Province of Dinagat islands: Poised to be the first certified Zero Open defecation province in Mindanao
The Province of Dinagat Islands (PDI) was one of the areas worst hit by Typhoon Odette (international
name: Rai) with over 34,000 households and more than 14,500 houses severely affected or destroyed.
Thirty percent (305%) of the population in PDI are living below poverty line, according to the Philippine
Statistics Authority first semester report on the Official Poverty Statistics of the Philippines 2021 index,
The province hosts nickel ore mining companies whose operations are said to be regulated and subject
to periodic environmental checks. It is also one of the most climate vulnerable area as it lies along the
pacific rim. Climate scenarios, and the interaction with non-climate risks could further exacerbate
inequities and leave development targets lagging and unfulfilled.
In Cy 2022, A Single Drop for Safe Water (ASDSW) and UNICEF, with support from the New Zealand
Government, provided lifesaving WASH services to 48,849 people in the municipalities of Basilisa and
Cagdianao, the two (2) municipalities worst hit by the super typhoon Odette.
About 4,386 households (15%) in PDI have no access to sanitary toilets and are either practicing open
defecation or sharing with other families. Thirteen percent (13%) or 3,946 households are accessing
water from generally unsafe Level I sources while 25,534 households are accessing water from Level II
and III systems.
The existing poverty situation in PDI will continue to degrade as climate changes, TY Odette as clear
example. Without harnessing the capacity of LGUs to modify social behavior towards WASH, along with
increasing public and private investments in the sector, the situation will worsen. Combining WASH
programming with better understanding of potential climate change impact could equip local
governments and communities on setting up urgent mitigation measures to move beyond survival and
towards the ability to thrive.
In the last quarter of 2024, UNICEF and Hocheng Philippines Corporation donated 1,000 units of toilet
bowls to the province as part of the continuing effort of improving the sanitation condition of PDI. This
donation by HCG was coupled by subsidy on other construction materials such as cement and nails and
GI roofing sheets to complete a partly concrete toilet facility for the households. The province of Dinagat
island, with its seven (7) municipalities is embarking on an ambitious target of making the whole
province a certified Zero Open Defecation Barangay by the end of 2025. This effort is also aimed to
protect the vulnerable water sources and improving environmental sanitation as a whole. With tourism
as one of the major source of income, second to mining, this move will further boost the marketability
of the island province as the next eco-tourism destination in the region.

inspector receives the 1000 pcs toilet bowls from
HCG staff.

materials are transported by boat to island
barangays.

Barangay Resilience and Innovation ThroughEmpowerment (BRITE) in Catanduanes
A Case Study of Local Champions owning participative planning to build local resilience
Authored by Ritchie Bugaoisan and Kevin Lee
November 28, 2024
Summary
Vitol Foundation funded ASDSW to implement the BRITE program in Catanduanes in 2022/2023. The BRITE program uses design thinking and human-centered design principles to engage the community and the barangay to determine its Disaster Risk Reduction Management Plan. The format of the final plan is compliant with government formats. It is then reviewed and integrated into municipal-level DRRM plans.
This program was piloted in Puerto Princesa City as part of the response to the COVID-19 pandemic and then rolled out in Roxas Palawan also funded by Vitol Foundation. Note that the piloting of this program was funded by Arche Nova and The Church of Jesus Christ of Latter Days Saints.
In all 3 project sites the municipal and city governments noted a marked improvement in the plans that were submitted and are now monitoring project, program and activities being actually implemented. ASDSW also visited barangays in Roxas when they had a potential typhoon and noted that at the barangay and municipal level there was an improvement in pre-onset preparations and mobilization. The linkages between the barangays and the municipal governments was improved.
In October 2024 Typhoon Kristine impacted Catanduanes. Though not as heavily affected as by Typhoon Rolly ASDSW still conducted an assessment and talked to some of the BRITE partners.
Overall it was found that the coordination between the barangays and the municipal level was much improved as was the barangays response. People knew their roles and responsibilities, and communicated much more effectively with the different levels of government. They also felt that they were better able to handle the situation even without outside assistance.
The Municipality of Baras has been the most effective implementer of the program and has institutionalized the process and has also seen the results. In the past if a Typhoon was approaching only 4-6 barangays would conduct a council meeting to organize anticipatory action and report to the municipality actions and issues. As typhoon Kristine approached 29 out of 29 barangays conducted meetings and reported.
The following document illustrates the impact of this capacity building program.
Baras, Catanduanes a Champion of BRITE
The second phase of implementation of BRITE in Catanduanes was with the new municipalities of Baras, Gigmoto, and expansion in the municipalities of San Miguel and San Andres. The municipality of Baras has resulted in the entire municipality participating even though the initial target was just 5 barangays.
The implementation in Baras was with the five pilot barangays namely Brgy. Caragumihan, Salvacion, Batolinao, San Miguel and Guinsaanan. The training was being facilitated by both, ASDSW and the MDRRMO Baras who actively participated and then led the subsequent trainings. This was led by the MDRRMO training officer Mr. Frances Ramirez who also spearheaded the coordination and preparation of the training resulting in a high level of commitment by participating barangays.
During the pilot barangays Mr. Frances and his team realized that the CDRRM planning process which is the government standard only included the Brgy. Captain, Secretary and Treasurer. They have observed that the involvement of the community during the crafting of the plan was actually the key to identify and address issues. Mr. Frances and his team reported this observation to Engr. Khalil M. Tapia MDRRMO department head.
After we do the implementation of the program in the pilot barangays in a municipality there is a test of whether we’ve been successful. Are the municipality going to continue with the process or will it remain a pilot that did not scale. The ones that don’t scale often quote time and available staffing for not scaling. In many of the places we have worked they have scaled, including some of the initial municipalities in Catandunes. The municipality of Baras was exceptional.
The MDRRM Officer of Baras Engr Khalil wanted to scale because of the feedback from the barangay officials and community, about the effectiveness of the process and how it also engaged everyone. In the process of scaling the MDRRMO and ASDSW brainstormed on how to do it more efficiently so that the resources needed could be minimized as it is a time consuming activity.
Engr. Khalil suggested to do the training in 3-days, but even though ASDSW staff thought that this would be difficult, it was tested, but the results were far from ideal with insufficient time spent on discussing and processing the results.
The ASDSWteamprocessed the outputs with Engr Kalil about the importance of discussing the outputs and that the planning process is not about building a compliant plan but a plan that can be understood, internalized and implemented. This was understood by the MDRRMO so then we started on working on clustered trainings with 7-10 people from 3-4 barangays at the Operation Center. This reduced the costs for the MDRRMOfacilitators but had the added bonus of allowing barangays to compare notes and experiences to build Municipal pooled knowledge.
The MDRRMO committed and succeeded in ensuring that all 29 barangays used BRITE to build or strengthen their BDRRM Plans. Mr. Frances was the lead trainer as being the MDRRMO training officer and not only was he a skilled facilitator but he was able to continue the discussion beyond the facilitation of the process. At this stage ASDSW was relegated to a cheerleading role as the MDRRMO, particularly Mr Francis completed all 29 barangays.
During the integration of barangay plans into the municipal plans , Engr. Khalil and his team noticed the difference of the actual output on the consolidated PPAs. They noticed that many of the identified PPAs of the barangays are already present in their MDRRMP, however what catches their attention was that there are actually some ideas that they don’t have. In some PPAs, there were some barangays they have missed to include as their actual targets. They appreciated the integration process as it is very simple and precise. Engr. Khalil knew that it is not only the BDRRMP of the barangays that needs updating, the commitment he gave to ASDSW was to do another set of consolidation activities after they covered all 29 barangays and integrate all of the identified PPAs to their MDRRMP. Also, to make sure that the identified PPAs of the barangays will be included on the consideration for funding of their LGU, they presented the first consolidated PPAs to their quarterly meeting with their Local Development Council.
Baras has far exceeded expectations where they have presented their PPA’s from the BRITE process to the LDC. But also the first municipality to cover all barangays and are continuing to coach the barangay secretaries to make sure the BDRRMP’s meet the highest standard to be integrated into the municipal plan. By far, with all the partner MDRRMOs we have worked with, they are the one who have gone this far.
Before typhoon Kristine hit Catanduanes, Engr. Khalil shared that the BRITE actually helped the barangays to see the real situation in their communities. Recognizing these benefits they were then institutionalizing the BRITE in the municipality of Baras as their official tool in training and crafting of the BDRRMPoftheir barangays in the future. This resolution was crafted by the MDRRM council, submitted
and approved.
How has BRITE impacted the ability of Barangays to prepare and react to Typhoon Kristine
Municipality of Viga
The training of the barangays has been tested by Typhoon Kristine, even though Typhoon Kristine was not as strong as Typhoon Rolly it still managed to disrupt the livelihood and damaged many houses and properties, it even took lives in Catanduanes due to its heavy rain causing landslides in many areas in the province. The provincial government of Catanduanes announced a state of calamity because of the effect of the typhoon. The ASDSW team conducted a rapid assessment with our partner LGUs and this gave us the chance to go back and visit barangays in several municipalities asking them how they responded to typhoon Kristine and if there were any differences in the reactions from the barangays.
Barangay Del Pilar in the municipality of Viga, we were able to talk with the Barangay Captain. During the BRITE process one of the issues was that the Captain and only a few officials did all the work. The look on her face said it all which illustrated the change in how the council responded. She told us that she is not tired at all, not stressed with the situation because all of her officials are working together. Thanking us for addressing the issue during the training by enlightening all of her fellow barangay officials about their roles and responsibilities in the community.

Conversely, Barangay Sagrada we were only able to talk to people in the clearing operations and most of them were not part of the training and so we saw that maybe at the barangay council level there were changes but at the ground level people didn’t see the change. They thought the response was going well, but even though the impact was not major they still insisted that we should respond and provide assistance. We are not sure if the BRITE program influenced the leaders that we did not speak to, improving the response.
Municipality of San Miguel
ASDSW visited the municipality of San Miguel, and talked with Mr. Juan Bernal, the MDRRMO designate. He told us that typhoon Kristine was not that strong in their municipality, however he has noticed something in many barangays. He is surprised by the fact that many of the barangays have submitted their RDANAs early which never happened before as he said with a smile on his face. Indicating that even though the typhoon was not that strong the training has made an impact in many barangays in San Miguel and they are happy with it. And now they are asking if they can set a training of their own using the BRITE process and asking us to help them facilitate the training. We will endeavor to make this happen.
Quotes from Officials
Brgy. Del Pilar, Viga
Hindi na ako lang lagi ang bugbog sa trabaho at sa kakaikot sa buong barangay Sir, yung mga kasama ko sa konseho aktibo na silang gumagalaw sa barangay, dahil din siguro nalinawan po sila kung ano talaga ang function nila bilang barangay official. Malaki po naging tulong nung training Sir.
“This time unlike before I’m not the only one who does all the work and roam around our barangay to inform the people. My fellow barangay official is more active now, I think that was because of the training they we were enlightened about their functions in the community as a barangay official. The training we did actually helped a lot Sir.”
Brgy. Sagrada, Viga
Wala pa yung bagyo Sir, lahat po kami pati po mga nag-iikot. Lalo na po nawalan ng kuryente, gumawa po ngparaan, lahat po umikot po. Manu-mano po yung pagkalat ng impormasyon at pagcheck ng mga sitwasyon ng mga tao. Hindi po kami nahirapan Sir, madali lang po kahit may konting problema, madali kasi madami po kaming nagtulungan. Kahit nga po ngayon, nag-iikot pa rin ng barangay at naglilinis po. Sa susunod mas madali na to kapag may mga gamit na po kami.
“Even though typhoon Kristine has not yet hit us we already go out to inform our people about the storm that’s abut to hit us. Especially when the electricity went out, we find ways, everyone went around the barangay. We did the information dissemination manually and monitor our people if they are safe. We did not struggle, it was easier this time even though we encounter few challenges. Even this time, this early in the morning we went out to do clearing operations. Next time it will be a lot easier if we have equipment.
-Dapat Sir kahit mahina ang bagyo may relief pa rin.
“Even though the typhoon was not strong enough there should be a relief operation.”
MDRRMO Viga
Hindi kami nahirapan makipagtulungan sa mga barangay Sir dahil sila mismo napaka-aktibo na nila. May mganakapagpasa na nga din po agad ng reports nila. Though kulang pa sa ilang barangay na malalayo, pero mas madali ngayon, kahit sabihing hindi kami nagrabi malaking pa rin pinagbago lalo nitong mga partner nyong barangay.
“We did not struggle in working with the barangays it’s because they are more active than before. There are some barangays who were able to submit their RDANA early. Though we are missing some RDANA it is because many barangays were too far away, however this time it was really different. Even though we can tell that typhoon was not really that strong, there has been changes with the barangays especially those barangays you conducted trainings.”
MDRRMO San Miguel
Ay ngayon pa nga lang malaki na pinagbago ng mga barangay, mas mabibilis na sila ngayon. Pano nalang sa susunod kapag naexecute na nila mga plano nila. Kahit mahina yung bagyo, may epekto pa rin sya pero hindi ganun kabigat dahil mas alam na ng mga barangay mga dapat nilang gawin. Natatagalan lang report nitong mga isolated barangays, pero ganun pa man yung pag-aalala natin ay hindi na bothering kasi alam nating may kaalaman na sila.
“There has been a lot of change with the barangays, they were faster this time. How much more next time when they have executed their plans. Typhoon Kristine may not be that strong, it has still an effect however it’s not that extreme because barangays knew exactly what they have to do. There has been a delay in submission of RDANA especially on the isolated areas, however the worry we have is not that bothering because we knew that they have the capacity.”
Typhoon Kristine Response in municipality of Baras
Before we went out to go and visit Baras, ASDSW was able to communicate with the MDRRMO Department Head Engr. Khalil M. Tapia. Asking how the barangays were performing this time. Engr. Khalil shared his thoughts that it was a lot easier this time. The response in every barangay was a lot easier, even though they haven’t issued an advisory, he noticed that barangays were moving for their own preparation for the typhoon. They have observed that the moment they issued the advisory about typhoon Kristine 29 out of 29 barangays conducted right away an emergency meeting “Yes po Sir, lahat nagconduct na ng emergency meeting pag receive ng advisory galing sa amin, dati mga 4 to 6 lang ang agad agad nyan nagmemeeting, ngayong 29 barangays na.” said Engr. Khalil. This is a lot different from the past.
This indicates the part of the BRITE Training where they do a simulation on how they are going to act if there is an emergency. This reinforced the value of the last day where simulations test procedures and ensure that all officials know their responsibilities.
The municipality of Baras appreciates and sees the importance of the BRITE in their locality that is why they have decided to officially adopt the BRITE program as their official tool in training barangays on crafting their Barangay DRRM Plans. The MDRRMC of Baras has made a resolution institutionalizing BRITE as one of their tools in capacitating their barangays. This is the very first municipality who has institutionally adopted BRITE because of the success it indicates within the municipality. The value of the process was reflected in the actions taken during the Typhoon Kristine response.
Mr. Frances as the BRITE Champion and lead trainer summarised the impact of BRITE, especially as he facilitated the process on his own to complete the last of 29 barangays.
ASDSW facilitator Ritchie Bugaoisan “With a smile and excitement on his face, he told me that it was really something”. “iba talaga sa pakiramdam Sir, grabe mag-pasalamat nung mga barangay. Grabe yung appreciations nila, naiyak talaga ko sir, sobrang natutuwa ako na naappreciate nila yung training. Nagpapasalamat din daw sila sa oras ko, sa pagturo sa kanila. Ngayon nga Sir kapag pumupunta ko ng mga barangay kung dati Hi lang ngayong niyayakap nila ko kapag nakikita nila ko.”
“It felt nice, they were grateful. I even got emotional because they really appreciated the training and myeffort. This is why I’m glad that I did the training. They said that they are thankful for my time for teaching them. Now, every time I visit them they would even hug me unlike before they
will just say Hi and that’s it.
The training did not just provide knowledge to the barangays but it made the connection between barangays and MDRRMO waystronger than before which is a very good indicator that Baras is a more resilient municipality. As a facilitator, we aim for these things to happen. Now, barangays do not hesitate to go to MDRRMO to ask fortechnical assistance on crafting their BDRRMP. This may be a simple action but many municipalities failed to do this. If the barangay clearly communicates their needs to the MDRRMO they will receive guidance.
Oftentimes the success of the program comes down to the partners LGU having a champion to own the process. ASDSW is not just a training organization, but it teaches, coaches and then becomes a cheerleader. In Baras we had a strong champion that understood the importance of community participation vs consultation. When the facilitators saw the enthusiasm then they moved to enabling the model to spread and working as true partners took on the partners suggestions and tried different methodologies as we are also on a learning journey with our partners. The facilitators also own the program and work with the partners not as teacher/student but as a partner with a common goal of building and strengthening governance systems to improve the ability of the LGU to provide basic services, reduce risk and to respond in times of crisis.
Wefirst visited barangay Danao, which was isolated by a massive landslide and asked:
- Howdidtheyrespond to Typhoon Kristine?
- Whatistheir understanding between relief and response?
- Whatistheir perspective on the idea that help from other agencies is not around?
- Doyoufeelresilient? Why?
Brgy. Danao (Secretary and Captain)
-Mas madali at organized na sir yung response namin, hindi kami nahirapan kahit na-isolate kami dahil sa landslide. Mas madami na kaming nagtutulungan. Mas responsible na yung ibang mga member ng barangay dahil madaling araw palang nag-iikot na talaga kami, wala pang kain kain nag-iikot na kami. Kailangan talaga mag-ikot dahil nawalan ng kuryente.

“It was easier and well-organized the response we did, we did not struggle even though we were isolated due to the massive landslide. This time, many are working together. They are more responsible this time because early in the morning without breakfast or anything we already went out to inform our people. We had made sure everyone is informed and ready, we struggle a little because of the electricity.”
-Malaki po naging tulong ng training kasi po madami na po talaga ang nakakaalam kung ano po ang dapat gawin lalo na po kaming mga barangay officials.
“The training helped us a lot because many people from the community knows exactly what to do, especially us, the barangay officials.”
-Ramdam ponaminnamasresilient kami kasi po na-isolate man kami kinaya po namin ng wala pong tulong galing sa labas. Magaan po sa pakiramdam na sa kabila ng kakulangan sa kapasidad ng barangay namin kinakaya po lalo na po siguro kung magawa namin yung mga nasa bagong plano namin ngayon.
“We felt resilient, even though because of the landslide we were isolated. We still managed to stand on our own without help from outside. It felt nice, despite of our weaknesses and lack of capacity we were able to manage, how much more if we execute the plan we have made.”

Brgy. P. Teston (Brgy. Captain & Secretary)
-Naglibot na po kami agad pagbaba ng advisory, isa-isa po naming pinuntahan yung mga bahay. Pinaliwanag na po namin kung saan po sila pwede mag-evacuate kung sakaling tumaas po yung dagat. Nung evacuation na po, wala po kaming naging problema dahil alam ng mga tao kung saan sila pwede pumunta, naasikaso din po namin ng maayos.
“The moment we received the advisory from the MDRRMO we immediately went out and to every house one-by-one. We explain to the people where they can evacuate in case the sea water level rises. During evacuation, we did not encounter issues because people are well informed on where to go, we are also able to accommodate them well.”
-Maganda sa pakiramdam Sir na nakatulong kami kahit kami lang po kahit walang tulong na dumating samin, masarap sa pakiramdam na kaya namin na kami lang.
“It felt nice that we can help our people even though we lack some resources and help is not around, it felt nice that we managed even though it’s just us.”
(We clarified something with the barangay officials and community who were listening, if you managed to respond well now despite your current weakness, how much more if you execute your BDRRMP. This idea excites every individual in the room.)
Brgy. Caragumihan (The whole council)
-Nagmeeting po kami agad-agad Sir nung marecieve namin yung advisory ng mdrrmo, nag-activate din po kami ng Emergency Operation Center (EOC). Well organized po ang committees namin, nagagawa po talaga nila yung mga assignment nila, wala pong nagtuturuan kung ano ba gagawin. Smooth din po pagconduct namin ng RDANA.
“We conducted emergency meeting the moment we received the advisory from MDRRMO, we even activated our own Emergency Operation Center (EOC). Every committee is well-organized, they managed to fulfill their responsibilities without causing problem with one another. We conducted RDANA without issues as well.”

-Yung early preparations po namin, may ready na po kaming stock pile month of september palang po. Yung iba po kasi, kapag may bagyo na o pag tapos na yung bagyo tsaka palang mamimili, kami po hindi na. namimigay na po kami ng relief, kaya po sa panahon ng bagyo hindi po kami nagkukumahog.
“With our early preparations, we already have a stockpile early in September. Unlike other barangay who prepare the needs of their community in times of calamity, here in our barangay we prepare early so in times of disaster we are not cramming on doing this and that.”
-Maganda po na walang dumating na tulong from other NGOs, kung kaya naman imanage ng barangay kami nalang kung kaya lang naman namin. Hindi po kami umaasa. Masaya po kami na kaya po namin, na resilient naman po ang barangay namin kahit po kulang pa po kami.
“It’s a good thing that if there is no help from other NGOs the barangay can still manage on our own. We did not expect help. We are happy that we made it, we found out that somehow our barangay is a resilient barangay despite our weaknesses.”
-Hindi pa man nagagawa karamihan na laman ng plano pero magaan na sya kahit papano sa barangay, howmuchmorekungmagawatalaga yung mganasa plano. Di baleng paisa-isa, ang important na susundan nyo yung directions na gusto naming puntahan.
“Right now, we still haven’t done many PPAs on our plan, however it felt nice on our end, and how much more if we manage to execute every PPAs in our plan. It does not matter even if it’s a slow process what matters is that we know the directions where we want to be and we will do it
one-by-one.”
*(This barangay was the only one who has activated their own Emergency Operation Center (EOC). This barangay is not that big, however they take the situation very seriously. This was witnessed by the MDRRMO, and I asked if they have documented the situation and telling them that they can use it to inspire other barangays on something they can do to respond even better, by posting it and acknowledging the barangay who did well through their facebook page. Another realization for the
MDRRMO, something they are looking forward to do in the future.)
Frances Ramirez MDRRMO Staff
-Nakakatuwa, nakakaproud na may mga barangay na kami na mataas ang kakayanan magrespond.
“This is nice and I am proud that I can see that we do actually have a barangays with a high capacity to respond in terms of emergency.”

Barangay Nagbarorong
-Malinaw sa amin Sir ang designation ng mga barangay officials, time to time nagrereport ang bawat is a, importante na samin ang communication. Ako po bilang punong barangay, tutok po ako sa supervision ang kagawad natin sila talaga ang super action. Dapat po kasi binibigyan talaga ng responsilidad ang mga kagawad kasi kung hindi, umaasa nalang palagi sa punong barangay. Na-priority din natin itong mga kabahayan na malapit sa landslide areas na mag-evacuate sila.
“Their designation is clear to everyone, from time-to-time everyone reports to me, communication is very important in times like this. As a barangay captain, I focused on supervision and the ones who were acting on the ground were my barangay kagawads. We have to understand that we should give them their responsibility so they will not always rely on their barangay captain. We also prioritized these households who were in the landslide prone areas to evacuate to safe houses.”
-Nagpapalaro ang barangay pagka tapos ng bagyo as response, nagtatanggal ng stress. Palaro at prizes na rin para kahit problemado napapalitan pa rin ng saya. Itong mga bagay na to, hindi ito magagawa ng ibang NGOs kaparaanan nalang ito ng barangay.
“After the typhoon we have hosted games for the children, to make sure that we are able to release the stress. Games and prizes making sure that even though it was a stressing time we can still make our people laugh in times like this. These are the things that you can not expect from NGOs to do, this is one of our ways as response here in our barangay.”
Barangay Salvacion
-Kumpara Sir nung dati mas napadali yung response namin, mabilis po yung communication namin kasi isang team na talaga kaming gumagalaw hindi na gaya ng dati na nagtuturuan pa.
“Compared to the past, we are able to respond well this time, communication was faster because we are a team that is working with our community unlike before where people who would always rely on someone else to do the job.”

-Sa panahon sir na walang tulong na dumating samin, nakikita namin yung pagkakaisa ng council kung ano po ba yung mga pwede naming gawin para pomakatulong sa mga ka-barangay namin. Malungkot lang din po sa part na kung walang tulong na dumating kulang po talaga yung maibibigay na serbisyo. During bagyo sir, buhay na buhay po talaga bayanihan dito samen kasi po sobrang daming putik gawa ng landslide po jan sa taas namin. 11pm po bayanihan po talaga nagpapala ng mga putik kahit medyo madilim at umuulan. Magaan yung problema Sir kasi nakikita mong nagtutulungan mga tao sa barangay. Malaking tulong po talaga yung training Sir.
“In times that help is not around, we saw the unity of our council, looking for a way so we can do more for our people. However, the fact that help is not around it makes me sad for the reason that service is limited because our resources is not that big. We witnessed during typhoon Kristine the spirit of bayanihan because of the heavy rain, there was a huge landslide on the road making us isolated, there was mud everywhere. 11 at night, everyone is shoveling the muds out of the way even though its dark and rainy at the moment. Even though there’s a problem we still felt at ease because we can see that we are helping one another.”

Two different mindsets of barangays that indicate resiliency:

Note that Brgy. A was the barangay where the barangay officials did not actually participate in the BRITE training. During the visit, they are the ones who made up their answers so they can relate to what we are talking about. If the barangay council will commit to the project, we should not push it. This is the result of doing that.
On the other hand, Brgy. B represents all of the barangays who participated well during the training. During our visit to many barangays in Baras, their answers were all the same even though there was one kagawad who would disagree but in the majority, all of the barangays gave the exact same answer. This indicates resiliency is increasing in their community without them knowing. As Program implementers and facilitators when we discussed this we illustrated that they are increasing their resilience and they have the power to do better. This is the Empowerment Function of BRITE!
The Social Entrepreneurship Sector… We are all startups again!
Early on in 2020, at the height of anxieties around lockdown and the pandemic, we got in touch with Ashoka Fellow Kevin Lee to understand what this historic moment would mean for social entrepreneurs. Written in May of 2020, many of Kevin Lee’s points still hold a sense of urgency that we cannot hope for the world to return to the way it was before. Social entrepreneurs are and will still lead the charge in shifting mindsets and approaches. As we near the one-year mark since the beginning of community quarantines, this piece captures a lot of what was to happen during that moment and time (and what still needs to happen today for us to fully recover from the effects of the pandemic!)
***
There is no post-COVID-19 world in the foreseeable future, but we do have to face a post-shutdown world. Social Entrepreneurs and the Non-Government Social Impact Sector as a whole are critical for an inclusive recovery by communities, the prevention of an overloaded health system, and support for the government at all levels in their functions as duty bearers.
Unlike disasters that the Philippines are familiar with, the damage is not a loss of assets, infrastructure, or crops, but the damage from the pandemic is economically and socially devastating nonetheless. To prevent large loss of life, we’ve had to economically shutdown the country which, compounded by the global shutdown, has resulted in massive economic disruption, job losses not seen since the great depression, and governments borrowing large percentages of their GDP to finance social safety nets and economic stimulus packages.

The pharma industry is fast-tracking vaccines. However, rollout is a long way off and we have to limit health impacts, while maintaining a functional economy. We know that quarantining and good hygiene behavior limit spread. These steps have slowed the progression of the disease to where it is somewhat manageable by the health system, but at a great economic cost.
Pandemics are scary, and with modern media, the proliferation of non-fact-driven information has made it more difficult for communities and individuals to understand real risk, how to properly mitigate that risk, and how to avail of social safety net programs. Food security, personal safety, access to general and reproductive health services, business continuity, access to water and sanitation, and continuation of education have all been compromised, losing many of the poverty alleviation gains of the last two decades.
We as social entrepreneurs are now in a new world. Community priorities have changed back to survival, and our normal ways of working are potentially harmful. Our funding from traditional sources is shrinking. Our timeframe for scalable success has been reduced from years to months. Our operating framework has been destroyed, so we are back to “startup mode.”
Social Enterprises are created to solve an issue from a certain period of time in a certain context. As a large percentage of the population moves into extreme poverty, the priority of these issues may change. Organizations will have to look at their relevance and reimagine themselves in the new future. Their experience and networking are necessary for the challenges facing the country but they may have a new focus.
Behavior change by communities and organizations will be the key for the country to thrive. Traditional awareness-raising needs to be replaced by behavior change programming. The behaviors we are changing will be difficult due to overcrowding and because these go against our basic human communal behavior of social interaction. Communities must understand how their new behaviors will reduce their risks. This is not a temporary change in behavior but will be new social norms.
As Social Entrepreneurs and NGO changemakers are reimagining their focus and implementation, there is also a new financial reality. More traditional fund sources such as United Nations, Overseas Development Agencies, International NGOs, foundations, corporations, etc., will shrink and become performance-based. We will have to articulate clear outcomes and outputs to set the tone on what high performance is and explain why we are investing in less tangible deliverables such as behavior change and capacity development for Barangay and City/Municipal LGUs to enable them to cope with the future in the COVID-19. We will also have to expand and diversify the humanitarian/development economy and challenge this economy on how the money is spent in recovery efforts and include strengthening our organizations.
So what could these products look like?
· Systems and capacity strengthening for LGU officials so that they can collect and analyze data. This information is used by the national government for informed decisions. It can also inform local officials of their current situation and gives them the ability to concretely inform their constituency on their situation.
· Behavior change programming so that LGUs and their constituents can modify behaviors within their local context while understanding why they are doing this and what the rewards will be. This includes clear messaging and transparency so as to mobilize communities as rights holders to work towards a collective goal.
· Building systems to analyze the impacts of the new behaviors on the abilities of communities to survive and thrive. This needs to consider vulnerabilities of marginalized sectors and understand the concept of equity vs equality for targeting of government and non-government social safety net programming.
· Development of a new local economy replacing disrupted sectors, leveraging the strengths of those sectors, and providing opportunities for marginalized and vulnerable groups so that they can move out of the lower decile economic groups.
· Expansion and improvement of basic service delivery for health, wellness, water, and sanitation services to lower decile groups.
· Education products and outreach to match the new normal and provide hope to children, youth, and parents for the future of their families.
We have to not just adapt, but we have to accept this challenge as a moral imperative. Without systemic type changes, we cannot prevent the loss of all the poverty reduction gains over the last two decades. Our poorest communities are no less valuable than those living in the towers of Makati and BGC. Increasing the number of people living on less than 2 meals a day should be unacceptable to all of us. We have the tools and resources to work with the government to make this happen. It will not be done with pilots and small steps, but will require our sector to take big swings at the problem, always look to scale, adapt, and change to meet the challenges. The world as we knew it will not return, the future is now!
About the Author
Kevin Lee was educated in New Zealand, where he earned a Bachelor of Engineering (Mechanical). After graduating, he worked as a consulting mechanical engineer, specializing in heavy industry in the north island of New Zealand. From 1995 to 2001, he worked in the steel industry in Georgia, U.S.A. After spending two years working as an industrial emission control equipment project manager, Kevin joined the Peace Corps as a water and sanitation volunteer in the Philippines. After his term was finished, he stayed in the Philippines and co-founded A Single Drop for Safe Water. ASDSW/SDCS is now 5 offices with close to 80 staff working throughout the Philippines. He was awarded the Ashoka Fellowship in 2014.
Working Differently Challenge: What true partnership looks like
True localisation happens when local organisations develop their own theories of change, design their programmes, and mobilise resources to implement. It’s not when international NGOs subcontract local organisations to implement programmes.
As the pandemic and its economic impact started to bite, A Single Drop for Safe Water (ASDSW) in the Philippines reflected on how humanitarian assistance should change in the face of this extended crisis. Working with social enterprises like Ashoka, Xchange, Firetree Trust, and Limitless Lab, we developed a programme that looked at and improved the systems in place for emergency response, and worked to strengthen these systems to better serve impacted communities.
This programme recognises that barangays (local government units) are the sharp edge of the spear for government working with and to serve communities. It recognises that traditional responses are unsustainable in this environment; the largest resources are local communities and government.
BRITE, which stands for “Barangay Resilience and Innovation Through Empowerment”, harnesses the power of human-centered design and design thinking to engage with barangays and key community members to identify gaps and develop solutions, all within existing government frameworks to strengthen governance, community engagement and accountability.
As the theory of change was developed, we engaged with our current Disaster Risk Reduction (DRR) funder, Arche Nova, to pilot the programme in Puerto Prinsesa in Palawan Province for 20 barangays classified as geographically isolated and disadvantaged. It was a key step toward working with the Puerto Prinsesa’s local government to ensure the sustainability of efforts beyond funding.
Working with Limitless Lab also enabled us to start developing a design thinking workshop for disaster risk reduction officers and emergency responders. We then approached Latter Day Saints Charities as long-term partners, and have now received approval to pilot the design thinking process and the entire programme in Maguindanao Province.
When we heard about Start Network’s Working Differently Challenge, we felt that what we were doing was the perfect fit, so we started approaching its members in the Philippines. After listening to our pitch, Islamic Relief was interested in the concept, so we submitted an application and were eventually selected to receive funding, as well as technical support from Thoughtworks.
This support will work to improve current programme areas, but could also contribute to a national programme and be institutionalised as the local BRITE network expands. Furthermore, Islamic Relief’s openness to good, locally developed ideas is evidence that they are committed to the Charter for Change. They truly consider local organisations to be equal partners, providing space for them to drive potential programmes. Even though we had not formally worked with Islamic Relief in the past, we feel that the respect shown by the organisation bodes well for a positive implementing relationship.
Repost from: https://startnetwork.org/news-and-blogs/working-differently-challenge-what-true-partnership-looks-like
Barangay Resilience and Innovation Through Empowerment (BRITE)
BRITE is a community empowerment approach developed through the collaboration of a Single Drop for Safe Water, Inc (ASDSW), Ashoka, Limitless Lab, Firetree Trust and Xchange – organizations geared on technology innovation for empowerment. This empowerment approach was born out of the desire to support local government units for resilience and preparedness in the face of Covid-19 pandemic.
The Barangays have the most direct impact on the implementation of government policy. Stopping the spread of COVID requires widespread behaviour change. Barangays are some of the strongest influencers of community behaviour and decisions made by barangay leadership has an immediate effect on the quality of life of their community. However, barangays have limited access to life-saving aid, correct information, and adequate resources to respond to needs of and build the resiliency of communities during this pandemic.
The BRITE approach envisions the barangay to have accessible healthcare, reduced Covid 19 transmission, secure livelihood, continuous education, secure food supply chain, peace and cooperation through improved governance, communication, behavior change, service delivery and impact mitigation. It employs human-centered design, non-linear and systemic view of the situation, and multi-sectoral collaboration as tools for its empowerment goals.
Often times, the barangays found themselves lacking access or proper explanation of national and local policies. Policies and guidelines are confusing and left to each person’s interpretation. There is also lack of funds for protective personal equipment, supplies such alcohol, learning materials, laptop and WIFI connection. Information system is not established and therefore inaccurate and coming from different sources. The situation is aggravated by the barangays having no plans for risk reduction and response for a pandemic.
Arche Nova funded the implementation of its pilot run in 20 barangays in Puerto Princesa City, implemented by its partner ASDSW . It ran from April-December 2020. The implementation started at the height of the Covid 19 pandemic and the barangays scrambling to cope up with protocol issued by the national and local IATF.
As a process, the BRITE approach involves community self-assessment, simulation of ideal scenario, action planning and designing solutions based on local context, validated and participated by multi sectoral segments of the community. The pilot barangays, after undergoing the workshops on updating their barangay disaster risk reduction plan and solutions design were able to identify their top 3 priority gaps and were able to design solutions for these priority gaps. The piloting of this innovative approach is considered a success by implementing partners in that the barangay officials have these to say at the end of the process:
“We saw the clearer direction of our barangay.”
“With clearer process on planning, unlike before we just gave the responsibility to our councilors and we consolidate them and that’s it, we have our barangay development plan.”
“We saw our priorities that should be addressed immediately.”
“We now have a preparedness (contingency) plan for the pandemic.”
“We are proud that we developed this kind of plan.”
HRC Answers the call!
The Humanitarian Response Consortium (HRC) mobilizes team of humanitarian responders to answer the call of the Provincial Health Office for assistance to curb diarrheal outbreak in Balabac, Palawan. The HRC, for this emergency response, is composed of the 3 partner organizations: A Single Drop for Safe Water, Roots of Health and Phil. Association for Intercultural Development (PAFID).
On 24th December 2017, Typhoon Vinta devastated the municipality of Palawan. It was also after this event that diarrhea cases started to rise in Balabac. On January 3, 2018, the A Single Drop for Safe Water (ASDSW) received a formal request for assistance for Balabac. The HRC, led by ASDSW, then sent a Rapid Assessment team to the area to provide initial targeted response and conduct damaged assessment.
After the rapid assessment activity, ASDSW lobbied for support from long time donors for a full scale emergency response back to the municipality. Several donors heeded the call, among them are UNICEF who provided hygiene and water kits and other cash support for mobilization and other activities, and Seaoil Foundation Inc. and Latter-day Saints Charities for other water and hygiene materials. Four Barangays will directly benefit from the response, namely Barangays Melville, Agutayan, Salang and Ramos.
On the provincial level, HRC works in coordination with the Provincial Health Office, the Provincial DOH Office, the Provincial DILG office and the PDRRMO. The team travels back to Balabac on March 14 and is expected to stay in the area till the middle of April 2018. HRC is grateful also to the support of Bishop Edward and President Larry Caduada and the energetic volunteers for the storage of the WaSH materials in the temple building of the Church of Christ of the Latter-day Saints in Malvar Street, Puerto Princesa City.
RSCW : manifesting Good Governance in ARMM
THE WATSAN HUB
It is composed of at least three cooperating institutions, to be managed by the WATSAN Regional Hub Coordinating Council, composed of the heads of the member institutions. Its lead agency is the Department of Interior and Local Government (DILG). It is an effort of the government to harness and maximize local resources through the availability and willingness of experts, trainers and facilitators who would help DILG in capacitating waterless municipalities in the operation and management of their water supply and sanitation services under the Sagana at Ligtas na Tubig (SALINTUBIG) Program. It operates in the principle that “Water is a RIGHT. Water is LIFE. Without water life is FUTILE.”
HOW WAS ASDSW INVOLVED IN WATSAN HUB FORMATION IN ARMM?
ASDSW and DILG National office have been coordinating for some years now with regards to their program and activities and sharing of information on WaSH governance, noting the comparison between DILG’s MW4SP approach and ASDSW’s governance model. DILG became aware of ASDSW’s extensive WaSH projects implemented in Mindanao and suggested for ASDSW to join the WatSan Hub in ARMM.Thus, in 2014, ASDSW applied as WatSan hub member in ARMM at the DILG National Office.
Following ASDSW’s WatSan hub application, coordination and follow through activities were conducted in ARMM. It was learned that WatSan hub in ARMM was formed with only two (2) members: the WAO water district and Marawi State University. ASDSW would be the 3rd potential member. During this period, the WatSan hub is not yet very functional.
May 27, 2015- DILG-ARMM and ASDSW spearheaded a convergence meeting with potential members, advocating the functionality of the WatSan Hub in ARMM and building partnerships among WaSH implementers. The meeting was held in Cotabato City and attended by representatives from the Academe, CSOs, Service providers, government line agencies, UNICEF and other NGOs. There were sharing of specializations, programs and activities implemented in their respective covered areas among the participants. At the conclusion of the meeting, the DILG invited interested organizations to submit application for WATSAN hub membership. However, several months passed but no other organizations submitted an application.
Following the convergence meeting and the continuous coordination between ASDSW and DILG regarding issues and concerns on WaSH implementation in Mindanao, it was decided to raise the issue, specifically on Hub formation to the ARMM Regional Planning and development Office (RPDO). So, in August 6, 2015, the matter was presented to the RPDO during their regular meeting. Also in attendance during this meeting were representatives from UNICEF, ASDSW, DILG, ACF, IOM, GIZ, CRS, KFI, CFSI and CEMILARDEF.
During this coordination meeting with DILG and RPDO, several realizations were acknowledged:
- Lack of a regional structure that shall oversee implementation of WATSAN projects in the region. DPWH has so many projects being implemented in ARMM but are not coordinated with DILG.
- Local task forces are not sustainable for the purpose of strengthening and institutionalizing the WatSan hub.
- Water projects fail due to lack of accountability and knowledge in proper operation and management of the installed projects
- WatSan hub is not functional and not part of the government organization under the REDPB.
With these realizations, DILG suggested the creation of the sub-committee within the Regional Executive Development and Planning Board (REDPB) under the umbrella of the Regional Development Administrative Committee for it to be institutionalized and recognized within the ARMM structure. There are several agreements gained during the RPDO meeting:
- Member composition of the WatSan hub committee was set: Government agencies were identified as members and NGOs were identified as project partners.
- After the RPDO meeting, DILG will meet with prospective members, and ASDSW/UNICEF will meet with prospective partners to: – explain the plan to form a regional sub-committee for WaSH; and – conduct inventory of WaSH projects in ARMM
- Motion to create the Regional sub-committee on WaSH, and Motion to make the sub-committee a part of the ARMM government structure making it more sustainable, and the proposal to elevate the motions to the Regional Development Administration Committee (RDAC) for adoption and endorsement to the REDPB.
Separate meetings with prospective members and partners were conducted to generate information and mapping of WaSH projects in ARMM, and to generate consensus for the creation of the WatSan regional sub-committee. Results of these meetings are affirmative.
On September 10, 2015, the creation of RSCW was presented to the member of the REDPB. As a result, the Board passed a resolution approving the creation of RSCWS under the supervision of the RDAC, and on October 19, 2015 – the ARMM REDPB finally approved the creation of RSCW with the following composition:
Chair : Office of the Regional Governor
Co-Chair : DILG-ARMM
Secretariat : DILG-ARMM
Members : DOH, DepEd, DPWH, DAR, DSWD, DAF, DENR, DOST, RPDO, HLURB and BPI
Partner Agencies :UNICEF, ASDSW, SC, Oxfam, MTB, CRS, MCWD, LGUs, USAID, WFP (on invitation basis)
The new structure of the REDPB showing RSCWS under the RDAC
The Regional Sub-committee on WaSH will serve as coordinating and monitoring body of DILG-ARMM that will oversee implementation of WatSan Projects in the region. It aims to achieve more coordinated efforts on the implementation of WatSan Projects and contribute to the Millennium Goal no.7 of ensuring environmental sustainability in ARMM. It will have specific functions as follows:
- Coordinate, monitor and evaluate WatSan projects in the region.
- Provide technical assistance, empower and capacitate LGUs.
- Create a pool of trainers.
- Facilitate the establishment of WatSan database
- Document best practices in WatSan development.
- Perform such related functions as may be authorized by the REDPB/RDAC
There are distinct function between the Regional WatSan Hub and the Regional Sub-committee on WaSH. The Regional WatSan Hub serves as the information hub for capacity development through seminar-workshops, coaching and mentoring and other relevant trainings for LGUs, Water Service Providers and community organizations, and the engagement of individual resource persons/consultants to assist in the preparation and delivery of the programs. On the other hand, the RSCW will serve in the formulation of policies and plans of the LGUs in water and sanitation sector and establish the policies and directions for the implementation of the program at the local level. This development is very significant, not just in WaSH development in the region but it strengthens the legitimacy of the ARMM because the change in the direction in the WaSH sectoral planning was set by the ARMM Regional government, making it a monumental move towards self-governance and precipitating development in the region.
This direction ties up with the ASDSW governance model which involves participation of the communities from the barangay to municipal to Provincial level, and in the case of ARMM, up to the Regional level of governance.
Along the line of harmonization with DILG and ASDSW program, ASDSW is striving for the program outputs to fit in with DILG’s Human rights-Based WatSan governance approach. Projects developed in WaSH planning facilitated by ASDSW can be submitted by LGUs for SALINTUBIG or GPBP funding.
DILG is actively trying to implement “Ring Fencing with 130 organizations oriented and 3 implemented. ASDSW facilitates LGU training on ring fencing. It maybe possible for ASDSW to bid on capacity development work. The DILG, through the SDGF PRO-WATER Program may tap ASDSW as resource speakers for various activities and DILG may tap the expertise of the Hub members to consult and be paid by LGUs for development capacity.
Filipino super-typhoon an ominous warning of climate change impact
When super-typhoon Bopha struck without warning before dawn, flattening the walls of their home, Maria Amparo Jenobiagon, her two daughters and her grandchildren ran for their lives.
The storm on 4 December was the worst ever to hit the southern Philippines: torrential rain turned New Bataan’s river into a raging flood. Roads were washed away and the bridge turned into an enormous dam. Tens of thousands of coconut trees crashed down in an instant as unbelievably powerful winds struck. The banana crop was destroyed in a flash – and with it the livelihoods of hundreds of farmers.
The only safe place the family could think of was the concrete grandstand at the village sports stadium. Two months later, Jenobiagon, 36, and her three-year-old granddaughter, Mary Aieshe, are still there, living in one of the improvised tents spanning its steep concrete tiers along with hundreds of other people.
“We were terrified. All we could hear was loud crashing. We didn’t know what to do. So we came here,” Jenobiagon said. “Everyone ran to the health centre but houses were being swept away and the water was neck deep. Everywhere we went was full of mud and water. We went to a school but it was flooded, so we came to the stadium.”
Lorenzo Balbin, the mayor of New Bataan, said the fury of the storm was far beyond the experience of anyone living in Mindanao. It would take 10 years to replace the coconut crop, he said. Some villages in Compostela Valley may be too unsafe to live in.
Bopha, known locally as Pablo, broke records as well as hearts. At its height, it produced wind speeds of 160mph, gusting to 195mph. It was the world’s deadliest typhoon in 2012, killing 1,067 people, with 800 left missing. More than 6.2 million people were affected; the cost of the damage may top $1bn. As a category 5 storm (the highest), Bopha was significantly more powerful than hurricane Katrina (category 3), which hit the US in 2005, and last year’s heavily publicised hurricane Sandy (category 2).
With an estimated 216,000 houses destroyed or damaged, tens of thousands of people remain displaced, presenting a challenge for the government and aid agencies.
The lack of international media coverage of Bopha may in part be explained – though not excused – by western-centric news values, and in part by the high incidence of storms in the Pacific region.
The Philippines experiences an average of 20 typhoons a year (including three super-typhoons) plus numerous incidents of flooding, drought, earthquakes and tremors and occasional volcanic eruptions, making it one of the most naturally disaster-prone countries in the world.
But more disturbing than Bopha’s size was the fact that it appeared to reflect rapidly deteriorating climatic trends.
The five most devastating typhoons recorded in the Philippines have occurred since 1990, affecting 23 million people. Four of the costliest typhoons anywhere occurred in same period, according to an Oxfam report. What is more, Bopha hit an area where typhoons are all but unknown.
The inter-governmental panel on climate change says mean temperatures in the Philippines are rising by 0.14C per decade. Since the 1980s, there has been an increase in annual mean rainfall. Yet two of the severest droughts ever recorded occurred in 1991-92 and 1997-98.
Scientists are also registering steadily rising sea levels around the Philippines, and a falling water table. All this appears to increase the likelihood and incidence of extreme weather events while adversely affecting food production and yields through land erosion and degradation, analysts say.
Mary Ann Lucille Sering, head of the Philippine government’s climate change commission, is in no doubt her country faces a deepening crisis that it can ill afford, financially and in human terms. Typhoon-related costs in 2009, the year the commission was created, amounted to 2.9% of GDP, she said, and have been rising each year since then.
“Extreme weather is becoming more frequent, you could even call it the new normal,” Sering said. “Last year one typhoon [Bopha] hurt us very much. If this continues we are looking at a big drain on resources.” Human activity-related “slow onset impacts” included over-fishing, over-dependence on certain crops, over-extraction of ground water, and an expanding population (the Philippines has about 95 million people and a median age of 23).
“Altogether this could eventually lead to disaster,” Sering said. Unlike countries such as Britain, where changing weather has a marginal impact on most people’s lives, climate change in the Philippines was “like a war”. Opinion surveys showed that Filipinos rated global warming as a bigger threat than rising food and fuel prices, she said.
Even given this level of awareness, Bopha presented an enormous test for emergency services. Oxfam workers in Davao City, working with the UN, local NGO partners, and the government’s National Disaster Risk Reduction and Management Council (NDRRMC), quickly moved to the area to offer assistance. Oxfam has committed $2m in Bopha relief funds on top of its annual $4m Philippines budget. But the UN-co-ordinated Bopha Action Plan, which set an emergency funding target of $76m, has received only $27m so far.
The overall post-Bopha response has comprised three phases: immediate help, including the provision of shelter and clean water, sanitation and hygiene facilities; rebuilding and relocation; and mitigation and prevention measures.
“The first thing was to provide water bladders to the evacuation centre in New Bataan. We concentrated on providing emergency toilets and water systems,” said Kevin Lee, response manager for the Humanitarian Response Consortium, a group of five local NGOs. “We had a 15-strong team from Oxfam and the HRC, digging holes and putting in plastic pipes. Next we started looking at emergency food and shelter.
“The devastation was worse than anything I have ever seen. Up to 90% of the coconut trees were just flattened. That’s the local economy on the ground. And that’s really difficult to fix quickly,” Lee said. But his team’s swift action had positive results, he added. There have been no water-borne diseases in New Bataan and no outbreak of cholera.
The consortium has now moved on to longer-term projects such as building a waste management plant, setting up markets at relocation sites, and working on disaster risk reduction programmes, so that when the next typhoon hits, local people may be better prepared.
The Lumbia resettlement project outside Cagayan de Oro, in northern Mindanao, provides an example of what can be achieved. Here, victims of tropical storm Washi, which swept through the area in 2011, killing 1,200 people and causing nearly $50m in damage, have been offered newly-built homes on land owned by the local university.
The Lumbia project’s slogan is “build a community, not just homes”, and it has gone down well with displaced villagers. “It’s better here than before. It’s more elevated, we don’t have to worry about floods,” said Alexie Colibano, a Lumbia resident. “Before we were living on an island in the river. Now we feel more secure.”
About 15,000 Bopha victims remain in evacuation centres, including in the New Bataan stadium grandstand. In total, about 200,000 are still living with friends or relatives.
In Manila, meanwhile, Benito Ramos, the outgoing executive director of the NDRRMC, is busy planning for the next super-typhoon. “We are preparing for a national summit this month on how to prepare, including early warning, building codes, land use regulations, geo-hazard mapping, relocation and livelihoods,” he said.
But the bigger issue is climate change, which posed an “existential threat” to the Philippines, Ramos said. “We are mainstreaming climate change in all government departments and policies. If we don’t adapt and adjust, we all agree we are heading for disaster.”
Source: http://www.guardian.co.uk/world/2013/feb/17/filipino-super-typhoon-climate-change