. In your family, make an

easy preparedness plan applicable to all candidate disasters. (25 Points)

WHAT I CAN
DO?

Idea / Reasoning
25 points If all supportive details are presented. All evidences and examples are specific and relevant, and
supports are provided in logical order.
20 points If almost all supportive details are clearly presented. Almost evidences and examples are specific and
relevant, and supports are provided in a fairly logical order.
15 points If most supportive details are clearly presented. At least one of the evidences or examples is specific
and relevant, and a few of the support details are not in logical order.
10 points If most supportive details are inaccurately presented, evidences and examples are not relevant and/or
not explained, and many of the support details are not in logical order.
5 points If almost all supportive details are inaccurately presented; errors and vagueness of ideas are serious
and numerous.

Explorer! Let us now test what you have learned in our adventure! I know you can answer these
questions! Good luck!

ACTIVITY: Prepare survival kits and materials for one’s family and for
public information and advocacy. Make a 3-5-minute vlog hauling the
prepared survival kits and materials for one’s family. Mention their uses, and

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ASSESSMENT importance.

RUBRICS
Alignment to the objectives 15 %
Relevance of the content 15 %
Application of the topic 20 %
Total

Explorer! Please take time to watch the following videos attached in this section before you
proceed to the next lesson. For now, you may take your break.

ENRICHMENT

Video Links: for online class, watch video/s linked below:

For Book Reference/s:

Exploring Natural Science: Disaster Risk Reduction and Recovery (Senior High School)
(Rocelia M. de Villa)

REFERENCES

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