A Communitybased Disaster Risk Reduction and Management (CBDRRM) Strategy Powered by Frontline SMS

Background

Through a series of risk analyses conducted by the group with all member-barangays of PFCWA (Brgys. 770, 771, 772, 774, 776, 777, 779), the need for a more comprehensive disaster risk reduction and management strategy for the Pasigline area has been found to be more important now than ever.

In 2007, a study conducted by the National Disaster Coordinating Council (NDCC) in partnership with the Asian Disaster Preparedness Center of the United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP) and the Disaster Preparedness Program of the European Commission’s Humanitarian Aid Department (DIPECHO) identified critical success factors in the development of a Community-based Disaster Risk Management (CBDRRM) program in the Philippines. It highlights the value of community-ownership, multi-stakeholder participation, education and capacity building, community design, and exit strategy. Existing CBDRRM programs across the country were found to be lacking in the following areas: political commitment and institutional arrangements of LGUs’ especially regarding funding; risk identification, assessments, monitoring and early warning.; knowledge management, risk reduction and risk transfers (ADPC, 2008).

In order to address the pressing need of the PFCWA communities in light of disaster risk reduction and management, the group has proposed a more human-centered and sustainable Community-based Disaster Risk Management (CBDRRM) Program focusing on Prevention and Mitigation and Disaster Preparedness. This model aims to address some, if not all, of the known gaps in the implementation of existing CBDRRM programs in the country. It shall focus on innovative ways to instill community awareness and involvement. This involves the utilization of technology such as the use of Short Messaging Service (SMS) as a key component in the implementation of the program. It also aims to develop strategies that foster sustainable linkages with key stakeholders such as the local government units.

Among the member-barangays comprising the PFCWA community, the group has chosen Barangay 774 as the prototype barangay for the program implementation because majority of the focus group discussions between the group and PFCWA leaders are usually held in this barangay. In addition, this barangay has a stronger relationship with the LGU. For these reasons, the group believes that it will not only be more convenient but also it will have more support if the program will be initially implemented in this barangay.

Value added

Customized

LIGTAS 774

technology

Community based ==> A CBDRRMM strategy will not only address the issue on disaster preparedness of the community but will also allow PFCWA to repackage itself as a people’s organization geared towards community development, thereby getting the whole community involved in the process. It will also serve as a venue for the officers and members to develop their management skills, most importantly on the area of finance.

Scope

This specific project will include household interviews for the situational analysis, and focused group discussions (FGDs) for the strategic planning and its implementation. It shall include the stakeholders of the community, most especially the officers and members of PFCWA, and the local government officials. The project may or may not be submitted to the National Disaster Management Council for approval. The group may not be held liable for any untoward occurrences during the course of its implementation.

Strategic Thrust

Making use of these resources to operationalize the PFCWA’s MISSION and VISION, the group shall adopt the following Strategic Thrusts:

Develop, implement and maintain an effective community-based disaster risk reduction management program that will prepare the community, enable them to efficiently respond during the disaster, and equip them in terms of post-disaster rehabilitation.

Support capacity building for local community leaders and members Provide training to young leaders and initiate strategic fund raising programs to ensure

the sustainability of the project. Establish networks with non-governmental organizations and other communities to allow

growth, develop partnerships and build an alliance.

ObjectivesThe objectives of Ligtas 774 are aligned with the first two priority areas of the CBDRRM:

(1) Prevention and Mitigation and (2) Disaster Preparedness.● Increase the level of awareness of Barangay 774 to the threats and impacts of all

hazards, risks and vulnerabilities● Enhance capacities of Barangay 774 to reduce their own risks and cope with the impacts

of all hazards● Develop and implement comprehensive local disaster preparedness policies, plans and

systems● Equip Barangay 774 with the necessary skills to cope with the negative impacts of a

disaster

● Reduce vulnerability and exposure of Barangay 774 to all hazards● Increase the capacity of public, private and civil groups and institutions.

Methodology ==> participatory planning● Phase 1: Situational Analysis

○ Preparatory planning○ Data gathering for the community hazard map, household and community risk and

resources survey○ Exposure to best practices, success stories, and innovations on CBDRRM strategies in

other communities○ Identification of potential partner agencies○ Encoding and analysis of collected information

● Phase 2: Strategic planning with key community stakeholders and potential partner agencies

○ Brainstorming of solutions and innovations○ Prototyping, feasibility testing and pilot testing○ Community consultation on proposed solutions and innovations

● Phase 3: Implementation and Handholding○ Recruitment and Training of CBDRRM Team○ Social Marketing and program launching○ Assisted Implementation and Capability enhancement○ Technology transfer and handholding

● Phase 4: Documentation of Systems, Policies and Processes

The following section regarding pre-disaster, mid-disaster, and post-disaster measures were made with the theoretical framework of Noji and Sivertson (2007):

Pre-Disaster - Disaster Preparedness improve discussionCritical Community Preparations

The community will be assessed to determine their level of emergency preparedness. For flood and fire preparedness, the community will set up systems that will help reduce disaster risk. These will include a monthly community drainage unclogging program, vaccination programs (Tetanus, etc.), identification of fire risk zones like areas with fire history, congested electrical wiring, buildings constructed with shabby materials, and hard to access areas, and attempts to minimize fire risk.

Expand plan discussion on decloggingExpand plan discussion on vaccinaiton

Protocols, Simulations, and Drills

There will also be formulation of evacuation protocols within the family and within the community in order for members of the community to be educated on what to do when a disaster occurs. Upon formulation of evacuation protocols, there will be implementation of evacuation drills on fire and flood scenarios within the family and within the community to ensure that both the family and the community are aware and capable of implementing the evacuation protocols and locating the evacuation routes and areas in cases of disaster. There will be integration of fire and flood risk zone map into community iMap.

Social workers, community leaders, and other assigned community members will undergo training regarding how and when to operate the FrontlineSMS for fire and flood situations and other updates. Pre-made messages and templates will be constructed for easy information dissemination. Continuous updates and reminders will be sent to the members of the community regarding fire and flood risk reduction and other community updates.Epidemic Preparedness

For disease epidemics, there will be a collection of data regarding common diseases and diseases brought about by disasters. Upon collection of data, a flowchart on how to manage cases will be formulated for easier handling of cases. In addition, there will be continuous health updates and awareness on new or trending diseases. Health workers will undergo training on primary health care and management of cases following the flow chart. The community will also collaborate with health care facilities and government agencies for vaccinations.

Communication SystemsBefore the disaster, there will be continuous updates sent to the community to keep

them informed of the current status of the disaster. These will include keeping the community aware of the presence of disaster warning systems like FrontlineSMS and sirens, daily weather condition updates, household fire hazard reminders, and information on the evacuation areas. In the event of a disaster, timely warnings and information will be sent to the members of the community regarding where the fire is located, when it occurred, possible evacuation areas, and danger zones which may be affected eventually.

The community and the individual families should prepare emergency kits which contain water enough for the family, canned food, flashlights, first aid kit, medicines, and an emergency plan which has a checklist of things to do and a list of emergency contact information. Emergency contact information should be available, which includes hotlines of police and fire stations, barangay captain, and hospitals. Within the family, the members should identify an emergency contact person who lives in an area distant from the disaster area whom they may be able to contact.

Information on guidelines for management of specific diseases or illnesses will be disseminated throughout the community. Information regarding proper home-care for affected patients will be spread to members of the community in order for them to be informed and knowledgeable in handling cases.

Disaster Effects MitigationDuring a flood or fire, information will be sent regarding hazard avoidance like avoiding

areas subject to sudden flooding or where fire may spread to, being wary of water-covered roads, avoiding swimming in flood water, and others. Search and rescue procedures will be conducted and provision of first aid services and emergency medical assistance will be made available.

Disaster surveillance will be conducted to determine the extent of the damages which includes assessing the amount of destruction of land and property and the health risks posed and to account for the number of injuries and casualties. Management and identification of needs and resources available will be done thereafter in order to equally and urgently distribute resources to victims. In addition to this, the community will reach out and tap stakeholders to provide relief efforts in order to provide for the victims especially when resources are sparse. FrontlineSMS will be used to direct relief efforts and disseminate information.

During a disease epidemic, a triage will be in place in order to prioritize cases, provide adequate management, and properly allocate resources. In addition, there will be an assessment of the severity and extent of the disease epidemic.

Post Disaster Coping and RebuildingThe effectiveness of the interventions will be evaluated and efforts will be made in order

to repair and restore damaged infrastructures. Long term follow-up and rehabilitation will be done in order to ensure that the community will be able to restore itself to a functional level. Continuous research and development will be done in order to improve the use of FrontlineSMS for disaster preparedness.

Recommended Components/Features of the Project

Human resources (Org structure)Financing (resoruce generation, Code of Financial Procedures)

Information Management: Frontline SMS

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.The information-dissemination and communication channels for Ligtas 774 will be mainly

through the Frontline SMS platform. Due to the widespread use of SMS, all people who have access to mobile phones will be able to use the service provided by this CBDRRM model. In fact, this transcends economic boundaries and will also apply to other communities as well. As an adjunct, traditional ways of sending out information i.e. through posters and public announcement will also be utilized. These bulletin boards shall be strategically placed in areas with a lot of human and bystander traffic such as in sari-sari stores.

Ideally, the SMS expense along with the other basic and incidental expenses for the implementation of Ligtas 774 should be covered by the LGU or Barangay fund. As a contingency plan however, a subscription fee of 1 php per message sent by the server will be deducted to the customer’s current load. This is also to ensure that the project is not a “dole out situation” and the people are likewise invested in the endeavour.

Approach to program implementation will be system-based instead of project-based. This is to ensure that all efforts are concerted and not separate and disconnected from each other. There will also be regular program development activities to ensure the continuous improvement of the delivery of services. It is important to develop a manual for each stage of implementation and schedule an annual strategic planning and evaluation.

When the program has already been implemented, the group suggests that there should be constant updates in the content of messages sent to ensure community participation, avoid reader/receiver fatigue, capture greater attention, and keep the community interested in the program. Strategies may include the use of pop culture, local chismis, winning lottery numbers updates, and recent news among others. In addition, other mediums that can better convey the messages may also be explored. For instance, instead of the traditional SMS, MMS can be used in order to attach maps and other relevant images in the message. Voice files, web links, videos, songs may also be incorporated especially if an online platform is used. Celebrities and influential community people can be tapped to encourage greater participation and patronage of the program.

In order to ensure the continuity of Ligtas 774, a youth organization will be formed. It shall be named the PFCWA Junior league with their own junior officers. This will serve as the training pool of future leaders of the organization and will be shadowing the current officers. The organization can also make partnerships with other organizations that have expertise in the field and can lend their knowledge for the learning of the members.

Furthermore, if the program is successful and fully implemented, the community may continue to improve on it through different strategies. Realizing the centrality of sari-sari stores in the normal day to day lives of Filipinos as well as the massive traffic of people that they receive on a daily basis, they may establish a sari-sari store based information dissemination and advertising strategy where infoboards will be installed in partner sari-sari stores to serve as adjuncts and supplements to the existing SMS based information dissemination system. As an incentive, such a strategy can also help partners to expand their market and increase their income in the process. In addition, aside from the visual aids from the SMS messages, they may also adopt a multi sensory approach for Early Warning System where sirens are installed in key strategic areas in the community and sounded in times of emergency. They may also consider digitalizing the community hazard map and make it available to as many people as possible through the internet.

Ligtas 774 powered by Frontline SMSFrontlineSMS is a free open source software used by a variety of organizations to

distribute and collect information via text messages (SMS). Originally developed in 2005 for conservationists to keep in touch with communities in Kruger National Park in South Africa, FrontlineSMS enables users to connect a range of mobile devices to a computer to send and receive SMS text messages. The software works without an internet connection by connecting a device such as a cell phone or GSM modem with a local phone number. FrontlineSMS can send and receive messages, group contacts, respond to messages, and trigger other events. If internet access is available, FrontlineSMS can be connected to online SMS services and set up to feed incoming messages to other web or e-mail services. FrontlineSMS includes different features which enable messages to be filtered by keyword, or allows the submission of java based forms with FrontlineSMS Forms (http://www.frontlinesms.com).

Frontline SMS has been used to monitor national elections in the Philippines, Afghanistan and Nigeria. For example, in April 2007 it was used by the Network of Mobile Election Monitors (NMEM) to oversee the Nigerian presidential elections. Volunteers with mobile phones sent back reports from election booths to a central hub in an effort to prevent vote rigging.

After the 2010 earthquake in Haiti, FrontlineSMS team members helped establish the 4636 Short Code through other related organizations (Ushahidi, INSTEDD) to allow people on the ground to report emergency information (http://www.frontlinesms.com).

FrontlineSMS and its sister organizations are also improving the provision of healthcare in developing countries, where bad roads, long distances, and a shortage of healthcare workers make delivering care difficult. For instance FrontlineSMS:Medic uses the FrontlineSMS software to gather health data and assist in patient follow-up (http://www.frontlinesms.com)..

Community health workers use FrontlineSMS:Medic to transmit information about symptoms and follow up with patients much more quickly and efficiently (by sending a text

message rather than driving long distances over bad roads). When FrontlineSMS:Medic was first introduced in one area of Malawi, the local hospital doubled the number of tuberculosis patients treated over six months, while saving 2,100 hours in travel and work time and $3,500 in costs. The tool is now being used in 11 countries, mostly in sub Saharan Africa (http://www.frontlinesms.com).

Given these capabilities and features, Frontline SMS holds great potential as a medium in promoting awareness and galvanizing communities to be more prepared during disasters, as an early warning system for households and as a two way communication platform between responders and individuals, between the government and the people, between service providers and beneficiaries (http://www.frontlinesms.com).

Organizational Structure1. Committee on Research and Development

Role: Assess the community to identify risk and hazard exposure through risk and resources surveys and community hazard mapping. Collection of data for the community database.

2. Committee on Human Resource and ICSRole: Empowerment of the community to participate in identifying factors that increase their risks and exposures. Recruitment and training of members geared towards disaster prevention and preparedness. Evaluation and monitoring of the success or issues of the program.

3. Committee on Technology and LogisticsRole; Target the use of different technologies in the implementation of the different programs of the CBDRRM, particularly the use of SMS as a means of information dissemination in times of disaster.

4. Committee on FinancingRole Formulation of an effective financial management plan that the community will be able to use in creating a sustainable source of funding for the program.

5. Committee on ProgramsRole; Development of activities or programs which are relevant and timely for the community in line with disaster risk-reduction. E.g. Disaster-prevention programs in line with the different ‘themes’ of each month., i.e., March = Fire prevention month, June = balik-eskwela, July = preparation for the rainy season, etc.

6. Committee: PartnershipsRole: Build positive relationships with local government and other key stakeholders that can help the community implement and ensure continuity of the program through trainings, social support, and additional source of funding.

Implementation1. Community-based data gathering

a. Collecting community member data which includes member's name, family members, address, and cellphone number/s to form the frontline SMS database

2. Evaluation and improvement of systema. Identifying and addressing problems and issues of the system through feedback of selected community members who are randomly involved in a mini-trial run.

3. Official launch of information dissemination systema. Introducing the system through SMS blast to all members of the communityb. Providing proper and easily understood explanation of the purpose and significance of the information dissemination system.

4. Trial-run through community-based activitiesa. Using the system to promote community-based activities (e.g. sewage cleaning, general assembly, etc).b. Attendance and/or participation of community members as a means of feedback and monitoring.

5. Partnership with Local Government Unit (LGU)a. Involving barangay captains and social workers to monitor the community-based activitiesb. Increasing the involvement of government employees and volunteers

6. Partnership with community-based mini-markets (sari-sari stores)a. Involving owners of sari-sari stores to put up bulletin boards for government-based advertisement as a means to help disseminate information to the community it serves/covers.b. Incentive for owners includes the potential increase in sales as SMS sent to members will requirethem to go to the nearest sari-sari store to view government advertisement and remindersc. Information in these bulletin boards will provide complete and clear details of government advertisements and reminders which is not possible through SMS.

Upon approval of the implementation plan above, the group aims to have an implementation timeline as follows:

Phase 1:[2 months]

Preparation of the software program of SMS

Phase 2:[6 months]

Pitching and getting the involvement of PFCWA and the LGU’s of Baranggay 774

Phase 3:[3 months]

Evaluation and subsequent modification of the project as needed

Phase 4:[1 year]

Full implementation of the project and continuing evaluations

Step 1: Step 2: Step 3: *May partner

Piloting of the program with select members of the community

Collecting the cellphone numbers of the community

Beta-testing of the software program(at least 6 months)

with a telecommunications company if the project is successful after the Beta-test.

d. Other Organizational Support Needed From Partner OrganizationSince CBDRRM is a strategy recommended by the international community, a lot of

institutions can be tapped as partners for Ligtas 774. The implementation of Ligtas 774 requires people skills, communication and administrative skills, as well as technical skills on computer and financing. Technical training of leaders therefore is crucial. Beyond that, social marketing and development communications training is also necessary. These trainings can be provided for by KEOFI and the NDCC.

In terms of member development and growth on the other hand, partnership with the NDCC for training is a possible option. They can also tap on other NGOs such as the Red Cross, the United Nations White Helmet Committee, USAID and others which can also offer financial and systems support on top of skills training and even team building activities.

For the SMS part of the model, it is highly feasible to partner with telecommunications companies and ask if it is possible for them to do the following for free: (a) host a 3-digit emergency number which the people can use, (b) register the official Ligtas 774 as the official hotline thus letting it appear on the database of their entire network, and (c) provide free SMS and calls whenever the emergency hotline is used.

IV. Monitoring and Evaluation SystemEvaluation of the program shoukd be strengthened- discussion in last section is too sparse. Best to put measures in a table- the measures should be able to cover whats critical.

Every month after implementation, the group will get the response and feedback of the community regarding the project and its implementation through surveys and an open forum. Feedback will include awareness of the community regarding the CBDRRM project, the number of people/households participating, the participation and commitment of KEOFI, PFCWA, and the community in project implementation, the effects and changes in the community (household, environment), and the presence of hazards and disaster exposure (level of flood water, number of fires) after project implementation.

The group will also coordinate with the barangay captain to assign social workers to monitor community activities like proper garbage disposal, sewage cleaning, etc.

The group will coordinate with KEOFI and PFCWA leaders to obtain data regarding the impact of the program on the community after 6 months of implementation. Evaluation of the effectiveness of the program will be through various parameters which include:

1. community responsiveness to the information dissemination system2. community resilience3. increase or decrease in disaster exposure4. increase or decrease in deaths or injuries due to hazards or disasters5. sustainability of the program through various sources of funds.

Insert Budget made by joyce

Improvement of financing scheme how will colelctions be improved? How will the code of fiannacial procedures be improved mention in the strategy

recommendations the need for a fianncign scheme

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