LASURECO COMPREHENSIVE RESILIENCY PLAN

BUILDING LOW EMISSION ALTERNATIVES TO DEVELOP ECONOMIC RESILIENCE AND SUSTAINABILITY PROJECT (B-LEADERS)

November 2018 This document was produced for review by the United States Agency for International Development. It was prepared by RTI International.

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LASURECO COMPREHENSIVE RESILIENCY PLAN

BUILDING LOW EMISSION ALTERNATIVES TO DEVELOP ECONOMIC RESILIENCE AND SUSTAINABILITY PROJECT (B-LEADERS)

November 2018

DISCLAIMER The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government. This document is intended to comply with Section 508 Standard of the Federal Acquisition 3 Regulation. If you have any difficulties accessing this document, please contact [email protected]. TABLE OF CONTENTS

TABLE OF CONTENTS ········································································································· 4 LIST OF FIGURES ················································································································ 7 ACRONYMS & ABBREVIATIONS ···················································································· 10 I. BACKGROUND ·············································································································· 12 II. SITUATIONAL ANALYSIS ···························································································· 15 II.1 Context ...... 15 II.1.1. Population ...... 15 II.1.2. Income and Livelihood ...... 17 II.1.3. Livelihood ...... 20 II.1.4. Religion ...... 21 II.1.5. Energy ...... 22 II.2 Threats and Root Causes ...... 23 II.3 Barrier Analysis ...... 27 II.4 Stakeholders Analysis ...... 31 III. STRATEGY ··················································································································· 33 III.1 Design Principle and Strategic Considerations ...... 33 III.2 Objective ...... 37 III.3 Strategic Components ...... 37 III.4 Outcomes and Outputs/Activities ...... 37 IV. RESILIENCE COMPLIANCE IMPLEMENTATION PLAN ············································ 43 IV.1. Non-Technical Services ...... 43 IV.2. Technical Services...... 45 V. MONITORING AND EVALUATION FRAMEWORK ···················································· 47 V.1 Monitoring Framework ...... 47 V.2 Evaluation Framework ...... 47 ANNEXES ·························································································································· 52

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Annex A. Hazard Maps ...... 52 Annex A.1. Landslide Hazard Map of ...... 52 Annex A.2. Flood Hazard Map of Lanao Del Sur ...... 52 Annex A.3. Active Faults and Trenches in ARMM ...... 53 Annex A.4. Tsunami Hazard Map of Lanao Del Sur ...... 53 Annex A.5. Historical Tropical Cyclone 2011-2016 in ...... 54 Annex B. Vulnerability and Risk Analysis ...... 55 Annex B.1. Non-Technical Assets ...... 55 Annex C. Assessment Rating for LASURECO ...... 65 Annex C.1. Organize for Disaster Resilience Criteria and Assessment Ratings for LASURECO Per Subject Area ...... 65 Annex C.2. Criteria for Essential 2: Identify, Understand, and Use Current and Future Risk Scenarios” and Assessment Ratings for LASURECO Per Subject Area ...... 67 Annex C.3. Criteria and Assessment Rating for Essential 3: Strengthen Financial Capability for Resilience ...... 70 Annex C.4. Criteria and Assessment Rating for Essential 4: Pursue Resilient Urban Design and Development ...... 72 Annex C.5. Criteria and Assessment Rating for Essential 5 ...... 74 Annex C.6. Criteria and Assessment Rating for Essential 6 ...... 77 Annex C.7. Criteria and Assessment Rating for Essential 7 ...... 80 Annex C.8. Criteria and Assessment Rating for Essential 8 ...... 83 Annex C.9. Criteria and Assessment Rating for Essential 9 ...... 88 Annex C.10. Criteria and Assessment Rating for Essential 10 ...... 91 Annex D. Pictures of Damaged Infrastructures ...... 93 Annex D.1. Damages of LASURECO ICT and Administrative Office ...... 93 Annex D.2 Damages in the Collection Offices ...... 94 Annex D.3. Damages on Logistics Equipment...... 95 GLOSSARY ························································································································· 96

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LIST OF TABLES

Table 1. Population of ARMM based on the 2000, 2010, and 2015 Census ...... 16

Table 2. Population of Provinces in ARMM Based on the 2000, 2010, and 2015 Census ...... 16

Table 3. Top 5 Most Populous Cities/Municipalities: Autonomous Region in Muslim Mindanao, 2015 ...... 17

Table 4. Agriculture Products ...... 21

Table 5. Top Five Livestock/Poultry (Inventory) ...... 21

Table 6. Total Population by Religious Affiliation and Province: ARMM, 2015 ...... 22

Table 7. LASURECO Area Services Member Consumers 2018 ...... 20

Table 8. VRA Level of LASURECOs Non-technical Services ...... 23

Table 9. VRA Level of LASURECOs Technical Services ...... 25

Table 10. Stakeholders on Disaster Risk Reduction and Management (DRRM) in Lanao Del Sur .... 31

Table 11. Timely Implementation of Programs and Activities of LASURECO ...... 37

Table 12. Reliable Distribution System ...... 39

Table 13. Efficient Revenue Collection ...... 40

Table 14. Operation ...... 42

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LIST OF FIGURES

Figure 1. Map of ARMM ...... 15

Figure 2. ARMM GRDP composition by sectors from 2009-2012 ...... 18

Figure 3. Agriculture, Fishery and Forestry Sector Growth from 1996-2012 ...... 19

Figure 4. ARMM Top 10 Crops in 2008-2012 ...... 19

Figure 5. General Overview of LASURECO9 ...... 23

Figure 6. LASURECO SLD at Present ...... 21

Figure 7. Affected barangays and LASURECO Consumers ...... 21

Figure 8. Result of Problem Tree Exercise of LASURECO ...... 30

Figure 9. LASURECO Resiliency Compliance Planning Framework 2017-2025 ...... 36

Figure 10. Resiliency Compliance Organizational Chart ...... 48

Figure 11. Essentials for Resiliency ...... 49

Figure 12. Current Rating for Each Essential Element in the RCP ...... 51

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Resiliency Goal A secure and resilient LASURECO with the capabilities required across the whole franchise area to prevent, protect against, mitigate, respond to, and recover from the threats and hazard that pose the greatest risk.

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ACRONYMS & ABBREVIATIONS

AFF Agriculture, Fishery and Forestry ARMM Autonomous Region of Muslim Mindanao AV Asset Value Building Low Emission Alternatives to Develop Economic Resilience and B-LEADERS Sustainability Project BAPA Power Association CRP Comprehensive Resilience Plan DDP Distribution Development Plan DOE Department of Energy DRRM Disaster Risk Reduction and Management DUs Distribution Utilities ECs Electric Cooperatives EC-LEDS Enhancing Capacity for Low Emission Development Strategies EO Executive Order ERC Energy Regulajtory Commisssion GDP Gross Domestic Product GRDP Gross Regional Domestic Product GM General Manager ISIS Islamic State of Iraq and Syria LASURECO Lanao del Sur Electric Cooperative LDRRMC Local Disaster Risk Reduction and Management Council LEDS Low Emission Development Strategy LGU Local Government Unit LOC Level of Concern NAMA Nationally Appropriate Mitigation Action MAA Affected Areas MCOO Member Consumer Owners Organization MER Monthly Engineering Report MFSR Monthly Financial and Statistical Report MIR Monthly Institutional Report MRS Meter Reading Sheet MSU Mindanao State University

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MUPA Municipal Power Association MWP Monthly Work Plan NDRRMC National Disaster Risk Reduction and Management Council NEA National Electrification Administration NREB National Renewable Energy Board OGM Office of the General Manager PGR Population Growth Rate POPCEN Muslim Census Population PPR Progress Performance Report QRE Quick Risk Estimator Tool RA Republic Act RCP Resiliency Compliance Plan RR Relative Risk SLD Single-line Diagram TFBM Task Force Bangon Marawi UNISDR United Nations International Strategy for Disaster Reduction USAID United States Agency for International Development VRA or RVA Vulnerability and Risk Assessment or Risk and Vulnerability Assessment

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I. BACKGROUND

Natural and human-made hazards are becoming more frequent and severe. The impact of these hazards when they interact with highly vulnerable element at risk such as population, weak structure, among others results to catastrophic disasters. A typical example of such scenario has been evident in the for the past decades.

The Philippines being situated in the Ring of Fire is highly susceptible to all sorts of hazards. Natural hazards such as earthquakes, tsunamis, storm surges, tropical storms, typhoons, floods, landslide and droughts and human-induced hazards such as fire, maritime accidents, aircraft crash, land accidents, industrial accidents, pollution, civil disturbance, terrorism, and armed conflict. The Philippines is also identified as one of the most vulnerable countries from disasters. Some of the reasons are fast growing population, low economic status of people, and poor infrastructures among others. Some of the effects were hampered delivery of services, casualties, loss of livelihood, damage, additional cost of repair cost of reconstruction, economic and opportunity losses, higher operating costs, unexpected expenses, impact on macroeconomic, social, environmental and disaster risk. The energy and power sector particularly the distribution utilities and electric cooperatives are also susceptible to the impacts of disasters. In the past years where disaster happened distribution lines and electric sector has been affected. In 2013 alone 25 typhoons, greater than the average number of typhoons in the Philippines happened. This includes the super typhoon Yolanda that affected areas in the Region 8. It is forecasted that when the “Big one”1 happens in Metro Manila, impacts to the distribution lines will include damages in the electric transmission facilities, electric transformer substations along the west valley fault. A total of 30 km snapping of cables, and many stripping of cables caused by building collapse is expected. Power failure is expected to continue within the cities up to 7 days after earthquake. With this disaster trends and estimations, it is imperative to prepare and plan for any eventualities in order for nations, organizations, communities etc. to reduce their vulnerabilities. In response to this, the United States Agency for International Development (USAID) Building Low Emission Alternatives to Develop Economic Resilience and Sustainability Project (B-LEADERS), extended its effort to build the resilience of Lanao del Sur Electric Cooperative (LASURECO) and Marawi communities that was affected by the impact of Marawi Siege. B-LEADERS serves as the anchor program that promotes the US government’s Enhancing Capacity for Low Emission Development

1 Earthquake of Magnitude 7.2 anticipated to happen in Metro Manila area and will affect other provinces in the Philippines that transects the west valley fault.

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Strategies (EC-LEDS) in the Philippines. The ultimate goal of the project is to strengthen the capacity of the Philippine government and its key partners to plan, design and implement Low Emission Development Strategies (LEDS) contributing to the formulation of Nationally Appropriate Mitigation Actions (NAMAs) in the energy and transport sectors and to a certain extent, the forestry/land-use sectors. The activities under B-LEADERS are based on the climate change mitigation priorities of the Government of the Philippines and are designed to contribute to increased climate change resilience and mitigation. The achievement of the project’s goal will require a multi-sectoral strategy; as such, B-LEADERS promotes a consultative and participatory approach that fosters partnerships among the national and local government agencies, the business sector, higher education institutions, and civil society organizations. Specifically, the project aims to accomplish the following tasks: 1) Strengthen the in-country capacity on implementing and promoting low emission development strategies through the: a) Establishment of institutional structure, mandate, systems, and methodologies; and b) Strengthening of policy and regulatory support for LEDS. 2) Increase investments into clean energy projects through the: a) Promotion of investments in the clean and renewable energy sector; and b) Strengthening of clean energy investment partnerships and networks. B-LEADERS is a four-year project with an option year, which can be exercised fully by USAID Philippines to ensure sustained and continuous support to the Government of the Philippines as mutually agreed upon by the two parties. On 08 December 2017, USAID Philippines issued a letter of intent officially advising RTI International of its intent to fully exercise the option year as laid out under Task Order AID-492-TO-14-00005. The decision to exercise the option year of the B-LEADERS was necessitated by the recent developments and opportunities in the energy sector such as the urgent need to rebuild the power sector of Marawi City anchored on a government led energy resiliency policy, the Philippine government initiatives to facilitate a private sector-friendly investment climate through the passage of a bill and the issuance of Executive Order (EO) 30 as well as the expected promulgation of the various mechanisms supporting a significant shift towards clean energy led by the National Renewable Energy Board (NREB). During the B-LEADERS’ option period, it was determined that the areas of cooperation will focus on targeted activities under Tasks 1 and 2, strengthen in-country capacity on low emission development through the establishment and implementation of institutional structures, regulatory policies, mandates, systems and methodologies and increase investment in clean energy in line with energy security, sustainability and resilience objectives. The proposed work plan for the option year of B-LEADERS focused largely on the provision of technical assistance to the Government of the Philippines in the reconstruction and rehabilitation of Marawi City, following the Islamic State of Iraq and Syria (ISIS) led siege that held the City hostage for several months. The five-month crisis in Marawi City destroyed much of the city’s infrastructure,

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disrupting water and electricity services. Earlier rehabilitation efforts undertaken through the Inter- Agency Task Force on Securing Energy Facilities restored services to some facilities such as the Provincial Capitol, Amai Pakpak Medical Hospital, City Hall, military camps, the Mindanao State University (MSU) and some street lights in certain communities. The Task Force is chaired by the Department of Energy (DOE). To accelerate power restoration in Marawi and help guide the wise investment of Government of Philippines resources, B-LEADERS will deploy international and domestic experts to undertake the following activities:

 Install communal lighting facilities in Marawi City and other resettlement areas identified with DOE and LASURECO;  Conduct full assessment on the extent of damage to the power infrastructure;  Conduct an inventory equipment and supplies needed for power restoration;  Formulate a set of recommendations for the restoration and improvement of Marawi City’s electrical services;  Develop a plan to increase the resilience of electrical facilities from natural and human- induced hazards; and  Assist in developing an action plan designed to mobilize government and private funds to restore electricity services.

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II. SITUATIONAL ANALYSIS

II.1 Context LASURECO is the distribution utility that is mandated for the electrification of Lanao Del Sur. Lanao Del Sur is part of the Autonomous Region of Muslim Mindanao (ARMM). Figure 1 illustrates area covered by ARMM.

Figure 1. Map of ARMM

II.1.1. Population The population of ARMM as of August 2015 is 3,781,3872. The 2015 population of the region is higher by 525,247 compared with the 2010 population of 3.26 million, and by 978,342 thousand compared with the 2000 population of 2.80 million (see Table 1). The population of ARMM increased by 2.89% annually, on average, during the period 2010 to 2015. While, the rate at which the region’s population grew during the period 2000 to 2010 was at 1.51%.

2 Philippine Statistics Office, 2018. Population of the Autonomous Region in Muslim Mindanao (Based on the 2015 Census of Population). Available at https://psa.gov.ph/content/population-autonomous-region-muslim-mindanao-based-2015-census-population

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Table 1. Population of ARMM based on the 2000, 2010, and 2015 Census

Census Census Reference Population Year Date (in millions) 2000 May 1, 2000 2.80 2010 May 1, 2010 3.26 2015 August 1, 2015 3.78

ARMM consists of two component cities, 116 municipalities, and 2,490 barangays. (excluding ) was the fastest growing province in the region with an average annual population growth rate (PGR) of 4.22% during the period 2010 to 2015. It is followed by (excluding the City of Isabela) with a PGR of 3.23%, (2.66%), and Lanao del Sur (2.18%). Tawi-Tawi posted the lowest provincial PGR of 1.22%. The top five provinces/cities include Basilan, Lanao del Sur, Maguindanao, Sulu and Tawi-tawi. The summary is given in Table 2. Maguindanao (excluding Cotabato City) has the biggest population in 2015 with 1.17M, followed by Lanao del Sur with 1.05 million, Sulu with 825,000, and Tawi-Tawi with 391 thousand. Basilan (excluding the City of Isabela) had the smallest population with 347,000.

Table 2. Population of Provinces in ARMM Based on the 2000, 2010, and 2015 Census

Population (in thousands) Province 2000 2010 2015 Basilan (excluding the City of 260 293 347 Isabela) Lanao del Sur 800 933 1,045 Maguindanao (excluding 801 945 1,174 Cotabato City) Sulu 620 718 825 Tawi-tawi 322 367 391

Table 3 gives a summary of the population in ARMM cities and municipalities. Marawi City, Lanao del Sur has the largest in terms of population which is 201,785. This is followed by Jolo, Sulu and , Tawi-Tawi with populations of 125,564 and 100,527 respectively.

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Table 3. Top 5 Most Populous Cities/Municipalities: Autonomous Region in Muslim Mindanao, 2015

Ran City/Municipality Province Population k 1 Marawi City Lanao del Sur 201, 785 2 Jolo Sulu 125, 564 3 Bongao Tawi-tawi 100, 527 Datu Odin Sinsuat 4 Maguindanao 99,210 (Dinaig) 5 Sultan Kudarat (Nuling) Maguindanao 95,201

II.1.2. Income and Livelihood The economic performance of ARMM contributed 0.7% to the country's Gross Domestic Product (GDP) in 2015 in spite of 0.4% decline from the previous year. Agriculture, hunting, forestry and fishing sector shared 58.2% in the regional economy. Gross Regional Domestic Product (GRDP) share by industrial origin other than agriculture, hunting, forestry and fishing such as service, and industry constitute around 36.2% and 5.6%, respectively. Rice production is recorded as 488,215 metric tons while corn is 673,036 metric tons. However, there was a decline on rice and corn production by 12.37% and 3.80%, respectively. This was probably due to the decrease of harvested area of rice 10.61%. Unfortunately, in spite of the expansion of corn harvested area by 1.69% there was still a decline of corn production. By enlarge, agricultural output in ARMM declined by 1.77% in 2015. This was contributed by the production decreases in all subsectors except fisheries. The crops subsector which shared 69.79% in agricultural production posted 3.22% reduction. The fisheries subsector shared 24.30%. Its production grew by 2.57%. Cassava, coconut, corn, rice and seaweed were the top five commodities produced in the region. These commodities contributed 64.87% to the region's agricultural output. Moreover, total employment in 2015 was 1,259,000 persons with agricultural employment of 874,000 persons. Employed persons in the agriculture sector comprised 69.4% of the region's total employment. Majority of the agricultural workers at 77.35% were males3. Close to 60% of workers in Mindanao are involved in the informal sector, with the share in the ARMM being considerably higher. This informal economy is an essential survival tool for poor communities, although it also includes a “shadow economy” that operates within it that engages in illicit transactions of weapons, drugs, land, and credit, which are significant drivers of violence. Recent governance and policy reforms have nonetheless led to an increase in regional output growth, from an average of 2.9% in the period

3 Wikipedia (2018). Autonomous Region in Muslim Mindanao. Available at https://en.wikipedia.org/wiki/Autonomous_Region_in_Muslim_Mindanao#Economy

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from 2009 to 2012, to 3.6% in 20134. Agriculture, Fishery and Forestry (AFF) contributed nearly two-thirds of GRDP (63.5%) in 2009–2012. Services accounted for 31.4% of output and manufacturing contributed the remaining 5.1% (see Figure 2). Though AFF is the dominant sector in the ARMM economy, its performance has been highly uneven and, on average, has registered a decline in recent years, including a 1.1% contraction in 2012 (see Figure 3). Further, as a result of low investment, the agricultural sector specializes in low value crops, such as cassava, corn, coconut and rice (see Figure 4). Similarly, though the ARMM benefits from rich coastal and inland waters and contributes 18% of the national fish catch, the incomes of its fisherfolk remain low because of limited processing facilities.

Figure 2. ARMM GRDP composition by sectors from 2009-20125

4 Development Plan. Chapter 7. Economy and Livelihood. Available at http://bangsamorodevelopment.org/wp-content/uploads/2015/05/CHAPTER- 7_BDP-Integrative-Report.pdf 5 Bangsamoro Development Plan. Chapter 7. Economy and Livelihood. Available at http://bangsamorodevelopment.org/wp- content/uploads/2015/05/CHAPTER-7_BDP-Integrative-Report.pdf

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25.00

20.00

15.00

10.00

5.00 Peercentage, Peercentage, %

0.00 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014

-5.00

-10.00

-15.00 Year

Figure 3. Agriculture, Fishery and Forestry Sector Growth from 1996-20126

Figure 4. ARMM Top 10 Crops in 2008-20127

6 Bangsamoro Development Plan. 7 Bangsamoro Development Plan

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II.1.3. Livelihood

The ARMM’s deceptively low unemployment and underemployment rates, as noted earlier, conceal the region’s real problem, which is labor underutilization and the poor being trapped in low- productivity, low-income jobs. Labor force participation in the ARMM is only 56.0% (2013), which translates to one million working age residents outside the labor force. Over a quarter of employed individuals are unpaid—typically working for family-owned businesses. Women and youth make up a disproportionate share of the potential but inactive workforce. Women account for 75% of the population outside the labor force. Even allowing for women’s typically low participation in the labor force due to housework and childcare, the participation rate in the ARMM is only 32%, compared with the national and Mindanao averages of 50% and 51%, respectively. The same factors explain the low unemployment rates among the youth. Youth labor force participation is only 35.1% and almost a quarter of those aged between 15 to 24 are neither in school nor in the workforce. As a result of limited employment opportunities, low investment, and lagging growth, the ARMM has the highest incidence of poverty in the Philippines, more than twice the national average. Three of the ARMM provinces are among the 20 poorest provinces in the country, with Lanao del Sur registering the highest. Poverty is also closely linked to displacement, which is one of the defining characteristics of conflict in Mindanao. Even minor spikes in violence can lead to large-scale poverty incidence at 73.8 in 2012. The primary investment opportunity in Lanao del Sur is tilapia culture and crab fattening ventures. Given the large are of water suitable for inland fishponds production, capacities could also easily support processing activities. Plantations and nurseries for a variety of fruit species is another investment option. Lanao del Sur also has its own share of beautiful sites like , Pomalion Spring, lake , Tula-tula beach, Matling Falls and Lake Dapao. These areas are open to investment on tourist accommodation facilities.

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Table 4. Agriculture Products

Agriculture 2017 2016 2015 Top five agricultural crops Rice Area (harvested/hectares) 66,467 53,902 56,355 Production (metric tons) 181,662 137,666 149,354 Corn Area (harvested/hectares) 127,906 106,067 107,111 Production (metric tons) 370,425 238,625 241,671 Coconut Area (planted/hectares) ... 46,381 46,381 Production (metric tons) ... 185,224 184,781 Mango Area (planted/hectares) ... 43 43 Production (metric tons) ... 119 119 Banana Area (planted/hectares) ... 5,208 5,208 Production (metric tons) ... 110,767 109,907

Table 5. Top Five Livestock/Poultry (Inventory)

Livestock/Poultry 2018 2017 2016 Carabao 13800 15936 18,395 Cattle 20463 19398 18,032 Goat 86870 73500 65,500 Duck 13730 15922 16,738 Chicken 720313 853405 875,400 Source: PSA (2018). Quickstat Lanao del Sur.

II.1.4. Religion The population of the province is predominantly Muslims, comprising about 92.4% making Marawi City as the only Islamic City of the South. The Maranaos are religious and observe daily prayers. The presence of numerous mosques in and outside Marawi City speaks for the strong faith Muslims are known of. In 2015, nine in every ten persons in ARMM were Muslims Census of Population in 2015 (POPCEN 2015) was done simultaneously in all geographic areas of the country using the de jure method, that is, counting a person in the place where he/she usually resides. The population of ARMM as of August 1, 2015 was 3,781,387 based on the POPCEN 2015, of which 3,451,644

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(91.3%) were Muslims or Islam believers (see Table 1). Of the 91.3% Muslims living in ARMM in 2015, provinces of Lanao del Sur and Maguindanao comprised more than half of the region's Muslim population with 28.4% (978,573 persons) and 28.2% (974,192 persons), respectively. Province of Basilan recorded the least number of Muslims with only 305,021 individuals (8.8% of the region's Muslim population).8

Table 6. Total Population by Religious Affiliation and Province: ARMM, 2015

Area Total Islam Non-Islam No Religion Not Stated ARMM 3,781,387 3,451,644 312,441 1,293 16,009 Basilan 346,579 305,021 41,294 263 1 Lanao del Sur 1,045,429 978,573 61,648 3 5,205 Maguindanao 1,173,933 974,192 188,912 26 10,803 Sulu 824,731 816,273 8,441 17 - Tawi-Tawi 390,715 377,585 12,146 984 -

Source: PSA, 2015 Census of Population

II.1.5. Energy LASURECO is one of the electric cooperatives (ECs) distributing electric power in ARMM, with headquarters located in Marawi Ciy, Lanao del Sur. LASURECO envisions itself to a fully revitalized and developed electric cooperative by 2025, providing affordable and stable electricity to member-consumers, with updated and sustained financial capability run by God-fearing, enlightened and motivated workforce, nurturing harmonious relationship with all stakeholders. While their mission is to improve and develop the cooperative in order to provide stable energy, hasten settlements of its financial obligations, empower the member- consumers, in pursuit of stakeholder’s satisfaction. Besides, parts of their core values are: leadership and initiative, integrity, commitment and dedication, and goes hand in hand with their well-defined professional habits such as: honest and transparent, confident, hardworking, adaptability/decisiveness, passionate, reliable, positive, and customer satisfaction. Also, LASURECO is the sole distributor of electric power to 40 towns and 1 city in Lanao del Sur. Table 1 shows the covered areas of the cooperative while Figure 5 provides a general overview of LASURECO from its customer classification and connection, household energization, sales (mWh), franchise coverage, and the forecasted supply and demand growth rate from year 2015 to 2025.

8 PSA – Autonomous Region in Muslim Mindanao (2017).

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Figure 5. General Overview of LASURECO9

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Table 7. LASURECO Area Services Member Consumers 20189

District Area 1 District Area 2 Marawi City Area N Municipali No. of Municipalit No. of Municipalit No. of o. ty Consumers y Consumers y Consumers 1 Ditsaan 1,968 1,060 Marawi City 12,300 Ramain 2 1,347 Bacolod 1,093 Balo-I 1,208 Kalwi 3 Buadi Puso 990 793 Pantao 1,150 Buntong Ragat 4 Mulondo 997 717 1,701 5 Taraka 1,003 Ganassi 573 Saguiran 1,737 6 1,621 521 2,688 7 Poona 1,168 454 Pantar 990 Bayabao 8 2,390 359 9 1,211 799 10 Lumba 1,092 468 Bayabao 11 1,147 Sultan 980 Gumander 12 Lumbayana 577 3,765 gue 13 Sultan 377 2,818 Dumalondo ng 14 Lumbac A 713 Kapatagan 770 Unayan 15 Butig 1,001 673 16 Tagoloan 224 2,136 17 840 700

Moreover, LASURECO has 3 substations namely: Dansalan, Ganassi, and Malabang substations. The single-line diagram (SLD) of LASURECO at present is shown in Figure 6 below.

9 https://www.doe.gov.ph/ducsp/lasureco

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Figure 6. LASURECO SLD at Present

The Dansalan substation has a capacity 40 MVA and 7.5 MVA, the Ganassi, 10 MVA, and the Malabang, 10 MVA as well.

Figure 7. Affected barangays and LASURECO Consumers

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However, last May 2017, Marawi siege happened causing numerous deaths, damages to infrastructures, energy facilities, houses and buildings. LASURECO’s electric power supply to shelter areas for residents was affected. Estimates of 31 barangays were affected by the siege wherein LASURECO has consumers from the said barangays. Figure 7. provides a summary of the 31 barangays and the number of affected LASURECO consumers. Assessment of damages and losses from revenue, office materials, and equipment amounted to Php 115,232,588.64, while the Information Technology (IT) Division totaled Php 5,157,200.00 damages and losses, and Php 21,683,816.73 damages and losses incurred for the distribution lines in Marawi City. These damages and losses critically affected the security of power supply and the ensuring of unhampered electricity services of LASURECO to the localities where the evacuees and displaced residents were staying. The Philippines’ energy sector is composed of exploration, development, utilization, distribution and conservation. The DOE is mandated to prepare, integrate, coordinate, supervise and control all plans, programs, projects and activities to ensure continuous, adequate, and economic supply of energy to achieve self-reliance in the supply of energy as mandated in Republic Act (RA) 7638 or the DOE Act of 1992. The Resilience Compliance Plan (RCP), in general, shall at a minimum, contain adaptation measures, which include both structural and non-structural measures options, to gauge infrastructure and human resource preparedness during and in the aftermath of disruptive events. The RCP is divided into the following categories as suggested by DOE.  Systems  Stockpiling  Response and recovery and strengthening infrastructure The scope and application of the resiliency program of DOE applies to all energy industry participants with the following policies and principles  Strengthen existing infrastructure facilities to adapt to and withstand adverse conditions and disruptive events;  Incorporate mitigation improvements into the reconstruction and rehabilitation of infrastructure damaged in accordance to the Build Back Better principle;  Improve operational and maintenance standards and practices to ensure expeditious restoration of energy supply in the aftermath of disruptive events; and  Develop resiliency standards for future construction of energy facilities to ensure minimal damage and adoption of measures in place for timely recovery and restoration of facilities for continued delivery of supply.

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II.2 Threats and Root Causes Based on the series of workshops that were conducted from July- October 2018, the LASURECO officials who had participated in the identified several threats that post risk and eventually cause damage and losses to LASURECO’s functioning. The following are as follows:  Rido/ Family Feud  Terrorism  Illegal Connection  Gangster Consumers  (Unwilling to Pay)  Corruption  Maranao Mindset of Owning the Lake  Sabotage  Political Disruption  Natural & Manmade  Calamities Annex B summarizes the top 3 threats for and every element at risk that were identified by the officials. Terrorism was identified that yields the highest Vulnerability and Risk Assessment (VRA) level and highest risk level. The VRA of Technical and Non-technical Services expounds this result. However, this Comprehensive Resilience Plan (CRP) considered a multi—hazard approach.

Table 8. VRA Level of LASURECOs Non-technical Services

No. Critical Asset Applicable Total Relative Level of VRA Threat Critical Risk (RR) Concern Level Asset Value (LOC) (AV) A. Buildings/Facilities 1 Corporate Bldg. Terrorism 6 30 1 36 2 Warehouse Bldg. Terrorism 6 30 1 36 3 Engineering Bldg. Terrorism 6 30 1 36 4 Log Cabin Terrorism 6 30 1 36 5 Hostel/Avatar Bldg. Terrorism 6 30 1 36 Office Furniture and 6 Terrorism 6 30 1 36 Fixtures B. IT Network 1 Network Cable Terrorism 12 30 1 42 IP Radios Typhoon 13 30 2 22 2 Terrorism 13 30 1 43

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No. Critical Asset Applicable Total Relative Level of VRA Threat Critical Risk (RR) Concern Level Asset Value (LOC) (AV) 3 Network Switches Terrorism 12 30 1 42 4 Computer Sets Terrorism 13 30 1 43 5 Laptops Terrorism 12 30 1 42 External Storage 6 Terrorism 4 30 1 34 Devices 7 Pole Towers Typhoon 13 30 2 22 8 Billing Software Terrorism 15 30 1 45 Bravo 2-Way Radio 9 Terrorism 12 30 1 42 Set 10 Cellphones Terrorism 12 30 1 42 C. Logistics 1 ISUZU L300 Terrorism 15 30 1 45 2 KIA L300 Terrorism 15 30 1 45 3 Hilux Pick Up Terrorism 15 30 1 45 4 Multicab Terrorism 15 30 1 45 5 Boom Truck Terrorism 15 30 1 45 6 Man Lift Terrorism 15 30 1 45 D. Warehouse 1 JERA Materials Terrorism 12 30 1 42 2 Pelican Materials Terrorism 12 30 1 42 RCCC Trading & 3 Terrorism 12 30 1 42 Electrical Supply JERA Materials For 4 13.2 KV Line Terrorism 10 30 1 40 Project JERA Materials For 5 Terrorism 10 30 1 40 69 KV Line Project E. Business System 1 MSU Paying Center Terrorism 7 30 1 37 Padian Paying 2 Terrorism 8 30 1 38 Center Pumping Paying 3 Terrorism 8 30 1 38 Center 4 KDS Paying Center Terrorism 9 30 1 39 Sarimanok Paying 5 Terrorism 8 30 1 38 Center Malabang Sub- 6 Terrorism 9 30 1 39 Office

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No. Critical Asset Applicable Total Relative Level of VRA Threat Critical Risk (RR) Concern Level Asset Value (LOC) (AV) Balindong Paying 7 Terrorism 6 30 1 36 Center

Table 9. VRA Level of LASURECOs Technical Services

No. Critical Asset Applicable Total Critical Relative Level of Threat Asset Value Risk (RR) Concern VRA (AV) (LOC) Level A. Subtransmission Line Terrorism 30 1 47 1 Marawi - Tugaya Typhoon 17 30 2 24 Vegetation 30 2 24 B. Substation Terrorism 30 1 45 Dansalan Typhoon 30 2 23 1 Substation 40 Electrical 15 MVA Storm/ 25 2 20 Lightning Dansalan Terrorism 30 1 43 2 Substation 7.5 13 MVA Typhoon 30 2 22 Ganassi Terrorism 30 1 43 3 Substation 10 13 MVA Typhoon 30 2 22 Malabang A Terrorism 30 1 41 4 Substation 5 11 MVA Typhoon 30 2 21 Terrorism 30 1 39 Malabang B 5 Substation 5 9 20 MVA Typhoon 30 2 C. Distribution Line Terrorism 30 1 47 1 Marawi Line Typhoon 17 30 2 24 Vegetation 30 2 24 Terrorism 30 1 47 2 Basak Line Typhoon 17 30 2 24 Vegetation 30 1 47

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No. Critical Asset Applicable Total Critical Relative Level of Threat Asset Value Risk (RR) Concern VRA (AV) (LOC) Level Terrorism 30 1 44 3 Baloi Line Typhoon 14 30 2 22 Vegetation 30 1 44 Terrorism 30 1 41 4 MSU Line Typhoon 11 30 2 21 Vegetation 30 2 21 Terrorism 30 1 44 5 Marawi - Tugaya Typhoon 14 30 2 22 Vegetation 30 1 44 Terrorism 30 1 43 6 Ganassi - Kalawi Typhoon 13 30 2 22 Vegetation 30 1 43 Terrorism 30 1 41 Ganassi - 7 Typhoon 11 30 2 21 Marogong Vegetation 30 1 41 Terrorism 30 1 40 Ganassi - 8 Typhoon 10 30 2 20 Pagayawan Vegetation 30 1 40 Terrorism 30 1 41 9 Malabang Line Typhoon 11 30 2 21 Vegetation 30 2 21 Terrorism 30 1 42 Malabang - 10 Typhoon 12 30 2 21 Kapatagan Vegetation 30 1 42 Terrorism 30 1 41 Malabang - 11 Typhoon 11 30 2 21 Calanugas Vegetation 30 1 41 D. Switch Terrorism 30 1 41 Disconnect 1 11 21 Switch Typhoon 30 2

E. Protective Equipment Circuit Breaker Terrorism 30 1 41 1 11 SF6 Typhoon 30 2 21 2 Vacuum Recloser Terrorism 7 30 1 37 3 Cutout Assembly Terrorism 3 30 1 33

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No. Critical Asset Applicable Total Critical Relative Level of Threat Asset Value Risk (RR) Concern VRA (AV) (LOC) Level F. Distribution Transformer 1 Terrorism 30 1 35 167 KVA 5 Typhoon 30 1 35 2 Terrorism 30 1 35 100 KVA 5 Typhoon 30 1 35 3 Terrorism 30 1 35 75 KVA 5 Typhoon 30 1 35 4 Terrorism 30 1 35 50 KVA 5 Typhoon 30 1 35 5 Terrorism 30 1 33 37.5 KVA 3 Typhoon 30 1 33 6 Terrorism 30 1 33 25 KVA 3 Typhoon 30 1 33 7 Terrorism 3 30 1 33 15 KVA Typhoon 30 1 33 8 Terrorism 30 1 33 10 KVA 3 Typhoon 30 1 33 G. Secondary Circuit 1 Open Secondary Terrorism 8 30 1 38 2 Under Built Terrorism 8 30 1 38 H. Service Drop 1 Service Drops Terrorism 8 30 1 38 I. Meters Residential 1 (Individual) Terrorism 4 30 1 34 Meter 2 Big Loads Terrorism 4 30 1 34 3 Primary Meter Terrorism 7 30 1 37 Transformer 4 Terrorism 4 30 1 34 Metering

II.3 Barrier Analysis LASURECO also identified different kinds of barrier in their overall functions. The barriers were subdivided into 5 categories which are policy, planning and institutional capacity; market; investment and access to finance; and socio-economic barriers. 1. Policy, Planning and Institutional Capacity

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 Inadequate headquarters  Office facilities  Poor internal control/Quality Management System  Inspection of disconnection MC  Surveillance  Engineers technical training  Corruption  Lack of operation and service vehicles 2. Market  Lack of marketing strategies, recruitment of cooperative membership  Non-Payment of Power bills  Illegal tapping/Pilferage  Low collection efficiency  Tampering kWh meters  Reduction of customers due to the Marawi Siege 3. Technology  Over-extended service drop,  Over-extended distribution lines,  Under rated distribution lines,  Unmetered consumers  Service drop shortage  Installation of kWh-Meter  Aging/Dilapidated distribution lines  Lack of distribution transformers  Table reading  High system loss 4. Investment and Access to Finance  Lack of funds for procurement  Non-availability of materials  Damaged warehouse 5. Socio-economic  Conspiracy  Traditional relationship

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 Poverty (Highest Poverty Rate) These threats (Section 2.2) and barriers (Section 2.3) were farther analyzed using a problem tree analysis in order which illustrates the cause and effect relationship of each and every problem. The result of the problem tree analysis is illustrated in Figure 8. The result of the problem tree analysis is particularly useful in coming up with the objective tree which is illustrated in Figure 9 which is the basis of the strategy that is thoroughly discussed in Chapter III.

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Figure 8. Result of Problem Tree Exercise of LASURECO

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II.4 Stakeholders Analysis It is important to identify who are the stakeholders to coordinate with. Electric Cooperatives such as LASURECO is primarily under the National Electrification Administration (NEA). While NEA is directly under the DOE,one should note that each one of them has specific mandates on their own while being accountable to each other.

Table 10. Stakeholders on Disaster Risk Reduction and Management (DRRM) in Lanao Del Sur

Stakeholders Mandates DOE DOE is mandated by RA 7638 (DOE Act of 1992) to prepare, integrate, coordinate, supervise and control all plans, programs, projects and activities of the Government relative to energy exploration, development, utilization, distribution and conservation. NEA NEA’s aim is total electrification on an area coverage basis and competence enhancement of electric distribution utilities in a deregulated environment. To pursue the total electrification of the country through the ECs by way of enhancing distribution development including the missionary areas was further strengthened in its new charter under RA No. 10531" National Disaster NDRMMC is mandated to develop a framework that shall provide a Risk Reduction and comprehensive, all-hazards, multi-sectoral, inter-agency and community- Management Council based approach to disaster risk reduction and management (NDRMMC) Local Disaster Risk LDRRMC are responsible for setting the direction, development Reduction and implementation and coordination of disaster risk management programs in Management Council their area of responsibilities. LDRRMC are established in every province, (LDRMMC) city and municipality in charge with administration and training; research and planning and operations and warning. First responders during emergencies – Local Government Units (LGUs) are the lead in preparing for, responding to and recovering from the effects of any disaster. Coordination during emergencies is Province if two or more cities/towns, city or town if two or more barangays, barangay if two or more zones, puroks, sitios. Declaration of Local State of Calamity – Local Sanggunian may issue local declaration of state of calamity based on LDRRMC damage assessment and need analysis.

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Task Force Bangon TFBW is composed of various government agencies working together Marawi (TFBM) towards the recovery, reconstruction and rehabilitation of the conflict- stricken city.

NDRMMC is the main focal point at the national level for disaster related activities which covers disaster risk reduction and management. NDRRMC’s presence at the local level is cascaded through the LDRMMC which includes the Region, Provincial, Municipal/City, Barangay Disaster Risk Reduction and Management Councils. In the case of Marawi Rehabilitation and Reconstruction, the TFBM was established to coordinate and manage the recovery efforts of Marawi City.

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III. STRATEGY

III.1 Design Principle and Strategic Considerations The RCP is designed to integrate top-down and bottom-up approaches. The first approach involves the adhering to the national government institutions i.e. DOE and NEA’s requirement for ECs and Distribution Utilities (DUs) to comply with the Administrative Order. Bottom-up approach will be looking at the proposed projects of LASURECO on both non-technical and technical services. Guiding Principles of LASURECO RCP The key guiding principles that will make LASURECO to be a disaster resilient distribution utility on 2025 are as follows:  Timeliness. LASURECO is governed by NEA and DOE. These national agencies issues memorandum and department orders for their members in order to achieve certain deadlines. For example, DOE gave deadlines and coordination mechanism for the development of VRA, ERP and RCP for DUs and other energy companies.  Reliability. LASURECO is fully aware its outdated facility assets that resulted to high system loss. With this, LASURECO is dedicated and determined to pursue rehabilitation/revamp of existing assets and also installation of new lines in places that are not electrified.  Effectiveness. Revenue collection is one of the challenges that LASURECO is facing. Cultural, theft, and pilferage are among the reasons of low revenue collection.  Efficiency. After the Marawi Siege, LASURECO has been trying to function back to its normal operation. The The Project targets to eliminate the barriers discussed and propose interventions towards the implementation of LASURECO’s RCP. Elimination of barriers will be done by efficient and effective programs and activities, making the distribution system more reliable, effective revenue collection and operation. Viable projects will also be explored which will eventually lead to public- private and/or solely private investments. To strengthen the sustainability aspects of these barrier removal activities, the proposed approach will:  Building the capacity of LASURECO through training;  Strengthen coordination among stakeholders identified in Section 2.4;  Effective and efficient implementation of rehabilitation/revamp of distribution facilities such as distribution lines, meters, service drops, substations among others;  Promotion of public and private sector investments; Components and Outcomes of LASURECO RCP

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The RCP will focus on three main components as follows:  Component 1 relates to the planning and implementation of programs and activities of LASURECO;  Component 2 relates to the rehabilitation of existing and future facility assets of LASURECO;  Component 3 relates to the processes that would foster efficient revenue collection; and  Component 4 relates to the processes that would make LASURECO’s operations efficient.

Component A. Planning and Implementation The Office of the General Manager (OGM) all other departments in LASURECO is responsible in the sales and marketing needs of LASURECO. In order to have an effective operation for the sales and marketing, LASURECO understand the need for a comprehensive strategy to begin with. Coupled with the mandate of DOE and NEA, LASURECO has to comply with the RCP submission, Development Distribution Plan (DDP), VRA Report for NEA, monthly reportorial requirements to Monthly Financial and Statistical Report (MFSR), Monthly Institutional Report (MIR), Monthly Engineering Report (MER), Progress Performance Report (PPR), annual reportorial requirement, Energy Regulatory Commission (ERC) submission, TFBM submission of Marawi Distribution line Master Plan and Annual Operational Improvement Plan. The following activities were identified by LASURECO which has to be implemented effective immediately within 1 to 12 months.  Rehab/Revamp of 3-phase 13.2 kV distribution line outside - Php 138M  Marawi’s Affected Area (MAA)  Adoption of EBS2000 Billing System – Php 3M  Energization of permanent and temporary shelter- Php 111M  Retirement and Reorganization – Php 30M  Communication and Computerization – Php 5.3M  Procurement of Non-network Project - Php 89.1M The total cost of the projects is Php 376.4 M. Component B. Distribution System Upgrading of distribution line, construction of additional substation, installation of kWh meters, replacement of defective kWh meters and installation of SMART Technologies are projects are the main projects that LASURECO has identified for the Medium Term spanning from 2-5 years. The reason for this is to improve system reliability resulting to lower system loss and higher revenue collection. The projects are as follows:  Reconstruction of headquarters and facilities- Php 299M  Construction and Rehabilitation of Substation – Php 197.4M

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 Construction of 69 KV Subs-transmission line- Php 381.1M  Construction of Sitios – Php 105.6M  Installation of kWh Meter – Php 497.2M  Installation of primary metering- Php 7.8M  Rehab/Revamp of 3-phase 13.2 kV distribution line- Php 417.4M The total cost of projects is Php 1,905,500,000 Component C. Revenue Collection Revenue collection is the life blood of the sustainability of LASURECOs operation. The revenue is vital to its existence, operation and credit worthiness rating. LASURECO collection has been increasing prior to the Marawi Siege. However, the collection was greatly impacted by the Siege as the majority of LASURECOs customers were from downtown Marawi. However, there are also other needs that emerge during the workshops with the LASURECO Officials which form part of the activities of in the RCP such as:  Continuous re-validation of consumers,  Strict implementation of disconnection and reconnection policy,  Strict implementation of anti-pilferage law,  Installation of primary and individual metering for every barangay/municipality (BAPA/MUPA).  Issuance of power bill  Replacement of old meters from analog to digital, procurement of Psion gadget, and pilot implementation to Marawi’s MAA, and  Procurement and Inventory of materials: Component D. Operation LASURECO’s operation is critical not only for LASURECO itself but also to its member consumers. LASURECO is committed to improve its physical facilities as well as its operational functions. LASURECO’s typical flow process of its project is given below:  Formalize the project proposal and the budget  Management Committee Deliberate and Prioritize the projects and corresponding budget  Presentation of the projects and budget to General Manager (GM)  GM will identify priority projects and budget  Presentation to the board for approval  Endorsement to NEA, DOE, and/or TFBM for funding purposes  Presentation to private sector for funding purposes  Procurement, Construction, Implementation, Monitoring, Evaluation These steps are particularly crucial in the implementation of components A, B, and C.

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Figure 9. LASURECO Resiliency Compliance Planning Framework 2017-2025

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III.2 Objective Overall Objective: To be a disaster resilient distribution utility through timely implementation, reliable system, efficient revenue collection and operation by 2025.

III.3 Strategic Components The RCP has the expected outcomes below resulting from the delivery of relevant outputs designed to remove the barriers to achieve the RCP objective:  Outcome 1. Timely implementation of programs and activities  Outcome 2. Reliable distribution system  Outcome 3. Efficient Revenue Collection  Outcome 4. Efficient Operation To achieve the outcomes, certain outputs from supporting and complementary activities have been conceived and planned to be implemented. This section gives the details of these outputs and activities for the four components.

III.4 Outcomes and Outputs/Activities

COMPONENT 1: PLANNING AND IMPLEMENTATIONDRAFT  The successful delivery of the outputs from the activities under this component will contribute to effective enforcement of LASURECO’s programs and activities. In doing so, the component will address the barriers related to planning and implementation of programs and activities of LASURECO; Outcome 1: Timely Implementation of Programs and Activities of LASURECO To achieve Outcome 1, the following activities will be carried out to deliver each of the Expected Outputs listed below.

Table 11. Timely Implementation of Programs and Activities of LASURECO

Outcome Outputs Activities Printing of Meter Reading Sheet (MRS) (1 day) 1. Timely kWh Meter Reading Cycle Implementation of every 16th to 30th of the Programs and 1.1: Issuance of power bills month (15 days from Activities of printing of MRS) LASURECO Proofreading of MRS (1 day)

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MRS Data Encoding (within the 15-day Cycle) Printing of Power Bills (within the 15-day Cycle) Distribution of Power Bills (within the 15-day Cycle)

Barangay/Municipal Assembly Creation of Member 1.2: Established coordination Consumer Owners mechanism with other concern Organization (MCOO) agencies/organizations/offices Consultative Meetings with LGUs Information Drive

MER

MIR 1.3: Submitted daily, weekly and monthly reports MFSR Monthly Work Plan (MWP) Submission of Proposed Separation Pay 1.4: Implemented NEA’s Submission of Board restructuring and reorganization Resolution Submission of Request Letter

COMPONENT 2: DISTRIBUTION SYSTEM  The successful delivery of the outputs from the activities under this component will contribute to a reliable system through upgrading and rehabilitation of its distribution system facility assets. In doing so, the component will address the barriers related to the rehabilitation of existing and future facility assets of LASURECO; Outcome 2: Reliable Distribution System To achieve Outcome 2, the following activities will be carried out to deliver each of the Expected Outputs listed below.

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Table 12. Reliable Distribution System

Outcome Outputs Activities Submission of Specifications

Advertisement

2.1: Procured adequate Public Bidding supplies and heavy equipment Post Qualification Award and Acceptance

Delivery of Supplies and Equipment Submission of Design and Budget Proposal Advertisement

Public Bidding 2.2: Rehabilitated/ Revamped distribution Post Qualification lines and substations Award and Acceptance DRAFT 2. Reliable Delivery of Supplies and Line Distribution System Hardware Materials Implementation Revalidation of Member-Consumer’s Individual Account Identification of Needed kWh Meter per Member-Consumer 2.3: Installed kWh and smart meters Purchase of kWh Meters Submission of Membership Application Form Installation Submission of Proposed Plan and Specification Advertisement 2.4: Construction of 69kV Sub-transmission Public Bidding line Post Qualification

Award and Acceptance

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Delivery of Line Hardware and Materials Implementation Submission of Proposed Plan and Specification Advertisement

Public Bidding 2.6: Construction of Substations Post Qualification

Award and Acceptance

Delivery of Substation and Materials

Implementation

COMPONENT 3: REVENUE COLLECTION  The successful delivery of the outputs from the activities under this component will contribute to an efficient revenue collection. In doing so, the component will address the barriers related to the processes that would foster effective revenue collection;

Outcome 3: Efficient Revenue Collection

To achieve Outcome 3, the following activities will be carried out to deliver each of the Expected Outputs listed below.

Table 13. Efficient Revenue Collection

Outcome Outputs Activities Submission of Spot Report

3.1: Abated Corruption Investigation within LASURECO Application of Code of Ethics 3. Reliable

Distribution System Submission of Spot Report 3.2: Apprehended Surveillance/Inspection Pilferages Implementation of Anti-pilferage Law

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Technical  Rehabilitation of Distribution Line  Conversion of overextended Secondary Line to Primary Line and Service Drop to Open Secondary  Additional Substation for Load Centering  Upgrading/Downgrading of Distribution Transformer  Installation of Substation Metering  Installation/replacement of Feeder Metering 3.3: Addressed high  Installation/replacement of system loss Transformer Metering  Installation/replacement of Primary Metering  Installation/replacement of Individual kWh Metering  DRAFT Load Balancing Non-technical  Right of Way/Clearing operation  Abolish average/table reading  Random kWh meter testing of Big Load and other consumer type  Massive disconnection of power services from delinquent member-consumers

COMPONENT 4: OPERATION  The successful delivery of the outputs from the activities under this component will contribute to an efficient operation. In doing so, the component will address the barriers related to the processes that would foster efficient operation; Outcome 4: Efficient Operation To achieve Outcome 4, the following activities will be carried out to deliver each of the Expected Outputs listed below.

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Table 14. Operation

Outcome Outputs Activities Submission of proposed ERP 4.1: Procured and successfully Dialogue/discussion with NEA/DOE implemented ERP Implementation of ERP

Submission of budget proposal

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4.2: Procured and Public Bidding successfully implemented remote Post Qualification 4. Efficient area for billing server Award and Acceptance Operation back up Delivery of Billing Server back-up

Implementation

Submission of budget proposal

Quotation 4.3: Installed server client connection in Procurement of IT network materials Malabang Construction of IT network

Implementation of IT system

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IV. RESILIENCE COMPLIANCE IMPLEMENTATION PLAN

IV.1. Non-Technical Services

DRAFT

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Project Project Project Project Project Total Status Yearly Disbursement Name Description Benefit Start Completion Project (P, OG, PL, C)* Categories 2020 and Date Date Cost 2017 2018 2019 Beyond STRENGTHENING INFRASTRUCTURE (c/ o TSD)

SYSTEMS 1. Risk & Vulnerability Assessment & Ø Persons 1. Workshop for RVA and DOE RCP 1. Capacity Building Resiliency Planning 2

Ø Facilities (c/ o TSD)

Ø Standard Operating 1. Billing & Collection System 1. Installation of EBS2000 Billing & Collection System 1. Increase Collection Efficiency Mar 2018 Dec 2018 3,000,000.00 OG 3,000,000.00 Procedures (SOPs) 2. Accurate Data of member-consumers accounts data storage

Ø Product / Content

STOCKPILING · Inventory 1. 2 Heavy Eqpt Vehicles 1. 1 Boom Truck, 1 Manlift Jan 2018 Mar 2018 3,300,000.00 C 3,300,000.00 Efficient and effective electric services 2. 4 Maintenance Vehicles 2. 2 Pick-up, 2 Lineman Truck Jan 2018 Mar 2018 5,500,000.00 C 5,500,000.00 3. Accurate data for the inventories of 3. Warehouse System 3. Installation of Warehouse System Jun 2019 Dec 2019 5,000,000.00 P materials

RESPONSE & RECOVERY Ø Pre

1. Construction of 13.2 KV Lines @ Ø During 1. 13.2 KV Lines @ Sagonsongan 1. IDPs Awardees Aug 2018 Dec 2018 15,000,000.00 C 15,000,000.00 Sagonsongan 2. Creation of Member Consumers Owners 2. Strenghten the Coop and Member-Consumers Relationship 2.1 Collection Efficiency Organization Feb 2018 7,000,000.00 OG 7,000,000.00 2.2 Connection with the LGUs Ø Post 1. Revalidation of Member Consumers 1. Data Recovery of Member-Consumers 1. Establishment of Data Apr 2018 Dec 2018 OG 2. Human Resources System 2. Accuracy of Personnel Records 2. Efficient Data Processing Nov 2018 Dec 2018 150,000.00 P 150,000.00 3. Aerial Radio Program, TV Station, Social Media, 3. To inform Member-consumers on 3. Information Drive Nov 2018 Onwards 4,200,000.00 P 600,000.00 3,600,000.00 Brochures/ Flyers and 2-way Radio programs & services of the Coop 4. ADMINISTRATIVE LOSS REDUCTION Every 6 Every 6 4.1 Evaluate employees performance 4. Capacity Building - P PROGRAM Months Months 4.2 Maximize employees time Oct 2018 Jun 2019 P 4.3 Generate Active Participation/ Involvement of All P Employees in Identification of Illegal Connections 5. NON-TECHNICAL LOSS REDUCTION 5.1 Strict Implementation of Apprehension/ Disconnection 5. System Loss Reduction PROGRAM Policy on Illegal Connections 5.2 Massive Info. Drive on Anti-Pilferage thru Broadcast/ Print Media Dec 22, 500000 Per 6. Team Building 6. Strengthen Employee-Employer Relationship 6. Capacity Building Dec 23, 2018 P 500,000.00 500,000.00 2018 Annum 1. Lineman Program 1.1 Enhancement of lineman's capacity and skills Jan 2019 1. Efficient and effective Linemen P 1.2 Purchase of complete set of lineman tools 2. Training and Drills 2.1 Special Basic Citizens' Military Training 100,000.00 2.2 Early Warning Evacuation Drill 100,000.00 2.3 Earthquake and Fire Drill 100,000.00 2.4 Basic Life Support Training 100,000.00 2. Capacity Building and Personality Others 2.5 Standard First Aide Training P 100,000.00 Development 2.6 Water Search and Rescue 100,000.00 2.7 Urban Search and Rescue 100,000.00 2.8 Storm Drill 100,000.00 2.9 Lockdown Drill 100,000.00 3. Reorganization 3.1 Implementation of the Approved Reorganizational Plan 3. Regular Employees P 3.2 Application of Proper Incentives and Rewards System

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IV.2. Technical Services

Project Project Yearly Disbursement Project Total Evaluated Item Categories Project Name Project Description Start Completion Status(P,OG,PL,C)* Benefit Cost Php. Date Date 2018 2019 2020 2021 2022

Rehabilitation / Revamp of 3-Phase 13.2 KV Distribution Line 1 25,503,391.08 OG 25,503,391.08 from Mun. Ganassi to Mun. Tugaya, LDS Rehabilitation / Revamp of 3-Phase 13.2 KV Distribution Line 2 10,843,620.92 OG 10,843,620.92 from Mun. Ganassi to Mun. Calanugas, LDS Rehabilitation / Revamp of 3-Phase 13.2 KV Distribution Line 3 24,658,147.49 OG 24,658,147.49 from Mun. Ganassi to Mun. Bayang, LDS Rehab / Revamp of 3-Phase 13.2 KV Distribution Line from 4 20,760,255.81 OG 20,760,255.81 Marawi City to Mun. Tagoloan II, LDS Rehabilitation / Revamp of Under Built 3-Phase 13.2 KV 5 9,333,095.59 OG 9,333,095.59 Distribution Line from GMA Substation to Kilala, Marawi City Rehabiitation / Revamp of Double Circuit, 3-Phase 13.2 KV 6 15,127,897.01 OG 15,127,897.01 Distribution Line from Saduc, MarawiCity to SPDA, Marantao Oct-18 Jan-19 Rehab / Revamp of 3-Phase 13.2 KV Distribution Line from Brgy. 7 4,526,889.42 OG 4,526,889.42 Matampay to Brgy. Saduc, Marawi City Rehabiitation / Revamp of 3-Phase 13.2 KV Distribution Line from 8 2,838,493.62 OG 2,838,493.62 Abdullah Hospital to Sarimanok, Pob. Marawi, Marawi City Rehabilitation / Revamp of 3-Phase 13.2 KV Distribution Line 9 9,253,250.55 OG 9,253,250.55 from Mun. to Mun. Piagapo, LDS

10 Procurement of Materials for Computerization 5,070,000.00 OG 5,070,000.00

11 Procurement of Materials for Operation and Maintenance 3,862,000.00 OG 3,862,000.00

12 Contingency 6,588,852.07 OG 6,588,852.07

Rehabilitation/Revamp of Double Circuit 3-Phase 13.2 KV 13 Distribution line from Brgy. Kilala, Marawi City. To Mun.Tamparan, 94,517,500.00 P 94,517,500.00 Lanao Del Sur Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 14 35,106,500.00 P 35,106,500.00 Mun.Tamparan. To Mun.Bayang, Lanao Del Sur Rehabilitation/Revamp of Distribution line from Marawi City. To 15 28,314,000.00 P 28,314,000.00 Mun.Baloi, Lanao Del Sur Jan-20 Apr-20 Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 16 20,020,000.00 P 20,020,000.00 Mun.Baloi to Mun.Pantaoragat, Lanao Del Norte Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 17 7,078,500.00 P Mun.Ditsaan Ramain. To Mun.Bubung Lanao Del Sur 7,078,500.00 Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from

18 Highway Ditsaan Ramain. To Ditsaan Ramain, Lanao 7,436,000.00 P 7,436,000.00 del sur Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 19 8,251,100.00 P 8,251,100.00 Mun.Taraka. To Mun.Maguing, Lanao del sur Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 20 Brgy.Pitakas Taraka to Brgy.Poblacion Mun.Taraka, Lanao Del 4,290,000.00 P 4,290,000.00 Sur Rehabilitation/Revamp of 3-Phase 13.2KV Distribution line from 21 Brgy.Lalabuan To Brgy.Lumbaca-Ingud Mun.Tamparan, Lanao 4,876,300.00 P 4,876,300.00 Del Sur Mar-19 Jul-19 Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 22 2,445,300.00 P 2,445,300.00 Brgy.Gata to Brgy.Poblacion, Poona-bayabao, Lanao Del Sur Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 23 Brgy.Gata,Mun.Poona-Bayabao to Mun.Lumba-Bayabao, Lanao 9,237,800.00 P 9,237,800.00 Del Sur

Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from DRAFT REHAB/REVAMP 24 Brgy.Madiar, Mun.Tamparan To brgy.Lumbac Lumba Bayabao, 6,191,900.00 P 6,191,900.00 OF 3-PHASE Lanao del sur STRENGTHENING 13.2KV Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from INFRASTRUCTUR DISTRIBUTION 25 Brgy.Bogarun, Mun.Masiu To brgy.Buadi Tawa, Mun.Masiu, 8,680,100.00 P E LINE AND 8,680,100.00 Lanao del sur SUBSTATION Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 26 AND OTHERS 9,094,800.00 P 9,094,800.00 Mun.Lumbayanagui to Mun.Butig, Lanao Del Sur Rehabilitation/Revamp of 3-Phase13.2 KV Distribution line from 27 2,202,200.00 P 2,202,200.00 Brgy.Buad Lumbatan To Poblacion, Lumbatan Lanao Del Sur Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 28 7,507,500.00 P 7,507,500.00 Brgy.Balono to Brgy.Landa, Mun.Baloi. Lanao Del Norte Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 29 4,046,900.00 P 4,046,900.00 Brgy.Bangon to Brgy.Poona Marantao, Marawi City Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 30 1,801,800.00 P 1,801,800.00 Pumping to Sarimanok, Marawi City

31 Rehabilitation of 40 MVA Dansalan Substation 23,635,402.11 P 23,635,402.11

32 Installation of kWh meter Guilopa area 34,787,293.49 P 34,787,293.49

33 Non-Network Project 89,115,038.70 P 89,115,038.70

34 Installation of kWh Smart Meter in Marawi City Wide 166,849,254.00 P 166,849,254.00

35 Installation of kWhr meter 1st and Baloi area 166,473,527.40 P 166,473,527.40

Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 36 Brgy.Lombayaw Mun.Balindong. To Brgy.Raya Mun.Balindong, 6,892,600.00 P 6,892,600.00 Lanao Del Sur Rehab/Revamp of 3-Phase 13.2 KV Distribution Line from SPDA, 37 21,879,000.00 P 21,879,000.00 Marantao to Brgy. Pantar a Bato, Tugaya, LDS

38 Rehabilitation of 7.5 MVA Dansalan Substation 28,378,813.75 P 28,378,813.75

Rehabilitation/Revamp of 3- Phase 13.2 KV Distribution line from 39 5,476,900.00 P Mun.Lumbatan to Mun.Sultan Domalundong, Lanao Del Sur 5,476,900.00 Rehabilitation/Revamp of 3- Phase 13.2 KV Distribution line from

40 Brgy.Pantar, Mun.Lumbatan to Brgy.Tambac Mun.Lumbatan, 4,504,500.00 P 4,504,500.00 Lanao Del Sur Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 41 17,017,000.00 P 17,017,000.00 Mun.Ganassi. To Mun.Madamba, Lanao Del Sur Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 42 5,863,000.00 P Mun.Binidayan. To Mun.Tubaran, Lanao Del Sur 5,863,000.00 Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 43 7,907,900.00 P Brgy.Padang Carbalan To Brgy.Poblacion Bayang, Lano Del Sur 7,907,900.00 Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 44 11,440,000.00 P 11,440,000.00 Brgy.Dapao Mun.Pualas. To Mun.Pagayawan, Lanao Del Sur

45 Site Development of Ganassi Substation 3,665,759.13 P 3,665,759.13

46 Installation of kwh meter at Unayan Area 80,847,495.21 P 80,847,495.21

Rehabilitation/Revamp of 3 Phase 13.2 KV Double Circuit

47 Distribution line from Substation Malabang to Brgy.Camp. Muslim, 5,159,000.00 P 5,159,000.00 Malabang, Lanao Del Sur Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 48 11,440,000.00 P 11,440,000.00 Camp.Muslim. To Barorao Balabagan, Lanao Del Sur

Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 49 1,887,600.00 P Camp.Muslim to Super, Malabang, Lanao Del Sur 1,887,600.00 Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from

50 Brgy.Dagoan, Mun.Kapatagan, to Boundry Maguindanao and 6,177,600.00 P 6,177,600.00 Lanao Del Sur

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1,687,400.00 P 1,687,400.00

52 Site Development of Malabang Substation 3,665,759.13 P 3,665,759.13

53 Installation of kWh meter at Coastal town 48,282,403.63 P 48,282,403.63

Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 54 19,734,000.00 P 19,734,000.00 Mun.Malabang. To Mun.Marogong, Lanao Del Sur Rehabilitation/Revamp of Double Circuit 3-Phase 13.2 KV

55 Distribution line from Brgy.Cabasaran to Airport,Mun.Malabang , 8,470,000.00 P 8,470,000.00 Lanao Del Sur Rehabilitation/Revamp of 3-Phase 13.2 KV Distribution line from 56 20,735,000.00 P 20,735,000.00 Brgy.Durian to Brgy.Micolabo,Mun.Picong , Lanao Del Sur Construction of 69 KV Distribution line from Brgy.Panggao Saduc, 57 138,600,000.00 P 138,600,000.00 Marawi City to Mun.Tamparan. Lanao Del Sur Construction of 69 KV Distribution line from Mun.Tugaya to 58 242,550,000.00 P 242,550,000.00 Malabang. Lanao Del Sur Construction and Installation of 20 MVA Substation at Mun. 59 53,429,180.63 P 53,429,180.63 Tamparan, Lanao Del Sur Construction and Installation of 20 MVA Substation at Brgy. 60 53,429,180.63 P 53,429,180.63 Saduc, Marawi City

61 Rehabilitation OF 5MVA TUGAYA SUBSTATION 31,217,473.75 P 31,217,473.75

Installation of Primary Metering Per Feeder at 40 MVA Dansalan 62 2,400,505.54 P Substation 2,400,505.54

63 Creation of Sub Office at Tamparan, Lanao Del Sur 3,300,000.00 P 3,300,000.00

64 Rehabilitation of LASURECO Main Office 9,900,000.00 P 9,900,000.00

65 Sitio for District 1 44,000,000.00 P 44,000,000.00

Installation of Primary Metering Per Feeder at 7.5 MVA Dansalan 66 600,126.38 P 600,126.38 Substation

67 Creation of Sub Office at Wato Balindong 3,300,000.00 P 3,300,000.00

68 Sitio for Guilopa Area 17,600,000.00 P 17,600,000.00

Installation of Primary Metering Per Feeder at 10 MVA Ganassi 69 1,200,252.77 P 1,200,252.77 Substation

70 Creation of Sub Office at Pualas 3,300,000.00 P 3,300,000.00

71 Sitio for Unayan Area 17,600,000.00 P 17,600,000.00

Installation of Primary Metering Per Feeder at 5 MVA Malabang-A 72 1,200,252.77 P 1,200,252.77 Substation

73 Creation of Sub Office at Malabang 3,300,000.00 P 3,300,000.00

74 Sitio for Coastal Area 26,400,000.00 P 26,400,000.00

Installation of Primary Metering Per Feeder at 5 MVA Malabang-B 75 1,200,252.77 P 1,200,252.77 Substation Installation of Primary Metering Per Feeder at 5 MVA Tugaya 76 1,200,252.77 P 1,200,252.77 Substation

GRAND TOTAL FOR TECHNICAL SERVICES 1,720,662,175.13 138,365,893.56 450,779,931.52 559,689,817.20 388,750,695.21 319,577,480.63

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V. MONITORING AND EVALUATION FRAMEWORK

Figure 10 illustrates the organizational structure for the planning and implementation of the RCP.

V.1 MONITORING FRAMEWORK According to DC 2018-01-0001 Section 5.1 Within the period of 6-months upon its effectivity, all energy industry participants shall submit to the DOE their respective RCPs. In case of (ECs, respective RCPs shall be submitted through NEA, for review and consolidation. After conducting the review, energy industry participants shall submit their revised RCP, if deemed necessary. Thereafter, the submission shall be made on an annual basis.

V.2 EVALUATION FRAMEWORK

Upon the submission of the RCPs, a post-evaluationDRAFT shall be conducted to ensure its effectiveness and preparedness in implementing additional measures based on the actual experiences and lessons learned. Monitoring and evaluation of plan implementation will be done based on the following criteria and ratings from the “Disaster Resilience Scorecard for Cities”, a tool that provides a set of disaster resilience assessment according to the Sendai Framework for Disaster Risk Reduction: 2015-2030. The tool is structured around United Nations International Strategy for Disaster Reduction (UNISDR’s) “Ten Essentials for Resiliency”, offering a broad coverage of the many issues that needs to be addressed to become more disaster resilient. These are shown in Figure 11 below. Essentials 1-3 cover governance and financial capability, 4-8 cover the many dimensions of planning and disaster preparation, and 9-10 cover the disaster response itself and post-event recovery.

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General Manager

Assessment Team

Operations Finance Team Marketing

Monitoring and Evaluation Team

Prevention/ Preparedness Team Response team Preparedness Team Mitigation team

-Information/ -Drills -Transportation/ -Logistics Communication -Facilities Logistics -Infrastructure -Assessment -Medical/Health/ Supplies

Figure 10. Resiliency Compliance Organizational Chart

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DRAFT Figure 11. Essentials for Resiliency

Essential 1, organize for disaster resilience is consist of plan making, organization, coordination, and participation, and integration. An organizational structure should be put in place and necessary processes be identified to understand and act on reducing disaster risks. Essential 2 is all about hazard assessment, shared understanding of infrastructure risk, knowledge of exposure and vulnerability, cascading impacts, and presentation and update process for risk information. Essential 3 understands the economic impact of disasters and the need for investment in resilience and identifies and develops financial mechanisms that can support resilience activities. It is composed of knowledge of approaches for attracting new investment to the organization, financial plan and budget for resilience, including contingency funds, insurance, and incentives. Essential 4 includes land use zoning, new urban development, building codes and standards, and application of zoning, building codes and standards. Essential 5 identifies, protects, and monitors critical ecosystems services that confer a disaster resilience benefit. This includes awareness and understanding of ecosystem services/functions, integration of green and blue infrastructure into organization policy and projects, and transboundary environmental issues. Essential 6, on the other hand, ensures that all institutions relevant to an organization’s resilience have the capabilities they need to discharge their roles. Essential 7 consists of community “grassroots” organizations, networks and training, social networks, private sector/employers, and citizen engagement techniques, cultivates an environment for social connectedness which promotes a culture of mutual help through recognition

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of the role of cultural heritage. Moreover, Essential 8 assesses the capacity organization and adequacy of, as well as linkages between, critical infrastructure systems and upgrades these as necessary according to risks identified in Essential 2. In Essential 9, effective disaster response is ensured. And lastly, Essential 10 ensures sufficient pre-disaster plans according to risks identified, and that after any disaster, the needs of the affected are at the center of recovery and reconstruction, with their support to design and implement rebuilding. Initial assessment for LASURECO was done and is summarized in Figure 12. Details for the 10 essentials along with assessment rating scales are presented in Annex C.

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DRAFT

Figure 12. Current Rating for Each Essential Element in the RCP

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ANNEXES

ANNEX A. Hazard Maps

Annex A.1. Landslide Hazard Map of Lanao Del Sur

Source: Project NOAH (2018). Available @ http://noah.up.edu.ph/#/

Annex A.2. Flood Hazard Map of Lanao Del Sur

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Source: Project NOAH (2018). Available @ http://noah.up.edu.ph/#/

Annex A.3. Active Faults and Trenches in ARMM

Source: PHILVOCS (2018). Available @ https://www.phivolcs.dost.gov.ph/html/update_GGRDD/Maps/AF-DRAFT and- Trenches/Regional/Mindanao/ARMM.png

Annex A.4. Tsunami Hazard Map of Lanao Del Sur

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Source: PHILVOCS (2018) Available at https://gisweb.phivolcs.dost.gov.ph/phivolcs_hazardmaps/ARMM/2%20Province/Lanao%20del%20Sur/Earthquake/Tsunami/1 %20Lanao%20del%20Sur_TSU_2007.jpg

Annex A.5. Historical Tropical Cyclone 2011-2016 in Mindanao Date Tropical Cyclone 15 December 2011 Tropical Storm “Sendong” 04 November 2013 Tropical Depression “Wilma” 11 November 2013 Tropical Depression “Zoraida” 03 January 2013 Tropical Storm “Auring” 18 February 2013 Tropical Depression “Crising” 18-20 January 2014 Tropical Depression “Agaton” 21-22 March 2014 Tropical Depression “Caloy” 26-28 November 2014 Tropical Storm “Queenie” 28-31 December 2014 Tropical Storm “Seniang” 16-18 December 2015 Tropical Depression “Onyok” 21-26 November 2016 Tropical Storm “Marce”

Source: PAGASA (2018). Available @ https://www1.pagasa.dost.gov.ph/index.php/tropical-cyclones/annual-tropical-cyclone-tracks

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ANNEX B. Vulnerability and Risk Analysis

Annex B.1. Non-Technical Assets Annex B.1.1. Estimated VRA Level of Buildings/Facilities No. Critical Asset Applicable Threat Total Relative Level of VRA Critical Risk Concern Level Asset (RR) (LOC) Value (AV) Ineffective 24 2 15 Communication 1 Corporate Bldg. Terrorism 6 30 1 36 Fraud/Embezzlement 24 2 15 Ineffective 24 2 15 Communication Warehouse 2 Terrorism 6 30 1 36 Bldg. Human Error: 18 2 12 Operation Response Ineffective 24 2 15 Communication

DRAFT Engineering Terrorism 30 1 36 3 6 Bldg. Labor Dispute/Strike 18 2 12 Human Error: 18 2 12 Operation Response Typhoon 30 4 9 4 Log Cabin Terrorism 6 30 1 36 Fraud/Embezzlement 24 3 10 Typhoon 30 4 9 Hostel/Avatar 5 Terrorism 6 30 1 36 Bldg. Fraud/Embezzlement 24 3 10 Terrorism 30 1 36 Office Furniture 6 Arson 6 3 4 2.25 and Fixtures Fraud/Embezzlement 24 4 7.5

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Annex B.1.2. Estimated VRA Level of Computer and IT Network No. Critical Applicable Threat Total Relative Level of VRA Asset Critical Risk (RR) Concern Level Asset Value (LOC) (AV)

Ineffective 24 3 12.0 Communication Network 1 Terrorism 12 30 1 42.0 Cable Human Error: 9 2 10.5 Computer Users Typhoon 30 2 21.5 Ineffective 2 IP Radios 13 24 3 12.3 Communication Terrorism 30 1 43.0 Typhoon 30 4 8.8 3 CCTV Terrorism 5 30 1 35.0 Fraud/Embezzlement 24 3 9.7 Ineffective 24 4 9.0 Network Communication 4 12 Switches Terrorism 30 1 42.0 Fraud/Embezzlement 24 4 9.0 Typhoon 30 3 14.3 Computer 5 Terrorism 13 30 1 43.0 Sets Fraud/Embezzlement 24 3 12.3 Typhoon 30 3 14.0 6 Laptops Terrorism 12 30 1 42.0 Fraud/Embezzlement 24 2 18.0 External Terrorism 30 1 34.0 7 Storage 4 Devices Fraud/Embezzlement 24 2 14.0 Typhoon 30 2 21.5 8 Pole Towers Lightning 13 9 2 11.0 Fraud/Embezzlement 24 4 9.3 Typhoon 30 3 15.0 Billing 9 Terrorism 15 30 1 45.0 Software Fraud/Embezzlement 24 3 13.0 Bravo 2-Way Typhoon 30 2 21.0 10 12 Radio Set Terrorism 30 1 42.0

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Ineffective 24 3 12.0 Communication Typhoon 30 3 14.0 11 Cellphones Terrorism 12 30 1 42.0 Fraud/Embezzlement 24 2 18.0

Annex B.1.3. Estimated VRA Level of Logistics No. Critical Applicable Threat Total Critical Relative Level of VRA Asset Asset Value Risk (RR) Concern Level (AV) (LOC)

Typhoon 30 4 11.25 ISUZU 1 Terrorism 15 30 1 45 L300 Fraud/Embezzlement 24 3 13 Typhoon 30 4 11.25 2 KIA L300 Terrorism 15 30 1 45 Fraud/Embezzlement 24 3 13 Typhoon 30 4 11.25 Hilux 3 Terrorism 15 30 1 45 Pick Up DRAFT Fraud/Embezzlement 24 3 13 Typhoon 30 4 11.25 4 Multicab Terrorism 15 30 1 45 Fraud/Embezzlement 24 3 13 Typhoon 30 4 11.25 Boom 5 Terrorism 15 30 1 45 Truck Fraud/Embezzlement 24 3 13 Typhoon 30 4 11.25 6 Man Lift Terrorism 15 30 1 45 Fraud/Embezzlement 24 3 13

Annex B.1.4. Estimated VRA Level of Warehouse No. Critical Asset Applicable Threat Total Relative Level of VRA Critical Risk (RR) Concern Level Asset Value (LOC) (AV) Ineffective 24 3 12 1 JERA Materials Communication 12 Terrorism 30 1 42

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Human Error: Operation 24 3 12 Response Ineffective 24 3 12 Communication Pelican Terrorism 30 1 42 2 12 Materials Human Error: Operation 24 3 12 Response Ineffective 24 3 12 Communication RCCC Trading Terrorism 30 1 42 3 & Electrical 12 Supply Human Error: Operation 24 3 12 Response Ineffective 24 3 11.3 Communication JERA Materials Terrorism 30 1 40.0 4 For 13.2 KV 10 Line Project Human Error: Operation 24 3 11.3 Response Ineffective 24 3 11.3 Communication JERA Materials Terrorism 30 1 40.0 5 For 69 KV Line 10 Project Human Error: Operation 24 3 11.3 Response

Annex B.1.5. Estimated VRA Level of Business Systems No. Critical Applicable Threat Total Relative Level of VRA Asset Critical Risk (RR) Concern Level Asset Value (LOC) (AV) Ineffective 24 3 10.3 MSU Paying Communication 1 7 Center Terrorism 30 1 37.0 Fraud/Embezzlement 24 2 15.5 Ineffective 24 3 10.7 Padian Paying Communication 2 8 Center Terrorism 30 1 38.0 Fraud/Embezzlement 24 2 16.0 Pumping Ineffective 3 8 24 3 10.7 Paying Communication

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Center Terrorism 30 1 38.0 Fraud/Embezzlement 24 2 16.0 Ineffective 24 3 11.0 KDS Paying Communication 4 9 Center Terrorism 30 1 39.0 Fraud/Embezzlement 24 2 16.5 Ineffective 24 3 10.7 Sarimanok Communication 5 Paying Terrorism 8 30 1 38.0 Center Fraud/Embezzlement 24 2 16.0 Ineffective 24 2 16.5 Malabang Communication 6 9 Sub-Office Terrorism 30 1 39.0 Fraud/Embezzlement 24 2 16.5 Ineffective 24 3 10.0 Balindong Communication 7 6 Paying Center Terrorism 30 1 36.0 Fraud/Embezzlement 24 2 15.0

Annex B.2. Vulnerability and Risk AssessmentDRAFT for Technical Services Annex B.2.1. Estimated VRA Level of Sub-Transmission Line No. Critical Applicable Total Critical Relative Level of VRA Asset Threat Asset Value Risk (RR) Concern Level (AV) (LOC) Terrorism 30 1 47 Marawi - 1 17 Tugaya Typhoon 30 2 24 Vegetation 30 2 24

Annex B.2.2. Estimated VRA Level of Distribution Feeder Circuits No. Critical Asset Applicable Total Critical Relative Level of VRA Threat Asset Value Risk (RR) Concern Level (AV) (LOC) Terrorism 30 1 45 Dansalan 1 Substation 40 Typhoon 15 30 2 23 Electrical Storm/ MVA 25 2 20 Lightning Dansalan Terrorism 30 1 43 2 13 Substation 7.5 Typhoon 30 2 22

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MVA Electrical Storm/ 25 2 19 Lightning Tugaya 3 Substation 5 N/A 0 0 0 0 MVA Terrorism 30 1 43 Ganassi 4 Substation 10 Typhoon 13 30 2 22 Electrical Storm/ MVA 25 2 19 Lightning Terrorism 30 1 41 Malabang A Typhoon 30 2 21 5 Substation 5 Flood: Flash/ 11 MVA Storm Surge/ 25 2 18 Tidal Wave Terrorism 30 1 39 Malabang B 6 Substation 5 Typhoon 9 30 2 20 Accidental MVA 25 2 17 Explosion On-Site

Annex B.2.3. Estimated VRA Level of Distribution Feeder Circuits No. Critical Applicable Total Critical Relative Level of VRA Asset Threat Asset Value Risk (RR) Concern Level (AV) (LOC) Terrorism 30 1 47 Typhoon 30 2 24 1 Marawi Line Sabotage/Illegal 17 18 2 18 Connection Vegetation 30 2 24 Terrorism 30 1 47 Typhoon 30 2 24 2 Basak Line Sabotage/Illegal 17 18 2 18 Connection Vegetation 30 1 47 Terrorism 30 1 44 3 Baloi Line Typhoon 14 30 2 22 Vegetation 30 1 44 Terrorism 30 1 41 4 MSU Line Typhoon 11 30 2 21 Vegetation 30 2 21 Marawi - Terrorism 30 1 44 5 14 Tugaya Typhoon 30 2 22

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Vegetation 30 1 44 Terrorism 30 1 43 Ganassi - 6 Typhoon 13 30 2 22 Kalawi Vegetation 30 1 43 Terrorism 30 1 41 Ganassi - 7 Typhoon 11 30 2 21 Marogong Vegetation 30 1 41 Terrorism 30 1 40 Ganassi - 8 Typhoon 10 30 2 20 Pagayawan Vegetation 30 1 40 Terrorism 30 1 41 Malabang 9 Typhoon 11 30 2 21 Line Vegetation 30 2 21 Terrorism 30 1 42 Malabang - 10 Typhoon 12 30 2 21 Kapatagan Vegetation 30 1 42 Terrorism 30 1 41 Malabang - 11 Typhoon 11 30 2 21 Calanugas Vegetation 30 1 41

DRAFT Annex B.2.4. Estimated VRA Level of Switch No. Critical Applicable Total Critical Relative Level of VRA Asset Threat Asset Value Risk (RR) Concern Level (AV) (LOC) Terrorism 30 1 41 Disconnect Typhoon 30 2 21 1 11 Switch Electrical Storm/ 25 2 18 Lightning

Annex B.2.5. Estimated VRA Level of Protective Equipment Critical Asset Total Critical Level of for Applicable Relative VRA Asset Value Concern Protective Threat Risk (RR) Level (AV) (LOC) Equipment Terrorism 30 1 41 Circuit Breaker Typhoon 30 2 21 11 SF6 Accidental Explosion On- 25 2 18 Site

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Terrorism 30 1 37 Typhoon 30 2 19 Vacuum Electrical Storm/ 7 25 2 16 Recloser Lightning Accidental Explosion On- 25 2 16 Site Terrorism 30 1 33 Typhoon 30 2 17 Cutout Electrical Storm/ 3 25 2 14 Assembly Lightning Accidental Explosion On- 25 2 14 Site

Annex B.2.6. Estimated VRA Level of Distribution Transformer No. Critical Asset Applicable Total Critical Relative Level of VRA for Threat Asset Value Risk (RR) Concern Level Distribution (AV) (LOC) Transformer Terrorism 30 1 35 Typhoon 30 1 35 Electrical 1 167 KVA Storm/ 5 25 2 15 Lightning Accidental Explosion On- 25 2 15 Site Terrorism 30 1 35 Typhoon 30 1 35 Electrical 2 100 KVA Storm/ 5 25 2 15 Lightning Accidental Explosion On- 25 2 15 Site Terrorism 30 1 35 Typhoon 30 1 35 Electrical 3 75 KVA Storm/ 5 25 2 15 Lightning Accidental 25 2 15 Explosion On-

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No. Critical Asset Applicable Total Critical Relative Level of VRA for Threat Asset Value Risk (RR) Concern Level Distribution (AV) (LOC) Transformer Site Terrorism 30 1 35 Typhoon 30 1 35 Electrical 4 50 KVA Storm/ 5 25 2 15 Lightning Accidental Explosion On- 25 2 15 Site Terrorism 30 1 33 Typhoon 30 1 33 Electrical 5 37.5 KVA Storm/ 3 25 2 14 Lightning Accidental Explosion On- 25 2 14 Site Terrorism 30 1 33 DRAFT Typhoon 30 1 33 Electrical 6 25 KVA Storm/ 3 25 2 14 Lightning Accidental Explosion On- 25 2 14 Site Terrorism 30 1 33 Typhoon 30 1 33 Electrical 7 15 KVA Storm/ 3 25 2 14 Lightning Accidental Explosion On- 25 2 14 Site Terrorism 30 1 33 Typhoon 30 1 33 Electrical 8 10 KVA Storm/ 3 25 2 14 Lightning Accidental 25 2 14 Explosion On-

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No. Critical Asset Applicable Total Critical Relative Level of VRA for Threat Asset Value Risk (RR) Concern Level Distribution (AV) (LOC) Transformer Site

Annex B.2.7. Estimated VRA Level of Secondary Circuit No. Critical Total Critical Level of Asset for Applicable Relative VRA Asset Value Concern Secondary Threat Risk (RR) Level (AV) (LOC) Circuit Terrorism 30 1 38 Open 1 Electrical fault 8 25 2 17 Secondary Typhoon 30 3 13 Terrorism 30 1 38 2 Under Built Electrical fault 8 25 2 17 Typhoon 30 3 13

Annex B.2.8. Estimated VRA Level of Service Drop No. Critical Applicable Total Critical Relative Level of VRA Asset for Threat Asset Value Risk (RR) Concern Level Service (AV) (LOC) Drop Terrorism 30 1 38 Service 1 Electrical fault 8 25 2 17 Drops Typhoon 30 3 13

Annex B.2.9. Estimated VRA Level of Meters No. Critical Asset Applicable Total Critical Relative Level of VRA for Threat Asset Value Risk (RR) Concern Level Meters (AV) (LOC) Terrorism 30 1 34 Residential Electrical 1 (Individual) 4 25 2 15 Meter fault Typhoon 30 3 11 Terrorism 30 1 34 Electrical 2 Big Loads 4 25 2 15 fault Typhoon 30 3 11 Terrorism 30 1 37 3 Primary Meter 7 Tampering 6 1 13

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Electrical 25 2 16 fault Terrorism 30 1 34 Transformer Electrical 4 4 25 2 15 Metering fault Typhoon 30 3 11

ANNEX C. Assessment Rating for LASURECO

Annex C.1. Organize for Disaster Resilience Criteria and Assessment Ratings for LASURECO Per Subject Area Subject Question / Assessment Rating scale Notes LASURECO Area Initial Rating Does the organization 3 – plan includes Plan should resiliency plan include and full Sendai include: implement disaster risk Framework  time frames reduction approaches in line compliance and and targets with the Sendai Framework? coverage across  indicators If the organization has a all of the Ten  objectives and stand-alone resiliency plan, Essentials measures DRAFT does it comply with the 2 – has stand- aiming at national DRR plan to alone plan  preventing the comply covering essentials? complying with creation of risk Sendai  objectives and Framework and measures addressing all of aiming at the Plan making the Ten  reduction of Essentials existing risk 1 – Plans offering  objectives and partial measures compliance with aiming at Sendai  the Framework and strengthening covering some of of economic, the Ten social, Essentials  health and 0 – No plans / environmental compliance resilience

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Is there a multi- 3 – all teams are agency/sectoral mechanism well established, with properly  Think about appropriate authority and resourced and this for pre- resources to address disaster with proper event, event risk reduction? authority to act response and across all DRR post disaster stages response. 2 – all teams are  Is there a clear well established, organization properly team resiliency resourced and organizational with authority to chart? Organization, act, but there is  Does each Coordination inconsistency in team/person in & resourcing across charge have a participation the key DRR clear and stages documented 1 – teams have role and has it authority and agreed to this convening power role? but do not have  proper inter- Are funds agency support allocations and / or are clearly under resourced established for 0 – Lead agencies co-ordination lack proper functions? authority and are under-resourced. 3 – Explicit or  Is disaster semi-explicit resilience Is resilience properly decision point for considered integrated with other resilience in routinely as organizational key decision-making part of “day- functions/portfolios? (e.g., process (es), to-day” planning, sustainability, applied to all decision investment case approval, policy and budget Integration making and finance and compliance, proposals in all budgeting, as community engagement, relevant opposed to emergency management, functional areas being a code compliance, 2 – No formal separate issue infrastructure management, process, but disconnected communications etc.) disaster resilience with day-to-day benefits are activity? generally

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understood to be “helpful” to a proposal, in most functional areas. 1 – Applied ad hoc or occasionally. 0 – Not applied.

Annex C.2. Criteria for Essential 2: Identify, Understand, and Use Current and Future Risk Scenarios” and Assessment Ratings for LASURECO Per Subject Area Subject / Question / Rating scale Notes LASURECO Issue Assessment Area Initial Rating 3 – Organization understands main hazards. Hazards data DRAFT is updated at agreed Does the intervals.  For each hazard organization have 2 – Organization there needs to knowledge of the understands main be identified, as Hazard key hazards that hazards, but there are a minimum, the assessment the organization no agreed plans for “most faces, and their updating this probable” and likelihood of information. “most severe” occurrence? 1 – Data exists on consequences? most of the main hazards. 0 – Hazards are not well understood.

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3 – There is a shared understanding of risks between the organization and  Is there a forum various utility providers that assess – the points of stress issues of Is there a shared and interdependencies infrastructure understanding of within the system / and operational risks between the risks are resilience? organization and acknowledged?  Does the various utility 2 – There is some organization providers and other sharing of risk hold a Shared regional and information between comprehensive understanding national agencies the organization and inventory / of that have a role in various utility providers map of all infrastructure managing and some consensus critical risk infrastructure such on points of stress. infrastructure? as power, water, 1 – Individual system  roads and trains, of risks are known but Is the organization the points of stress there is no forum to sufficiently on the system and share these or to investing in organization scale understand cascading maintenance risks? impacts. and upgrade of 0 – There is significant critical gaps in understanding infrastructure? risks, even at the level of individual systems (e.g. power, water, transport). 3 – A comprehensive suite of disaster  Scenarios are scenarios is available, narratives of with relevant the total impact background Are there agreed of a hazard information and scenarios across an area supporting notes. This setting out  Note: Use of Knowledge of is updated at agreed exposure the UNISDR exposure and intervals. and vulnerability Quick Risk vulnerability 2 – A comprehensive from each hazard, Estimator Tool suite of disaster or groups of (QRE) can scenarios is available, hazards? support no background assessment information or against these supporting notes exist criteria. to support use of these scenarios.

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1 – Some disaster scenario information is available. 0 – No disaster scenario information is available.

3 – Relatively complete/collective  The “failure understanding of chains” cascading impacts under between numerous disaster infrastructure Is there a collective scenarios. can be a critical understanding of 2 – Relatively vulnerability – potentially cascading complete/collective and one that Cascading failures between understanding of may be hidden

impacts different cascading impacts under unless infrastructure some disaster scenarios. specifically systems, under 1 – Some understanding identified, and different scenarios? of cascading impacts thus come as an under someDRAFT disaster unwelcome scenarios. shock when 0 – No clear responding to a understanding of disaster. cascading impacts. 3 – High quality hazard maps exist, for most  Updates need hazards, and are as a minimum regularly updated (at to be agreed intervals). Presentation Do clear hazard sufficiently 2 – Hazard maps exist, and update maps and data on frequent to for most hazards, process for risk risk exist? Are these keep up with update plans are not information regularly updated? changing urban known. extents, and 1 –Hazard maps exist changing views for some hazards. of risk. 0 – No hazard maps exist.

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Annex C.3. Criteria and Assessment Rating for Essential 3: Strengthen Financial Capability for Resilience Subject / Question / Indicative Comments LASURECO issue assessment area measurement scale Initial Rating Examples are as follows:  Leasing  Government grants  Social impact or resilience bonds;  Development banks 3 – The organization and aid understands all organizations routes to secure  Foundations funding for DRR  Other government activities, is actively agencies with funds pursuing a range of The organization that may be relevant these and has had understand all to some aspect of some success. sources of resilience 2 – The organization Knowledge funding, and the  Crowd-funding is aware of of “resilience  Development fees numerous routes to approaches dividends”, are  secure funding for Public-private for well connected, DRR activities and is partnerships attracting understand all actively pursuing a  Taxes and new available range of these. surcharges. investment routes to attract 1 – There is some  “Resilience to the external funding visibility of routes of dividends” – organization and are actively funding, but picture sometimes called pursuing funds for is incomplete and co-benefits - arise in major resilience little is done to two ways: investments. pursue these funds.  “Inbound” 0 – There is little dividends – where understanding / investments awareness of elsewhere in the available sources of organization have funding for DRR. additional resilience benefits.  “Outbound” dividends – where an investment in resilience also provides an additional benefit.

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3 –The organization Does the financial plan is organization have comprehensive in in place a specific relation to DRR, ‘ring fenced’ budgets are ring Financial  It is key to assess (protected) fenced and plan here both the budget, the contingency plans and budget presence and size of necessary are in place. for the budget, and the resources and 2 – The organization resilience, protection for these contingency fund financial plan allows including funds that stops arrangements for for DRR activities, contingency them being diverted local DRR budgets are ring funds to other uses. (mitigation, fenced. prevention, 1 – There are some response and plans but they are recovery)? not coordinated. 0 – No clear plan. 3 – The uptake for  This assessment insurance products covers both the /services is high. adequacy of 2 – The level of coverage (will insurance varies insurance pay out significantly by enough?) and the DRAFT sector. The extent of coverage organization actively (are enough people promotes insurance and businesses cover across all insured?) What level of sectors.  Consider levels of insurance cover Insurance 1 – The level of insurance for: exists in the insurance varies housing, contents organization? significantly by and personal sector or by area. transport (e.g. car The organization is insurance), not actively commercial and promoting greater public uptake of insurance infrastructure. products.  Personal health 0 – Little or no insurance is not insurance cover included. exists. What incentives 3 – A range of exist for different incentives exist, sectors and across all sectors to Incentives segments of increase resilience, business to support and these meet resilience building? known needs.

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2 – A range incentives exist, across all sectors to increase resilience, but there are known gaps / opportunities. 1 – Some incentives exist, but it is patchy. 0 – Few or no incentives exist.

Annex C.4. Criteria and Assessment Rating for Essential 4: Pursue Resilient Urban Design and Development Subject / Question / Indicative Comments LASURECO issue assessment measurement scale Initial area Rating 3 – The organization is zoned according to land use, and this  Displacement for 3 connects well with months or longer as hazards and risk a consequence of mapping (see Essential housing being 2). The zoning is destroyed or Is the updated at agreed rendered organization intervals. uninhabitable, or the appropriately 2 – The organization is area in which it is zoned zoned according to located being considering, for land use, and this rendered Land use example, the connects loosely with uninhabitable. zoning impact from key hazards and risk  This assessment also risk mapping (see Essential needs to cover scenarios on 2). Plans for updating informal and economic this zoning are not well unplanned activity? understood. settlements. 1 – The zoning is not  Effectiveness of thorough/complete zoning should ideally and is not reviewed be independently regularly against validated (see also hazards / risks. Essential 2). 0 – No known / clear zoning Are approaches 3 – Clear policy exists.  Is there policy New promoted Guidance has been promoting physical development through the prepared for a range of measures in new design and practitioners development that

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development of 2 – Policy exist but can enhance to promote supporting guidance is resilience to one or resilience? inadequate. multiple hazards. For 1 – Resilience example, appropriate approaches are locations for new promoted, but not in a development, proper consistent manner, and access and egress not underpinned by routes (street widths) organization policy. etc.) . 0 – Little / no promotion of resilience in new urban development.  This can be taken to mean mandatory codes (regulations) or voluntary standards (e.g. BREEAM, LEED, 3 – codes and standards Greenstar, REDi) exist; these address all where these are known organization promoted by the hazards and are Do codes or organization through regularly updated.DRAFT standards exist, policy or incentives. 2 – codes and standards and do they It is important to be exist; these address address specific clear that the codes Building main organization known hazards in use actually codes hazards and are and risks for the improve resilience to and regularly updated. organization? the identified standards 1 – Some codes exist Are these hazards. covering some hazards. standards  Standards will No clear plan for regularly include those for the updating the codes. updated? supply of basic 0 – No real use / infrastructure existence of relevant services to informal building codes and settlements, without standards. which the ability of those settlements to recover from disasters will be severely compromised.

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3 – Zones and codes are 100% applied and enforced / verified.  Zone verification 2 – Zones and codes requires proof that Are zoning are applied and in any given zone, Application rules, codes and enforced / verified in only appropriate of zoning, standards widely greater than 50% of activity is occurring. building applied, cases.  Code verification codes and properly 1 – Application of generally refers to a standards enforced and existing zones and third-party check by verified? codes is partial and /or someone external to inconsistent. the design and 0 – There is no real construction team. focus on enforcing zones and codes.

Annex C.5. Criteria and Assessment Rating for Essential 5 Subject / issue Question / Indicative Comments LASURECO assessment area measurement Initial scale Rating 3 – The organization and key stakeholders are familiar with the term ecosystem services and understand and Beyond just an economic value all  Ecosystem awareness of the of the functions functions include: natural assets, Awareness and provided by key water attenuation, does the understanding local natural assets. food growing, fuel, organization of 2 – The organization carbon understand the ecosystem and key sequestration, air functions (or services stakeholders filtration, heat services) that this / functions understand the attenuation, natural capital majority of the pollination, provides for the functions provided aesthetic value etc. organization? by key local natural assets. These are not economically valued. 1 – There is an incomplete, awareness and

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understanding of the functions delivered by the cities natural capital. 0 – Very little / no awareness of this topic area in the organization.

3 – Green and blue infrastructure is being promoted on major urban development and infrastructure projects through policy and Green Infrastructure supporting guidance includes: greening

material inDRAFT the streets, squares and organization. roadsides; greening 2 – Green and blue roofs and facades, Is green and blue infrastructure is developing urban Integration of infrastructure being promoted agriculture; creating green and blue being through policy, but urban green corridors; infrastructure promoted on there is little replace impermeable into major urban supporting guidance surfaces; natural water organization development for practitioners. filtration; daylighting policy and and infrastructure 1 – Some green and urban rivers and projects projects through blue infrastructure is restoring policy? being promoted, but embankments, etc. this is not universal, Blue Infrastructure and it is not includes: river supported by policy. corridors, wetlands 0 – There is little / and other waterways. no active push to promote green infrastructure in new urban development or infrastructure projects.

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3 – The organization is aware of the importance of natural capital beyond its administrative borders and has plans in place with neighboring administrations to support the Is the protection and organization management of aware of these assets. ecosystem services 2 – There being provided to organization is the organization aware of the from natural functions provided capital beyond its by natural Transboundary administrative capital beyond the environmental borders? Are organization issues agreements in administrative place borders; there have with neighboring been administrations some early to support the discussions with protection and neighboring management of administrations. these assets? 1 – The organization has some awareness of the functions provided by natural capital beyond the organization administrative borders, but has taken no action. 0 – Little to no awareness

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Annex C.6. Criteria and Assessment Rating for Essential 6 Subject / Question / Indicative measurement Comments LASURECO issue assessment scale Initial area Rating 3 – The organization itself has quick access to all the required skills / experience  The organization and resources it would need should consider to respond to identified skills and disaster scenarios. experience 2 – The organization has Does the relating to pre- quick access to most of the organization event planning, skills / experience and have clear and during and resources required to access to all the post-event respond to identified disaster skills and response. scenarios; other required experience it  Skills may come skills can be obtained from Skills and believes it from within the nearby experience would need to organization cities/counties/regions. respond itself, or from 1 – The organization can to reduce risks external access most of the skills / and respond to organizations experience and resources it identified DRAFT based in the needs to respond to disaster organization (for identified disaster scenarios, scenarios? example, utilities), but there are some gaps. or on a paid basis 0 – There are significant from gaps in the skills / consultancies and experience and resources soon. that the organization can quickly access to respond to identified scenarios. Does a co- 3 – Fully co-ordinated ordinated public campaigns and programmes  Here we are relations and (PR and education) exist to assessing the education ensure proper dissemination organization’s campaign exist, of hazard, risk and disaster ability to Public with structured information. Key messages communicate education messaging and reach over 75% of the with the public. and channels to organization population. There will be awareness ensure hazard, 3 – Campaigns and numerous other risk and disaster programs (PR and communications information education) exist to ensure channels managed (that can be proper dissemination of by other understood and hazard, risk and disaster stakeholders. used) is properly information. Key messages

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disseminated to reach over 50% of the the public? organization population. 2 – Some useful programs / channels exist for disseminating hazard, risk and disaster information, but there is significant room for improvement to reach a greater proportion of the public. 25% of the organization population is reached. 0 – Systems for disseminating critical information on disaster risk are wholly inadequate. (See also Essential 1).

 The types of organization data 3 – The organization has a that are useful in portal (or other method) for understanding a bringing together/ organization’s synthesizing numerous resilience context organization data sets, useful include, e.g. to build a picture of population, Extent to which organization resilience. demographics, data on the 2 – The organization has vulnerabilities, organization’s done a good job at infrastructure resilience context synthesizing and sharing risks, flooding, Data is shared with some data layers to enhance disaster event sharing other resilience in a particular records. organizations sector or area.  Best practice may involved with 1 – Some but not all of the include a full the organization’s cities data layers are shared / stakeholder / resilience. accessible, but the data is public raw and requires communications interpretation. strategy and data 0 – Little or no useful portal and / or organization data is available licensing of risk / shared. information to

key organization stakeholders.  The key question is whether there is

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“one version of the truth” shared as applicable between all stakeholders –  in other words, do all stakeholders have consistent and compatible information and assumptions? 3 – There are training courses covering risk, resilience and disaster response offered across all sectors of the organization Are there training including government, courses covering business, NGO’s and risk and resilience community? Note that emergency issues offered to 2 – The organization has a response drills are all sectors of the track record of delivering covered under Training organization resilience training to some Essential 9. Training delivery DRAFT including sectors, but other sectors delivery in Essential 6 government, lack training and relates to professional business, NGOs engagement. training. and community? 1 – Some training modules are available. Coverage and content needs to be significantly improved. 0 – Little or no relevant training exists that is tailored for the organization. 3 – All training materials are available in all of the  Organization languages in common use in with high Are training the organization. numbers of materials 2 – All training materials are different available available in most of the languages may Languages in the majority of languages common in use in need to settle for languages in the organization. a selection of common use in 1 – All training materials are languages that the organization? available in some of the reaches everyone languages common in use in as a first or the organization. second language. 0 – No translations have

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been made. 3 –The organization proactively seeks to exchange knowledge and learn from other cities facing  This might be via similar challenges and is a direct exchange active in a range of networks with peer cities, Is the to facilitate this. or through organization 2 – The organization industry groups, proactively understands the importance national resilience Learning seeking to of knowledge share and has and emergency from exchange membership to a range of management others knowledge and organization networks. The forums, learn from others networks are not leveraged organization facing similar for maximum benefit. groups such as challenges? 1 – Some knowledge share C40, ICLEI and happens between cities, but others, or NGOs it tends to be ad-hoc. such as the UN. 0 – Any knowledge share that does take place relies on individuals.

Annex C.7. Criteria and Assessment Rating for Essential 7 Subject / Question / Indicative Comments LASURECO issue assessment area measurement Initial scale Rating 3 – Community  The types of organizations that grassroots cover a significant organizations Are grassroots or proportion of the actively community organization’s  supporting disaster organizations population are risk reduction Community participating actively participating activities will vary or in pre-event in pre-event by region and by “grassroots” planning and planning and post- organization. It organizations, post-event event response right could include youth networks and response for each across the groups, YMCA, training neighbourhood organization. sports clubs etc. It in the 2 – There is will depend on organization? involvement in which groups have diverse grassroots the best traction organizations, either and capacity of in some locations, organization in each

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or in some aspect of location. the planning or response, but it is it not comprehensive. 1 – There is awareness amongst key grassroots organizations of the importance of DRR, they support with awareness raising but not with active participation around response or planning. 0 – There is very little involvement from grassroots organizations in the organization.  Social vulnerability is the result of pre- disaster social DRAFT 3 – Once every six- factors that create a months training lack of capacity of programmes are organization or conducted. capability to prepare 2 – Once a year for, respond to, and Are there regular training recover from training programmes are emergencies. Social Social programmes conducted. vulnerability networks provided to the 1 – No training includes people “Leave no most vulnerable programmes. But who are more likely one and at need mapping of socially to behind” populations in vulnerable  suffer the organization? population is disproportionately available. because of their 0 – There is no existing social mapping of socially circumstances such vulnerable as those associated population. with age, gender, race, medical illness, disability, literacy and social isolation.

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What proportion of businesses 3 – 60 – 100% have a businesses documented Private 2 – 40 – 60% business  Businesses over 10 sector/ businesses continuity plan people/employees. employers 1 – 20 – 40% that has been businesses reviewed within 0 – Under 20% the last 18 months? 3 – Engagement through multiple media channels (e.g. social, radio, email, newspaper, mobile device). Mobile used for inbound data flow, crowd management etc. How effective is Result is multiple the organization contacts per citizen at per year. Citizen Citizen 2 – Multiple media engagement engagement and channels. No techniques communications inbound data in relation to collection from DRR? mobiles. Majority of citizens reached several times per year. 1 – Some channels, semi-regular updates. 0 – Poor or no citizen engagement on DRR.

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Annex C.8. Criteria and Assessment Rating for Essential 8 Subject / issue Question / Indicative Comments LASURECO assessment measurement scale Initial area Rating 3 – The organization owns and implements (in collaboration with other stakeholders) a critical infrastructure plan or strategy to protect its critical infrastructure, utilities and services. The strategy highlights risks / stresses and includes continuity plans for essential services. Is critical 2 – There is a critical infrastructure infrastructure forum resilience a or other means to organization establish a shared Critical priority, does understandingDRAFT of infrastructure the organization risks between the overview own and organization and implement a various utility critical providers upon the infrastructure points of stress on plan or strategy? the system / risks at the organization scale? 1 – Risks are understood for some but not all of the major infrastructure types. 0 – There are no plans or forums. Critical infrastructure risks are not well understood in the organization.

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3 – In all cases protective infrastructure is in place and consistent with best practice for asset design and  Examples of management, based protective on relevant risk infrastructure: information.  Levees and flood 2 – In most cases barriers; protective  Flood basins; infrastructure is in  Sea walls (where place and consistent used); Is existing with best practice for  Shelters, such as protective asset design and tornado/hurricane infrastructure management, based Protective shelters; well-designed on relevant risk infrastructure  and well-built information. Storm drains and based on risk 1 – In some cases storm water information? protective holding tanks;  infrastructure is in Wetlands and place but some mangroves (see strategic protective Essential 5); infrastructure is  Shock absorption missing. Design and capabilities fitted to management may not infrastructure to be consistent with deal with best practice. earthquakes. 0 – Significant parts of the organization are unprotected from known risks / hazards. Would a 3 – There would be significant loss no loss of service of even from “most service for these severe” scenario. two essentials 2 – Some loss of services be service would be Water - Potable expected for a experienced from the and Sanitation significant “most severe” proportion of scenario. the 1 – Significant loss of organization service would be under the experienced from the agreed disaster “most probable”

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scenarios? scenario. 0 – Some loss of service would be experienced from the “most probable” scenario.

Would a 3 – There would be no significant loss of loss of service even service be from “most severe” expected for a scenario. significant 2 – Some loss of proportion of the service would be organization in experienced from the the ‘worst case’ “most severe” scenario event? scenario. Energy In the event of 1 – Significant loss of failure would service would be energy experienced from the infrastructure “most probable” corridors remain scenario. safe (i.e. free 0 – Some loss of DRAFT from risk of service would be leaks, experienced from the electrocution “most probable” hazards etc.)? scenario. 3 – There would be no Would a loss of service even significant loss of from “most severe” service be scenario. expected for a 2 – Some loss of significant service would be proportion of the experienced from the organization in “most severe” the ‘worst case’ scenario. scenario event? Transport 1 – Significant loss of In the event of service would be failure would experienced from the transport “most probable” infrastructure scenario. corridors remain 0 – Some loss of safe (i.e. free service would be from risk of experienced from the flood, shocks etc) “most probable” and passable? scenario.

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3 – There would be no loss of service even from “most severe” scenario. 2 – Some loss of Would a service would be significant loss of experienced from the service be “most severe” expected for a scenario. significant Communications 1 – Significant loss of proportion of the service would be organization in experienced from the the ‘worst case’ “most probable” scenario event? scenario.

0 – Some loss of service would be experienced from the “most probable” scenario. 3 – >90% of major injuries in “most severe” scenario, can be treated within 6 hours. 2 – >90% of major Would there be injuries in “most sufficient acute severe” scenario, can healthcare be treated within 24 capabilities to Health care hours. deal with 1 – >90% of major expected major injuries in “most injuries in ‘worst severe” scenario, can case’ scenario? be treated within 36 hours. 0 – Longer than 36 hours, or no emergency healthcare capability. 3 – No teaching % of education facilities at risk in structures at “most severe” risk of damage Education scenario. from “most Facilities 2 – No teaching probable” and facilities at risk in “most severe” “most probable” scenarios scenario.

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1 – 5-10% of teaching facilities at risk in “most probable” scenario. 0 – >15% of teaching facilities at risk in “most probable” scenario.  First responder staffing – see Essential 9.  Critical law and 3 – Equipment levels order/responder and assets have either assets include such been modelled or items as: proven to be adequate  Vehicles (fire- in practice to deal with fighting, a “most severe” ambulances, police scenario. vehicles) 2 – Equipment levels  Helicopters and and assets have either aircraft; been modelled or  Emergency food

proven to be DRAFTadequate and first aid Will there be in practice to deal with stocks/supplies sufficient first a “most severe”  Shelters First responder scenario, although this  Back-up generators Responder equipment, with relies on mutual aid  (Communications assets military or arrangements. Mutual systems – see civilian back up aid agreements are above) as required? tested for likelihood of  (Operations centres being affected by the – see below) same disaster.  (Key buildings – 1 – Assets will meet see below) basic needs under  (Critical IT systems “most severe” – see below). scenario, but gaps are  Utility vehicles, as known to exist. required to restore 0 – Significant gaps in energy, ability to meet needs communications, even under “most water and likely” scenario. sanitation services;  Other critical equipment such as earthmovers, trucks, winches,

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chainsaws etc.  Service may be provided either from the asset itself or via a designated alternative/back- up.

Annex C.9. Criteria and Assessment Rating for Essential 9 Subject / Question / Indicative Comments LASURECO issue assessment measurement scale Initial area Rating 3 – Estimated that over 90% of the population is reachable Does the by early warning organization system. have a plan or 2 – Estimated that standard over 75% of the operating  At this time, population is reachable procedure meaningful early by early warning to act on early warning for Early warning system. warnings and earthquakes is not 1 – Estimated that forecasts? What technologically more than half of the proportion of possible. population is reachable the population by early warning is reachable by system. early warning 0 – Less than half of system? the population is reachable by early warning system. Is there a 3 – There is a disaster  Does the plan disaster management / provide the management preparedness / organization / preparedness emergency response strategy, / emergency plan outlining organization and Event response plan organization structure for management outlining mitigation, disaster plans organization preparedness and preparedness and mitigation, response to local response preparedness emergencies. directions? Does it and 2 – A comprehensive set out roles, response to plan exists but it responsibilities, local contains significant resources,

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emergencies? gaps in coverage for cooperation and organization coordination mitigation, modalities among preparedness and key organization response to local stakeholders? emergencies. 1 – Some plans exist, but they are not comprehensive or joined up. 0 – No known plan. 3 – Surge capaorganization exists and is tested either via Does the actual events or responsible practice drills for disaster disaster and risk management scenarios in Essential 2 authority have – coverage of all sufficient neighbourhoods will  Adequacy of Staffing / staffing be possible within 4 equipment levels is responder capacity of hours. covered in needs organization to 2 – Coverage of all  Essential 8. DRAFT support first neighbourhoods within responder 24-48 hours. duties in 1 – Coverage of all surge event neighbourhoods within scenario? 48-72 hours. 0 – No surge capaorganization identified. 3 – Needs defined, linked to disaster scenarios, and taking Are equipment into account the role and supply of volunteers. needs, as well 2 – Needs defined, as the linked to disaster availability scenarios. of equipment, 1 – Needs definition is Equipment clearly defined? essentially nominal or and guesswork. relief supply 0 – No needs defined needs (or no plan). Food, shelter, Would the 3 – In “most severe”

staple goods organization be scenario, supply of

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and fuel supply able to continue emergency food and to feed and basic relief items shelter its exceeds estimated need. population post- 2 – In “most severe” event? scenario, supply of emergency food and basic relief items is equal to estimated need. 1 – In “most severe” scenario, supply of emergency food and basic relief items is less than estimated need by 2% or more. 0 – In “most severe” scenario, supply of emergency food and basic relief items is less than estimated need by 5% or more / food gap exceeds 24 hours. 3 – Emergency operations center exists with hardened / Is there an redundant emergency communications, operations designed to deal with centre, with “most severe” scenario; participation all relevant agencies from all participate. agencies, Interoperability 2 – Emergency automating and inter- operations centre exists standard agency with hardened / operating working redundant procedures communications, specifically designed to deal with designed to deal “most severe” scenario; with “most core agencies only probable” and participate. “most severe” 1 – Emergency scenarios? operations centre designated but with vulnerable Do practices and 3 – Annual suite of drills Drills drills validated by involve both the professionals to be

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public and realistic representation professionals? of “most severe” and “most probable” scenarios. 2 – Annual drills validated by professionals, limited test scenarios. 1 – Ad hoc partial exercises – not all scenarios tested, not realistic. 0 – No exercises (or no plans – see above).

Annex C.10. Criteria and Assessment Rating for Essential 10 Subject / Question / Indicative Comments LASURECO issue assessment area measurement scale Initial Ratings  Comprehensive post event recovery plans

DRAFT 3 – There is a will need to strategy / process in  Interim arrangements place. It is robust for damaged facilities; and well-understood  Locations and sources by relevant of temporary housing; stakeholders.  Triage policies for Is there a strategy 2 – There is a inspection, repairs and or process in strategy / process in debris removal; place for post- place. It is well- Post  Counselling and event recovery understood by event personal support and relevant stakeholders recovery arrangements; reconstruction but has known planning  Community support including weaknesses. - recovery economic reboot, 1 – Some plans / arrangements;  societal aspects strategies exist but Economic reboot etc.? they are not arrangements; comprehensive or  Improvements to joined up or organization layout and understood by operations as rebuilding relevant takes place. stakeholders.  Plans may be from 0 – No known plans. several organizations, but these should be reviewed for

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consistency of assumptions and priorities.  Post event organization structures – see Essential 1,  Funding – see Essential 3. 3 – Clear processes are in place to capture lessons from failures post-event. There are clear and effective mechanisms / processes to feed these lessons into design and delivery  This learning is critical Do post-event of rebuilding in helping a assessment projects. organization understand processes 2 – Clear processes how it can ‘build back incorporate are in place to better’ and also in failure analyses Lessons capture lessons from improving and the ability learnt / failures post event, comprehension of risks. to capture lessons learning mechanisms / New risks and learning learned that then loops processes to feed from real events can be feed these lessons into re-incorporated into to into design and design and delivery organization risk delivery of of re- building management rebuilding projects require framework, as outlined projects? improvement. under Essential 2. 1 – Some lessons are captured and disseminated but not in a thorough or systematic way. 0 – Lesson learnt are unplanned / ad-hoc and rely on individuals.

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ANNEX D. Pictures of Damaged Infrastructures

Annex D.1. Damages of LASURECO ICT and Administrative Office

DRAFT

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Annex D.2 Damages in the Collection Offices

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Annex D.3. Damages on Logistics Equipment

DRAFT

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GLOSSARY

(Note: Definitions were taken from RA 10121, DOE Department Circular No. DC 2018-01-001; NEA Memorandum No. 2017-016, UNISDR, USDHS Risk Lexicon, ISO 31000, ISO Guide 73. 1. Adaptation - the adjustment in natural or human systems in response to actual or expected climatic stimuli or their effects, which moderates harm or exploits beneficial opportunities. 2. Acute Shock - some natural or man-made event that causes a disaster. Acute shock is the direct focus of UNISDR Disaster Resilience Scorecard for Cities, but the resulting disasters may be made more severe, or more frequent, or the city may be rendered less able to respond, by underlying or chronic stress. Acute shock is one end of the continuum - the other being chronic stress. 3. Brainstorming - any type of group discussion that involves stimulating and encouraging free- flowing conversation among a group of knowledgeable people to identify potential failure modes and associated hazards, risks, criteria for decisions and/or options for treatment. It tries to ensure that people’s imagination is triggered by the thoughts and statements of others in the group. 4. Build Back Better - is an approach to disaster recovery and reconstruction which not only rebuilds communities to pre-disaster standards but also increases their resilience to future disasters. It is the use of the recovery, rehabilitation and reconstruction phases after a disaster to increase the resilience of nations and communities through integrating disaster risk reduction measures into the restoration of physical infrastructure and societal systems, and into the revitalization of livelihoods, economies and the environment. 5. Business Impact Analysis - provides an analysis of how key disruption risks could affect an organization’s operations and identifies and quantifies the capabilities that would be required to manage it. 6. Business Plan - provides a road map for the development of the project and fully describe the investment opportunity. A comprehensive business plan for development should consider all the institutional, organizational, financial, and regulatory issues. 7. Capacity - a combination of all strengths and resources available within a community, society or organization that can reduce the level of risk, or effects of a disaster. Capacity may include infrastructure and physical means, institutions, societal coping abilities, as well as human knowledge, skills, tools, systems, processes, appropriate technologies and collective attributes such as social relationships, leadership and management. Capacity may also be described as capability. Coping capacity, contributing to disaster risk reduction, is the ability of people,

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organization and systems, using available skills and resources, to manage adverse conditions, risk or disasters. The capacity to cope requires continuing awareness, resources and good management, both in normal times as well as during disasters or adverse conditions. 8. Civil Society Organizations or CSOs - non-state actors whose aims are neither to generate profits nor to seek governing power. CSOs unite people to advance shared goals and interests. They have a presence in public life, expressing the interests and values of their members or others, and are based on social, ethical, cultural, scientific, religious or philanthropic and other considerations. CSOs include non-government organizations (NGOs), professional associations, foundations, Independent research institutes, community-based organizations (CBOs), faith-based organizations, people's organizations, social movements, and labor unions. 9. Climate Change - a change in climate that can be identified by changes in the mean and/or variability of its properties and that persists for an extended period typically decades or longer, whether due to natural variability or as a result of human activity. 10. Community-Based Disaster Risk Reduction and Management (CBDRRM) - a process of disaster risk reduction and management in which at risk communities are actively engaged in the identification, analysis, treatment, monitoring and evaluation of disaster risks in order to reduce their vulnerabilities and enhance their capacities, and where the people are at the heart of decision-making and implementation of disaster risk reduction and management activities.

11. Complex Emergency - a form of humanDRAFT -induced emergency in which the cause of the emergency as well as the assistance to the afflicted is complicated by intense level of political considerations. 12. Consequence - outcome of an event affective objectives. An event can lead to a long range of consequences. A consequence can be certain or uncertain and can have positive or negative effects on objectives. It can be expressed qualitatively or quantitatively. Initial consequences can escalate through knock-on effects. 13. Contingency Planning - an important part of overall preparedness, is a management process that analyzes specific potential events or emerging situations that might threaten society or the environment and establishes arrangements in advance to enable timely, effective and appropriate responses to such events and situations. It results in organized and coordinated courses of action with clearly identified institutional roles and resources, information processes, and operational arrangements for specific actors at times of need. Based on scenarios of possible emergency conditions or hazardous events, it allows key actors to envision, anticipate and solve problems that can rise during disasters. Contingency plans need to be regularly updated and exercised. 14. Cost-Benefit Analysis (CBA) - is the social appraisal of marginal investment projects and policies which have consequences over time. CBA uses welfare economics criteria rather than

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commercial criteria, correcting project appraisal for market failure. It attached monetary values to externalities such as environment. 15. Critical Asset - shall include facilities, business systems, equipment, manpower, logistics and all other related electric cooperative resources that if damaged, destroyed, or otherwise made unavailable would cause significant loss of life, risk to public health, social unrest and/or inability to deliver efficient, reliable and sustainable supply of power affecting the viability of the electric cooperative. 16. Critical Infrastructure - is the physical structures, facilities, networks and other assets which provide services that are essential to the social and economic functioning of a community or society. 17. Chronic Stress - Environemntal degradation and other natural or man-made factors that cuse underlying damage without directly leading to a full blown disaster. Examples might include issues such as over-use of groundwater, pollution or deforestation. Chronic stresses are not directly focus of the UNISDR Scorecard. They may however make disasters more likely, or more severe, or reduce the ability of a city or community to respond to them. Chronic stress is one end of the continuum the other being acute shock. 18. Disaster - a serious disruption of the functioning of a community or a society involving widespread human, material, economic or environmental losses and impacts, which exceeds the ability of the affected community or society to cope using its own resources. Disasters are often described as a result of the combination of: the exposure to a hazard; the conditions of vulnerability that are present; and insufficient capacity or measures to reduce or cope with the potential negative consequences. Disaster impacts may include loss of life, injury, disease and other negative effects on human, physical, mental and social well being, together with damage to property, destruction of assets, loss of services, social and economic disruption and environmental degradation. 19. Disaster Mitigation - the lessening or limitation of the adverse impacts of hazards and related disasters. Mitigation measures include but not limited to the engineering techniques and hazard- resistant construction but includes as well as improved environmental policies and programs and public awareness. 20. Disaster Preparedness - the knowledge and capacities developed by governments, professional response and recovery organizations, communities and individuals to effectively anticipate, respond to, and recover from - the impacts of likely, imminent or current hazard events or conditions. Preparedness action is carried out within the context of disaster risk reduction and management and aims to build the capacities needed to efficiently manage all types of emergencies and achieve orderly transitions from response to sustained recovery. Preparedness is based on a sound analysis of disaster risk, and good linkages with early warning systems, and includes such activities as contingency planning, stockpiling of equipment and supplies, the development of arrangements for coordination, evacuation and public

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information, and associated training and field exercises. These must be supported by formal institutional, legal and budgetary capacities. 21. Disaster Prevention - the outright avoidance of adverse impacts of hazards and related disasters. It expresses the concept and Intention to completely avoid potential adverse Impacts through action taken in advance such as construction of dams or embankments that eliminate flood risks, land-use regulations that do not permit any settlement' in high-risk zones, and seismic engineering designs that ensure the survival and function of a critical building in any likely earthquake. 22. Disaster Response - the provision of emergency services and public assistance during or immediately after a disaster in order to save lives reduces health impacts, ensure public safety and meet the basic subsistence needs of the people affected. Disaster response Is predominantly focused on immediate and short-term needs and is sometimes called "disaster relief." 23. Disaster Risk - the potential disaster losses in lives, health status, livelihood, assets and services, which could occur to a particular community or a society over some specified future time period. It is mathematically expressed as (Hazard x Vulnerability) where Hazard = (Frequency + Severity) and Vulnerability = (Exposure/Capacity). 24. Disaster Risk Reduction - the concept and practice of reducing disaster risks through

systematic efforts to analyze and manage theDRAFT causal factors of disasters, including through reduced exposures to hazards, lessened vulnerability of people and property, wise management of land and the environment, and improved preparedness for adverse events. 25. Disaster Risk Reduction and Management (DRRM)- the systematic process of using administrative directives, organizations, and operational skills and capacities to implement strategies, policies and improved coping capacities in order to lessen the adverse Impacts of hazards and the possibility of disaster. Prospective disaster risk reduction and management refers to risk reduction and management activities that address and seek to avoid the development of new or increased disaster risks, especially if risk reduction policies are not put in place. 26. Disaster Risk Reduction and Management Information System - a specialized database which contains, among others, information on disasters and their human material, economic and environmental impact, risk assessment and mapping and vulnerable groups. 27. Early Warning System - the set of capacities needed to generate and disseminate timely and meaningful warning information to enable individuals, communities and organizations threatened by a hazard to prepare and to act appropriately and in sufficient time to reduce the possibility of harm or loss. A people-centered early warning system necessarily comprises four key elements: knowledge of the risks; monitoring, analysis and forecasting of the hazards; communication or dissemination of alerts and warnings; and local capabilities to respond to the

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warnings received. The expression "end-to-end warning system" is also used to emphasize that warning systems need to span all steps from hazard detection to community response. 28. Economic Loss - a total economic impact that consists of direct and indirect economic losses. Direct economic loss, nearly equivalent to physical damage, is the monetary value of total or partial distruction of physical assets existing in the affected area. Indirect economic loss is a decline in economic value added as consequence of direct economic loss and/or human and environmental impacts. 29. Effect - is a deviation from the expeted – positive and/or negative. 30. Elements At Risk - are persons, buildings, crops or other societal components exposed to known hazard, which are likely to be adversely affected by the impact of the hazard. For risk assessment, it is essential to collect data about such elements as it will help to prioritize while the risk reduction measures have to be proposed. 31. Emergency - unforeseen or sudden occurrence, especially danger, demanding immediate action. 32. Emergency Management - the organization and management of resources such as volunteers, funds, donations, food and non food items, temporary/evacuation centers, and responsibilities for addressing all aspects of emergencies, in particular preparedness, response and initial recovery steps. 33. Exposure - the degree to which the elements at risk are likely to experience hazard events of different magnitudes. It is an extent to which an organization and/or stakeholder is subject to an event. It is the situation of people, infrastructure, housing, production capacitis and other tangible human assets located in hazard-prone areas. Measures of exposure can include the number of people or types of assets in an area. These can be combined with the specific vulnerability and capacity of the exposed elements to any particular hazard to estimate the quantitative risks associated with that hazard in the area of interest. 34. Evacuation - is moving people and assets temporarily to safer places before, during or after the occurrence of a hazardous event in order to protect them. 35. Event - Occurrence or change of a particular set of circumstances. It can be one or more occurences, and can have several causes. It can consist of something not happening; sometimes be referred to as an incident or accident. An event without consequences can also be referred to as a “near miss, incident, near hit, or close call.” 36. Financial Modelling - is the task of building an abstract representation (a model) of a real world financial situation. This is a mathematical model designed to represent a simplified version of the performance of a financial asset or portfolio of a business, project, or any other investment.

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37. Focus Group Discussion – approach of gathering together people from similar backgrounds or experiences to discuss a specific topic of interest. 38. Force Majeure - an event that is a result of elements of nature that cannot be reasonsably anticipated or controlled, such as typhoon, storm, tropical depression, flood, forest fire, drought, volcanic eruption, earthquake, tidal wave, storm surge, sinkholes or landslide, or other catastrophes. 39. Fortuitous event - shall refer to an act of war, sabotage, blockage, terrorism, revolution, riot, insurrection, civil commotion or any violent or threatening action. 40. Geographic Information System - a database which contains, among others, geo-hazard assessments, information on climate change, and climate risk reduction and management. 41. Grass Roots Organizations - are groups (community emergency response organizations) that exist to create disaster resilience at the local level, whether set up specifically for the purpose or serving some other purposes but willing and able to play a disaster resiliency role, such as churches, business round tables, youth organizations, food kitchens, neighborhood watch, day centers, and clubs, among others. 42. Hazard - is a risk source of potential harm such as a dangerous phenomenon, substance, human activity or condition that may cause loss of life, injury or other health impacts property damage, loss of livelihood and services, social and economic disruption, or environmental degradation. It may be natural, anthropogenicDRAFT or socio-natural in origin. Hazards include biological, environmental, geological, hydro-meteorological, and technical processes and phenomena. Hazardous event is the manifestion of a hazard in a particular place during a particular period of time. 43. Ishikawa or Fishbone Analysis - Ishikawa diagrams are causal diagrams created by Kaoru Ishikawa that show the causes of a specific event. Common uses of the Ishikawa diagram are product design and quality defect prevention to identify potential factors causing an overall effect. Each cause or reason for imperfection is a source of variation. 44. Land-Use Planning - the process undertaken by public authorities to identify, evaluate and decide on different options for the use of land including consideration of long-term economic, social and environmental objectives and the implications for different communities and interest groups, and the subsequent formulation and promulgation of plans that describe the permitted or acceptable uses. 45. Likelihood - chance of something happening wether defined, measured or determined objectively or subjectively, qualitatively or quantitatively, and described using general terms or mathematically (such as a probability) or a frequency over a given time period. “Likelihood” has no direct equivalent in some languages, instead, the equivalent term of “probability” is often used. However, the latter is often narrowly interpreted as a mathematical term. Therefore in

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risk management terminology, “likelihood” is used with the intent that it should have the same broad interpretation as the term “probability” has in many languages other than English. 46. Mitigation - structural and non-structural measures undertaken to limit the adverse impact of natural hazards, environmental degradation, and technological hazards and to ensure the ability of at-risk communities to address vulnerabilities aimed at minimizing the impact of disasters. Such measures include, but are not limited to, hazard-resistant construction and engineering works, the formulation and implementation of plans, programs, projects and activities, awareness raising, knowledge management, policies on land-use and resource management, as well as the enforcement of comprehensive land-use planning, building and safety standards, and legislation. 47. Most Severe - a disaster-causing hazard and its severity computed to be at the top 10% probability distribution (preferred) or assessed as “worst case” through expert judgment or other ad hoc estimation. 48. Most Probable – a disaster-causing hazard and its severity computed to be at the midpoint of a probability distribution (preferred) or assessed as “typical;” through expert judgment and other ad hoc estimation. 49. National Disaster Risk Reduction and Management Framework or NDRRM Framework - provides for comprehensive, all hazards, multi-sectoral, inter-agency and community-based approach to disaster risk reduction and management. 50. National Disaster Risk Reduction and Management Plan or NDRRMP - the document to be formulated and implemented by the Office of Civil Defense (OCD) that sets out goals and specific objectives for reducing disaster risks together with related actions to accomplish these objectives. The NDRRMP shall provide for the identification of hazards, vulnerabilities and risks to be managed at the national level; disaster risk reduction and management approaches and strategies to be applied In managing said hazards and risks; agency roles, responsibilities and lines of authority at all government levels; and vertical and horizontal coordination of disaster risk reduction and management in the pre-disaster and post-disaster phases and the budgetary resources to implement the plan. It shall be in conformity with the NDRRM Framework. 51. Objective Tree Analysis - is a project planning tool that helps to analyze and graphically break down objectives into smaller and more manageable parts. 52. Pareto Principle - (also known as the 80/20 rule, the law of the vital few, or the principle of factor sparsity) states that, for many events, roughly 80% of the effects come from 20% of the causes. Italian economist Vilfredo Pareto developed the concept in the context of the distribution of income and wealth among the population. 53. Perception - it is a stakeholder’s view on a risk. Risk perception reflects the stakeholder’s needs, issues, knowledge, belief and values.

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54. Post-Disaster Recovery - the restoration and improvement where appropriate, of facilities, livelihood and living conditions of disaster-affected communities, including efforts to reduce disaster risk factors, in accordance with the principles of "build back better." 55. Preparedness - pre-disaster actions and measures being undertaken within the context of disaster risk reduction and management and are based on sound risk analysis as well as pre- disaster activities to avert or minimize loss of life and property such as, but not limited to, community organizing, training, planning, equipping, stockpiling, hazard mapping, insuring of assets, and public information and education initiatives. 56. Prevention – activities and measures to avoid existing and new disaster risks. Disaster prevention expresses the concept and intentiona to completely avoid potential adverse impacts of hazardous events. While certain disaster risks cannot be eliminated, prevention aims at reducing vulnerability and exposure in such contexts where as a result the risk is removed. Examples include dams or embankments that eliminate flood risks; land-use regulations that do not permit any settlement in high risk zones; seismic engineering designs that ensure the survial and function of a critical building in an likely eqarthquake; and immunization against vaccine- preventable diseases. Prevention measures can also be taken in or after a hazardous event or disaster to prevent secondary hazards or their consequences such as measures to prevent water contamination. 57. Private Sector - the key actor in the realm of the economy where the central social concern and DRAFT process are the mutually beneficial production and distribution of goods and services to meet the physical needs of human beings. The private sector comprises private corporations, households and nonprofit institutions serving households. 58. Probability - measure of the chance of occurrence expressed as a number between [0] or [1], where [0] is impossibility and [1] is absolute certainty. 59. Problem Tree Anaylsis - is a pictorial representation of a problem, its causes and its consequences. This analysis tool helps the project team get a quick glance of how a range of complex issues contribute toward a problem and how this problem branches out into a set of consequences. 60. Protection - measure intended to preserve citizens, residents, visitors, and asset against the greatest threats or hazards in a manner that allows our interests, aspirations, and way of life to thrive. 61. Public Sector Employees - all persona (rank-and-file and officials) in the civil service. 62. Rehabilitation - measures that ensure the ability of affected communities/areas to restore their normal level of functioning by rebuilding livelihood and damaged infrastructures and increasing the communities organizational capacity.

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63. Recovery - refers to the restoration and improvement where appropriate, of facilities, livelihood and living conditions of disaster-affected communities, including efforts to reduce disaster risk factors, in accordance with the principle of Build Back Better. 64. Reconstruction - the medium and long-term rebuilding and sustainable restoration of resilient critical infrastructures, services, housing, facilities and livelihoods required for full functioning of a community or a society affected by a disaster, aligning with the principles of sustainable development and Build Back Better, to avoid or reduce future disaster risk. 65. Rehabilitation - The restoration of basic essential services and facilities for the normal or near- normal functioning of a community or a society affected by a disaster, e.g. shelter/temporary house, water and electricity. 66. Relief - a measure required in search and rescue of survivors, as well as to meet the basic needs for shelter, water, food and health care. Intervention aimed at meeting the immediate needs of the victims of a disastrous event. 67. Resilience - the ability of a system, community or society exposed to hazards to resist, absorb, accommodate, adapt to, transform and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its Essential basic structures and functions thorugh risk management. It is the adaptive capacity of an organization in a complex and changing environment to recover from its effects. 68. Resilience Dividend - the capacity of any entity, ranging from an individual, a corporation or a society, to pre-emptively prepare for sudden disruptions that were unpredicted, to recover from them and then to take advantage of new opportunities produced by the disruption for further growth and expansion. 69. Response - any concerted effort by two or more agencies, public or private, to provide assistance or intervention during or immediately after a disaster to meet the life preservation and basic subsistence needs of those people affected and in the restoration of essential public activities and facilities. 70. Retrofitting - reinforcement or upgrading of existing structures to become more resistant and resilient to the damaging effects of hazards. It requires consideration of the design and function of the structure, the stresses that the structure may be subject to from particular hazards or hazard scenarios, and the practicality and costs of different retrofitting options. Examples of retrofitting include adding bracing to stiffen walls, reinforcing pillars, adding steel ties between walls and roofs, installing shutters on windows, and improving the protection of important facilities and equipment. 71. Risk - effect of uncertainty on objetives (ISO 31000:2009). It is the potential for an unwanted outcome resuting from an incident or occurrence. It is the combination of the probability (likelihood or frequency) of an event and its negative consequences. Objectives can have different aspects (such as financial, health and safety, and environmental goals) and can apply at

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different levels (such as strategic, organization-wide, project, product and process). Uncertainty is the state, even partial, of defiency of information related to, understanding or knowledge of, an event, its consequence, or likelihood. 72. Risk Assessment - a methodology to determine the nature and extent of risk by analyzing potential hazards and evaluating existing conditions of vulnerability that together could potentially harm exposed people, property, services, livelihood and the environment on which they depend. Risk assessments with associated risk mapping include: a review of the technical characteristics of hazards such as their location, intensity, frequency and probability; the analysis of exposure and vulnerability including the physical, social. health, economic and environmental dimensions; and the evaluation of the effectiveness of prevailing and alternative coping capacities in respect to likely risk scenarios. 73. Risk Management - the systematic approach and practice of managing uncertainty to minimize potential harm and loss. It comprises risk assessment and analysis, and the implementation of strategies and specific actions to control, reduce and transfer risks. It is widely practiced by organizations to minimize risk in investment decisions and to address operational risks such as those of business disruption, production failure, environmental damage, social impacts and damage from fire and natural hazards. 74. Risk Transfer - the process of formally or informally shifting the financial consequences of particular risks from one party to another whereby a household, community, enterprise or state DRAFT authority will obtain resources from the other party after a disaster occurs, in exchange for ongoing or compensatory social or financial benefits provided to that other party. 75. Root Cause Analysis – analysis of a major loss to prevent recurrence. It focuses on asset losses due to various types of failures. 76. Scenario - a comprehensive assessment of the severity, probability of a hazard and its total impact - the exposure and vulnerability of an organization to loss of life, damage or other adverse impact in the resulting disaster. As a minimum, an organization will ideally have two scenarios - one for the “most probable” event and one for the “most severe.” 77. Single Point of Coordination (SPC) - person or group/committee (with subgroups or sub- committees are required) from which all organizations with any role in the disaster resilience accept direction or guidance in resilience matters, and to which they report on such matters. 78. Standard Operating Procedure (SOP) - pre-rehearsed processes and procedures for emergency response. 79. State of Calamity - a condition involving mass casualty and/or major damages to property, disruption of means of livelihoods, roads and normal way of life of people in the affected areas as a result of the occurrence of natural or human-induced hazard. 80. Stockpiling - refers to the disaster mitigation process of identification and procuring essential inventory items beforehand.

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81. Systems - refer to administrative directives, organizations, operational skills and capacities, policies, guidelines, plans to implement strategies and improved coping capacities to lessen the adverse impacts of hazards. 82. Sustainable Development - development that meets the needs of the present without compromising the ability of future generations to meet their own needs. It contains within it two (2) key concepts: (1) the concept of "needs", in particular, the essential needs of the world's poor, to which overriding priority should be given; and (2) the idea of limitations imposed by the state of technology and social organizations on the environment's ability to meet present and future needs. It is the harmonious integration of a sound and viable economy, responsible governance, social cohesion and harmony, and ecological integrity to ensure that human development now and through future generations is a life-enhancing process. 83. SWOT Analysis - is a strategic planning tool for identifying and analyzing the objectives and plans of a business in terms of strengths (S), weaknesses (W), opportunities (O) and threats (T). 84. Structured “What-If” Technique (SWIFT) – A system of prompting a team to identify risks. Normally used within a facilitated workshop, linked to a risk analysis and evaluation technique. 85. Threats - are hazardous natural or man-made occurrences which have high probability of damaging or destroying electric cooperative assets or causing serious injury or loss of life, social and environmental disruption or environmental damage. For the purpose of calculating risk, the threat of an intential hazard is generally estimated as the likelihood of an attack (that accounts for both the intent and capability of the adversary) being attempted by an adversary; for other hazards, threat is generally estimated as the likelihood that a hazard will manifest. Example: Analysts suggested that the greatest threat to the building was from specific terrorist attacks. 86. Vulnerability - the characteristics and circumstances of elements at risk (EAR are individual, community, system or asset) that make it susceptible to the damaging effects of a hazard. Vulnerability may arise from conditions determined by various physical, social, economic, and environmental factors (such as poor design and construction of buildings, inadequate protection of assets, lack of public information and awareness, limited official recognition of risks and preparedness measures, and disregard for wise environmental management) which increase the susceptibility of EAR to the impact of hazards. Positive factors which increase the ability of people to cope with hazards are called Capacity. 87. Vulnerable and Marginalized Groups - those that face higher exposure to disaster risk and poverty including, but not limited to, women, children, elderly, differently-abled people, and ethnic minorities.

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U.S. Agency for International Development 1300 Pennsylvania Avenue, NW Washington, DC 20523 Tel: (202) 712-0000 Fax: (202) 216-3524 www.usaid.gov

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