Final Report

Philippines: Abra Earthquake

DREF operation Operation n° MDRPH047

Date of Issue: 31 March 2023 Glide number: EQ-2022-000273-PHL
Operation start date: 27 July 2022 Operation end date: 31 December 2022
Host National Society: Philippine Red Cross Operation budget: CHF 241,921
Number of people affected: 574,367 people (155,911 Number of people assisted: 54,209 people
families) (10,842 families)
Red Cross Red Crescent Movement partners currently actively involved in the operation: PRC worked
with the International Federation of Red Cross and Red Crescent Societies (IFRC) in this operation. The
International Committee of the Red Cross (ICRC) and six National Societies were also present in the
Philippines: American Red Cross, Canadian Red Cross, Finnish Red Cross, German Red Cross, Netherlands
Red Cross, and Spanish Red Cross.
Other partner organizations actively involved in the operation: Government coordination was led by the
National Disaster Risk Reduction and Management Council (NDRRMC). Government ministries and agencies
involved include the Department of Social Welfare and Development (DSWD), Local Government Units
(LGU), and the Philippine National Police Force. I/NGOs and UN agencies monitored the situation through
the Humanitarian Country Team (HCT) supported by the UN Office for the Coordination of Humanitarian
Affairs (OCHA).

Deployment of Health Caravan; medical doctor providing health consultation at the San Isidro
Gymnasium, Abra (Photo: PRC).
A. Situation analysis

Description of the disaster

A magnitude 7.0 earthquake stuck on 27 July 2022, with

the epicentre located in the municipality of Tayum,
province of Abra in Cordillera Administrative Region
(CAR) Region.

The Philippine Institute of Volcanology and Seismology

(Phivolcs) said the earthquake struck at 8:43 am, with a
tectonic origin and at a depth of 17 kilometres. The
agency warned of damage and aftershocks. There were
no tsunami warnings issued, as it was detected inland.
Abra is a landlocked region known for deep valleys and
mountainous terrain. The earthquake affected total of
11 provinces in Region I, II and CAR. Furthermore,
there were 13 landslides reported in Region I and CAR.
A total of 4,795 aftershocks were recorded, of which
1,208 were plotted and 70 were felt by the population,
with a magnitude ranging from 1.4 to 5.1.

The Sitrep No. 20 from the National Disaster Risk

Reduction and Management Council (NDRRMC)
issued on 22 August 2022 and the Terminal Report from the Department of Social Welfare and Development - Disaster
Response Operations Monitoring and Information Center (DSWD-DROMIC) issued on 7 January 2023 are summarized
in the table below:

Category Effects
• 1,748,258 population in the provinces reported intensity VI / VII and where people
stayed in evacuation centers (Abra, Ilicos Sur, Kalinga, Mountain Province, Benguet
Affected population and La Union).
• 574,367 individuals or 155,911 families were directly affected in 1,403 barangays, in
Region I, II and CAR.
Casualties and injured • 11 people died and 609 have been injured due to the earthquake effects.

Displaced – inside • 6,176 individuals or 1,910 families were displaced in 46 evacuation centres, according
evacuation centres to PRC assessment.
Displaced – outside
• 27,207 individuals or 6,490 families are displaced outside evacuation centers in CAR.
evacuation centres

Houses damaged • A total of 36,780 houses were damaged, of which 856 were totally damaged.

Damage to • 2,728 infrastructures were damaged in Region I, II, III, CAR and NCR. Total estimated
infrastructure cost PHP 2.65 billion (CHF 44 million).

Damage to Agriculture • PHP 74.89 million (CHF 1.26 million) estimated damaged.

Work or class
• 157 workplaces and 81 classes were suspended.
interruption
• 169 roads and 11 bridges were not passable.
• 48 cities/municipalities experienced power interruption/outage.
Social infrastructure
• 8 cities/municipalities suffered water system interruption/outage.
• 1 Hospital was damaged and transferred the patients to nearby facilities.
Summary of response

Overall response actions at the end of the DREF operation are summarized below:

Overview of Host National Society Response Action

The operations centre (OpCen) at the PRC national headquarters (NHQ) collected information, from the Chapters and
Red Cross 143 volunteers in the areas and issued disaster incident updates from the PRC Chapters activated their
initial response, such as, first aid and welfares services, coordination and rapid assessment. PRC coordinated with the
NDRRMC OpCen for possible response cluster activation. Local chapters also coordinated with their Municipal, and
Provincial DRRMCs.

As an auxiliary to the public authorities, PRC maintains a strong relationship with government bodies through
participation or collaboration with (i) the National Disaster Risk Reduction and Management Council (NDRRMC), (ii) the
provincial, municipal, and barangay (community) disaster risk reduction and management councils, and (iii) the local
government units defined in the Disaster Risk Reduction and Management Act 2010. The PRC participates in NDRRMC
meetings and coordinates with the Department of Social Welfare and Development (DSWD) and the Department of
Health. PRC headquarters and local chapters coordinate with the national and provincial disaster risk reduction and
management councils (NDRRMC and PDRRMCs).

PRC was identified as a key humanitarian partner of the government in fighting against COVID-19 under the landmark
"Bayanihan to Heal as One" Act (Bayanihan I) and the superseding "Bayanihan to Recover as One" Act (Bayanihan II).
The latter provided resources to continue the testing and treatment of COVID-19 and granted a stimulus package to
help households and businesses to recover from the secondary socio-economic impacts. Moreover, a 'Bayanihan to
Arise as One" Act (Bayanihan III) was under consideration, which provided further assistance for households in crisis,
micro, small and medium enterprises, as well as support to vulnerable people such as indigenous, unemployed, and
displaced.
Overview of Red Cross Red Crescent Movement in country

The IFRC Philippines Country Delegation supported the PRC in disseminating updates to the IFRC network in-country
and coordinated with the IFRC Asia Pacific Regional Office (APRO) in Kuala Lumpur under the IFRC Secretariat's
Emergency Response Framework. The PRC also hosted broader Movement coordination meetings involving the ICRC
and operational meetings to share information with partners. IFRC and PRC coordinated with ICRC on security-related
considerations as well as on potential complementarity of action where it was required.

A Regional Task Force meeting was held on 27 July with IFRC Country Delegation (CD) and APRO, to discuss the
current situation on the ground, the current response of PRC and possible assistance from IFRC. There are six National
Societies present in the Philippines: American Red Cross, Canadian Red Cross, Finnish Red Cross, German Red Cross,
Netherlands Red Cross and Spanish Red Cross. IFRC CD had close coordination with the in country PNSs.

IFRC is leading the Philippine Shelter Cluster in support of the government lead agency – Department of Human
Settlements and Urban Development (DHSUD). The in-country shelter cluster coordinator was active with providing
coordination support and technical assistance with the lead government agency. There were over 40 plus Shelter Cluster
members composed of UN Agencies, INGOs, National and Local NGOs, Civic Society Organizations and Academes.
Shelter Cluster coordinated with its partners on the response operations. Immediately after the Abra earthquake, the
Philippine Shelter Cluster convened to map out the next immediate actions of the partner shelter agencies. The cluster
facilitated to conduct the rapid structural valuation of buildings and houses in the Municipality of Bangued covering the
communities of Angad, Cosili East, Cosili West, Sagap, Dangandangla and Various.

Overview of non-RCRC actors in country

According to NDRRMC, total of PHP 185 million (CHF 3.1 million) worth assistance was provided by the Government.
Majority of which was food packs from the DSWD amounting to PHP 65 million (CHF 1.1 million).

Situational Report No. 4 of NDRRMC, the estimated cost of assistance provided by LGU and other stakeholders is PHP
5,442,226.73. Majority of which are food packs coming from the Department of Social Welfare and Development
amounting to PHP 3,520,297.80.

The government support and commitment as follows:

 DSWD: 111,817 food packs worth PHP 65 million (CHF 1.1 million). Furthermore, distribution of PHP 5,000
(CHF 88) to PHP 10,000 (CHF 175) cash aid depending on the severity of the damages.
 Office of Civil Defense (OCD): provision of drinking water as an initial intervention.
 Department of Public Works and Highways (DPWH): initial focus on clearing roads and fixing water sources
to follow.
 Regional Disaster Risk Reduction and Management (DRRM): provision of modular tents.
 LGU/ PLGU Abra: mobilization of portable solar purifier for barangays.

Information available through Shelter Cluster on other actors’ response: Adventist Development and Relief Agency
(ADRA), Catholic Relief Services (CRS) and CARITAS Philippines, Habitat for Humanity, IOM, Philippines, Philippine
Red Cross, OXFAM, and World Vision deployed teams to conduct assessments on the ground. In coordination with
DSWD and the Department of Housing and Urban Development, IOM deployed 3,000 USAID shelter-grade tarpaulins
and an eight-person Quick Response Team composed of CCCM, Shelter, WASH, Health/MHPSS to CAR.

The IFRC continuously coordinated with various government and non-government agencies, including members of the
Humanitarian Country Team (HCT). At the country level, PRC and IFRC participated in HCT meetings, both during
disasters and non-emergency times.

Duty of Care
Teams adhered to and practiced all precautionary measures outlined in the Asia Pacific COVID-19-safe Best Practice
Guide for Disaster response. Specifically, regarding person-to-person transmission, the National Society followed the
four key actions: plan, maintain physical distance, ensure hygiene 1, and identify and support vulnerable people.
Immediate actions were triggered as per guidelines if there was contact with a suspected/confirmed case of COVID-19
during the line of work. The PRC volunteers were insured and provided access to psychosocial support, and the security
of the volunteers was always a priority throughout the operation.

The operation was delivered to minimize the risk of COVID-19 transmission to disaster-affected people. The PRC
developed guidance to identify actions needed to safeguard the community and volunteers. WHEN REQUIRED, the
PRC provided COVID-19 testing before deployment to the field and upon returning to the office via the PRC molecular
laboratories. The Inter-Agency Task Force for the Management of Emerging Infectious Diseases (IAFT) coordinated
the government response to COVID-19. All activities carried out within this operation were coordinated with LGUs in
compliance with the national protocols set by the IAFT.
Needs analysis and scenario planning

Needs analysis

The preliminary analysis indicated that the earthquake was very strong and was very shallow, where it is believed that
shallower quakes tend to be more damaging than deeper quakes. In terms of exposure, total of 1,748,258 population
were living in the provinces reported intensity VI / VII and where people stayed in evacuation centers (Abra, Ilicos Sur,
Kalinga, Mountain Province, Benguet and La Union). According to NDRRMC report total of 574,367 individuals or
155,911 families were affected by the earthquake. Furthermore, according to flash report no.3 of AHA Center $872k
(USD) worth of infrastructure (total replacement cost) were concentrated within 245km of the epicenter. The likelihood
of impact to lifelines (power, communication, transportation) was moderate. Based on secondary data and information
from PRC chapters, immediate needs were identified which included food, emergency shelter, health (including PSS),
essential household items, water, sanitation and hygiene. Summary of immediate needs outlined below:

• Shelter: The earthquake damaged or destroyed infrastructure and was a need to support those families whose
houses were damaged and displaced with immediate shelter solutions. A total of 12,802 damaged houses were
reported: 12,645 partially damaged and 157 fully damaged. Many stayed in open areas exposed to the monsoon
rains, in evacuation centres, or with host families as their houses were not habitable or were in unsafe areas. There
was a need to consider medium-term shelter solutions such as the distribution of conditional cash, materials and
technical assistance. Furthermore, those displaced have not brought their belongings during evacuations, hence
there was a need to provide essential household items.

• Livelihoods and basic needs: There was a need to provide ready-to-eat meals for displaced families as many of
them were apprehensive about returning to their houses and unable to prepare meals. The earthquake disrupted
the daily lives of the affected population, and there was a need for multipurpose cash grants to support the survival
threshold for meeting other immediate household and food needs. The Government of the Philippines addressed
the cash need.

• Health: The earthquake put pressure on already stretched public health systems. Damages to the Abra Provincial
Hospital were reported, which required transportation of patients to nearby hospitals. There were hospitals and
health facilities without adequate supplies and human resources to cater to all the patients in need of services, and
a risk that facilities could become overwhelmed. Immediate First Aid (FA) and Psychosocial Support (PSS) including
Psychological First Aid (PFA) to the affected population were the most needed service at immediately after the
disaster; to support people with different mental health and psychosocial needs from the earthquake and the
continued threats of disease, including COVID-19. It was reported that families were sleeping in open areas due to
the fear of aftershocks, and not feeling safe to return to their homes. There was a pivotal need to provide the affected
population and the volunteers deployed with MHPSS. Furthermore, there was a need to deploy chapter medical
teams. Additionally provision of mosquito nets as part of the essential household items kit as there was a threat of
vector-borne diseases, such as dengue due to the monsoon season.

• Water, sanitation and hygiene (WASH): Earthquake damage the water system and disrupt access to water supply
and sanitation facilities. There was a need to mobilize water treatment units to provide safe drinking water to families
displaced and staying in evacuation centres; as well as temporary sanitation facilities. Due to the sudden nature of
the earthquake, families at evacuation centres required basic hygiene items and key hygiene messages.

• Protection, Gender, and Inclusion (PGI): Following disasters, protection concerns particularly regarding
separated and unaccompanied children, and young women known to increase. Vulnerable groups were at risk to
exploitation, traumatic experiences, and gender-based violence (GBV). Housing units of host families had limited
access to basic facilities that were safe for women and children. Addressing such risk were incorporated in the
response plans and in the messaging and community engagement of the PRC. Additionally, the provision of MHPSS
activities for children, as well as the setting up of child-friendly spaces where they can have opportunities for safe
play, recreation, and non-formal education, were identified as a priority need.
B. OPERATIONAL STRATEGY
Overall Operational objective:
The operational strategy and scope was based on the initial assessment conducted by PRC. This DREF operation met
the immediate needs of the most vulnerable people affected by the earthquakes in Tayum, Abra. A total of 10,842
families (54,209 people) in Abra and Ilocos Sur were supported with essential household items, emergency shelter
assistance, health, WASH and welfare services over four months.

• Shelter: This DREF allocation aimed to assist 400 families (2,000 people) affected by the earthquake by providing
the following essential household items; sleeping kit (two blankets, two sleeping mats, two mosquito nets), two jerry
cans, one hygiene kit. Families displaced outside the evacuation centers (target: 100 families (500 people)) were to
provide with family tent and hygiene kit per family. PRC mobilized the above essential household items from its pre-
positioned stocks and DREF funding was utilized to replenish the items. At least 400 families (2,000 people) were
to be assisted through shelter assistance.

• Livelihood: This DREF allocation aims to provide at least 1,000 hot meals per day/chapter, up to 14 days to the
people displaced and staying at evacuation centers. Targeting families inside evacuation centers. At least 3,000
people were to be assisted with hot meals in this sector.

• Health: This allocation supported PRC in addressing arising health concerns through health promotion and
mobilization of ambulance services, provision of first aid and mobilization of chapter medical teams in the affected
areas. Furthermore, this allocation supported the mobilization of assets and volunteers in the possibility of a larger
response and disease and outbreak prevention. In-line with the current COVID-19 situation in country, people were
be provided with facemasks based on their needs. Furthermore, IEC materials containing health messages were
printed and distributed at evacuation centres and communities. At least 3,000 people were to be assisted through
health assistance.

• WASH: This allocation supported the PRC in deploying water tankers and water purification units for the distribution
of safe and clean water until the damaged pipelines were fixed/repaired. It was expected that at least up to 30-day
water will be distributed in the affected areas. This was accompanied by health and hygiene promotion conducted
by Red Cross Action Teams (RCAT143) volunteers focused on epidemic prevention focusing on vector-borne
diseases, and safe water storage and utilization. A total of 700 families were to be provided with 2 jerry cans under
the essential household items mentioned in the above shelter section and during water distribution in the
communities. Total of 500 families were to be provided with 1 hygiene kit under the essential household items
mentioned in the above shelter section and during tent distribution to people displace outside evacuation centers.
Furthermore, if the displacement was more than one month, an additional hygiene kit were to be provided to each
family. These activities were coupled with information, communication, and education (IEC) materials. At least
10,000 people were to be assisted through WASH assistance.

• Protection, Gender and Inclusion: This allocation supported PRC in welfare activities at the evacuation centres,
including distribution of hot meals, provision of psychosocial support, and restoring family links. Child-Friendly
Spaces (CFS) were set up to conduct child-friendly activities, including educational ones for the children who were
in evacuation centres. Furthermore, children were provided with play kits. At least 10,000 people were to be
assisted through PGI assistance.

The DREF allocation supported conducting the needs assessments and the deployment of emergency response units
like the water search and rescue team. PRC led the response, and this DREF directly contributed to the overall PRC
plan of action and national appeal.

The operation was underpinned by a commitment to quality programming that involves:

• Continuous and detailed assessments and analyses to inform the design and implementation of the programme.
• A continuous process of adjustments based on these assessments.
• Adherence to protection, gender, and inclusion measures.
• Establish mechanisms to facilitate two-way communication, ensure transparency and accountability to disaster-
affected people, and highlight the nature of communication and information as a life-saving mechanism.
• Appropriate monitoring and evaluation informed the programme's management and delivery.

Human resources
All relief activities were be implemented by staff and Red Cross 143 volunteers (RC143 and RCAT143), and National
Disaster Response Team (NDRT) members from other chapters, where needed. The DREF Operation covered
insurance, COVID-19 testing, and visibility costs (bibs, caps, polo shirts, etc.) for volunteers supporting the response
efforts. IFRC CD supported PRC by providing technical support and ensured accountability and compliance concerning
the operation. Appropriate PPEs were provided for personnel involved in the DREF operation, given the health risks. In
addition, rapid response personnel were to be requested to support the response based on the need.

Communication
PRC Communications team supported by IFRC APRO communications ensured that Red Cross response efforts were
effectively communicated and visible amongst key public audiences on time. PRC staff and volunteers across the
country were actively contributed to institutional communications through its own social media networks. A composite
team of PRC communications officers worked together to generate high-quality photos, video clips, and news stories
for use across IFRC and PRC social media and other digital media platforms. Mobile messaging groups (via Facebook
Messenger) were set up between PRC's operations centre, Disaster Management Services (DMS), deployed
assessment teams, and PRC and IFRC communications' focal persons shared real-time information and data from
responders on the ground and vice versa.

Information technology and telecommunications

The DREF Operation covered the costs of mobile phone credits and internet cards for the chapters involved. PRC
ensured that staff and volunteers involved in the operation were accessible via mobile phones. Where necessary,
satellite phones were made available. The chapter had enough computer software and hardware capacity, and support
for the operational requirements.

Security
The PRC security framework applied to all PRC staff and volunteers throughout the DREF Operation duration. All PRC
staff and chapter volunteers were encouraged and supported to complete IFRC Stay Safe e-learning courses. Where
the presence of personnel under IFRC Security responsibility was needed and approved, the IFRC security framework,
including the IFRC Philippines country security regulations and contingency plans, applied to that person. An area-
specific security risk assessment was conducted for the operational area. Risk mitigation measures were identified and
implemented as required. This included security briefings for all IFRC personnel, movement monitoring for Field travel,
and availability of safety equipment. All IFRC must, and RCRC staff and volunteers were encouraged to complete the
IFRC Stay Safe e-learning courses, i.e. Stay Safe Personal Security, Stay Safe Security Management, and Stay Safe
Volunteer Security online training. Coordination with the ICRC was observed through regular information-sharing
following the existing and agreed-on RCRC Movement arrangements. However, in 2019, the provincial government of
Abra declared the armed opposition group as Persona Non-Grata which puts the Abra LGU as a hotspot for attacks as
retaliatory actions as part of the recovery efforts of their mass base and to widen their strongholds. Their strongholds
were in Balbalan, Lubuagan, and Lacub as manifested by their activeness in terms of movements and sightings in the
aforementioned areas. Mitigating efforts like staying away from these areas lessen the risk of getting in between the
rebels and the government troops in case a head-on armed encounter happens.

Community engagement and accountability (CEA)

Community engagement, accountability, and feedback/response mechanisms were integrated into the operation. CEA
ensured that affected populations have direct access to information on the nature and scope of services provided by
the PRC, together with processes that enabled community participation and ease of feedback collection and responses.
A Barangay Committee (BarCom) was formed to support community engagement as they were direct representatives
of their communities. The community can directly provide feedback to the BarCom members, which was essential for
continuous improvements of the programme implementation. BarCom was composed of a representative number of
community representatives – barangay/purok officials, representatives of all sectors in the community such as farmers,
elderly group, women's group, persons with disabilities, health workers, etc.

Planning, monitoring, evaluation, and reporting (PMER)

Reporting on the operation carried out as per the IFRC reporting standards. Regular updates were issued during the
operation's timeframe, with a final report issued within three months after the end of the operation. The operation team
have technical PMER capacity, and additional technical support was provided through the IFRC APRO PMER team.
The operation monitoring teams conducted field visits as needed, and this helped identifying and resolving any issues
where possible and necessary. Necessary tools and templates for regular data collection and reporting were adopted
from existing PMER resources.

Administration and finance

The IFRC provided the necessary operational support for review, validation of budgets, bank transfers, and technical
assistance to the PRC on procedures for justification of expenditures, including the review and validation of invoices.
PRC is accustomed to and competent in delivering these financial procedures to the required standards.

Logistics and supply chain

Logistics activities aimed to effectively manage the supply chain, including procurement, customs clearance, fleet,
storage, and transport to distribution sites as per the operation's requirements and aligned to IFRC's logistics standards,
processes and procedures. Logistics support for this operation was provided through the strong capacity of the PRC
logistics built over the last years, supported by an experienced IFRC CD logistics team. The main supply chain strategy
to meet immediate operational needs was to relocate required relief items for 400 families, including blankets, sleeping
mats, hygiene kits, jerry cans, and mosquito nets from PRC's existing prepositioned stocks. IFRC CD supported PRC
to mobilize and transport needed equipment and relief items to the affected areas. The IFRC replenished the items
released to meet immediate needs following IFRC standard procurement procedures. Items with the local specification
to meet the local cultural context were replenished locally by the IFRC logistics team, whereas IFRC standard relief
items, such as mosquito nets, hygiene kits and jerry cans, were replenished internationally by IFRC Global Humanitarian
Services & Supply Chain Management, Asia Pacific (GHS&SCM-AP) unit based in Kuala Lumpur, Malaysia. The
existing warehouse capacity of the PRC was enough to meet planned operational needs. The current prepositioned
stocks have sufficient stocks to support around 11,300 families (complete sets of Essential Household Items).

C. DETAILED OPERATIONAL PLAN

Shelter
People reached: 2,500
Male: 1,250
Female: 1,250

Indicators: Target Actual

Number of affected families will be provided with emergency shelter
support
400 500
Number of affected families will be provided with essential household
items
400 500
Narrative description of achievements

People in Abra and Ilocos Sur Provinces experienced most of the impact of the earthquake. After the earthquake
shook the area, residents immediately left their houses and took shelter in the designated evacuation centers.

With the intensity of the earthquake, several houses were left totally damaged or sustained severe damages, leaving
them uninhabitable. Some of the most vulnerable displaced families stayed outside their houses with the fear of
possible aftershocks, and safety concerns and/or stayed in the evacuation centers.

The local government authorities support the communities or families affected to check the integrity of the houses
before returning home to ensure the safety of the families or advised them to stay in their relatives and/or evacuation
centers temporarily.

The PRC mobilized the RC 143 volunteers, chapter staff and NHQ staff to conduct the rapid assessment and provide
the relief assistance. A total of 697 families were provided with essential household items. With the DREF funding,
PRC reached 500 families and 197 families were reached with PRC bi-lateral funding. The essential household items
included two blankets, two sleeping mats and two mosquito nets. PRC mobilized the above essential household items
from its pre-positioned stocks and DREF funding was utilized to replenish the items.

Essential Household Item distribution to the people affected by Abra earthquake (Photo: PRC).
 Table 2: Number of families provided with essential household items

# of families
Province Municipality/City Barangay
Served
Bangbangar 2
Bangued Sagap 8
Ubbog 5
Manabo Madago San Ramon East 3
Abra Pidigan Suyo 16
Pilar Poblacion 48
Tubo Supo 148
Villaviciosa Poblacion 70
Sub Total 300
Bantay Poblaction 10
Burgos Mapanit 20
Nagbukel Taleb 35
Matibuey 82
Ilocos Sur San Emilio
Tiagan 46
Sto. Domingo Paras 2
Vigan Brgy. III 5
Sub Total 200
Grand Total 500

Moreover, PRC extended support to families living outside the evacuation centers by providing 33 family tents, from its
bilaterally received stock.

The shelter cluster facilitated to conduct rapid structural valuation of buildings and houses in the Municipality of
Bangued covering the communities of Angad, Cosili East, Cosili West, Sagap, Dangandangla and Various. A total of
343 structures were assessed, of which 177 were tagged as inspected, 142 were under of restricted use and 24 were
off limits. In addition, the shelter cluster coordinated the distribution of more than 3,000 shelter-grade tarpaulins and
construction of transitional shelters.

As there were no proper roads or the roads/bridges were damaged, community together with staff and volunteers had to use carts or carry items to the
affected areas (Photo: PRC).

Challenges
• Chapter building deemed unsafe to continue work.
• Furthermore, affected areas were mountainous and had no proper roads, some of the roads/bridges were
damaged, hence had access issued. Where the teams had to carry the items to the affected areas.
• COVID-19 pandemic; travel restrictions and community/staff/volunteers contracting the virus. This led to
postponing planned activities. Limited the number of trained staff/volunteers who were otherwise available for
deployments.
Lessons Learned
• Operation center was transferred outside the chapter to a safe location and to continue the emergency
operation.
 • Future operations shall be delivered in a manner that minimizes the risk of COVID-19 transmission for people
and staff/volunteers of PRC in the affected areas. Trained staff/volunteers from other operations could be
deployed in needed.
• Capacity building identified as a key area to enhance the skills and knowledge of staff/volunteers, who could
be deployed in future response operations. Disaster Assessment, Relief Management and Relief Distribution
Simulation Exercises were identified as some of the key areas of capacity building.

Livelihoods and basic needs

People reached: 22,970
Male: 11,485
Female: 11,485

Indicators: Target Actual

Number of people who report being able to meet the basic needs of their
households, according to their priorities. 3,000 22,970

Number of hot meals distributed.

28,000 22,970
Narrative description of achievements

Food was the priority for displaced population. Hence, PRC sent its fleet of food trucks to vulnerable communities to
provide hot meals. The Red Cross 143 volunteers and staff helped in the preparation and distribution of hot meals at
evacuation centers and outside evacuation centers. PRC complemented the food pack distribution from LGU by
providing total of 22,765 hotmeals. Of which 21,545 hotmeals were supported through the DREF and 1,220 hotmeals
were supported with PRC bi-lateral support.

Initially PRC was planning to provide at least 1,000 hot meals per day/chapter over a period of 14 day, totalling to
28,000 hotmeals. Targeting to reach at least 3,000 people over the period. Based on the other needs on the ground
and contrbution from the other actors, PRC has provided hotmeals in 30 municipalities reaching 22,970 people.

PRC staff and volunteers preparing meals in the food trucks;

PRC volunteers distributed hot meals to affected Hot Meals on Wheels (Photo: PRC)
community in Abra, Province (Photo: PRC)

Table 3: Number of people provided with hotmeals

No Province # of municipalities # of people reached

1 Abra 19 municipalities 16,822
2 Ilocos Sur 13 municipalities 6,148
Grand Total 22,970
Challenges
• Chapters usually procure food items locally for hotmeal preparation. Supermarkets were closed during the
first 48 hours of the disaster, where chapter faced challenges in sourcing items.
Lessons Learned
None

Health
People reached: 5,730
Male: 2,865.00
Female: 2,865.00

Indicators: Target Actual

Number of people reached through NS emergency health management
3,000 5,730
programmes.
Number of health-related assessment undertaken as part of the RDANA. 1 2
Number of people transported to the health facilities. Based on the need -
Number of people provided with First Aid. Based on the need 1,510
Number of facemasks provided. Based on the need 5,403
Number of IEC materials distributed (needs-based). Based on the need 2,510
Number of people reached with search and rescue Based on the need Not reported
Number of search and rescue team deployed 1 2
Number of portable LED light towers with generators to be procured and
2 2
mobilized
Number of people reached with community-based epidemic prevention and
600 2,500
control activities
Number of people with adequate access to PPE to prevent transmission of
6,000 5,4035
diseases during emergency
Percentage of target population who can recall 2 or more protective
50 80
measures
Number of households receiving LLINs (long life insecticide treated nets) in
400 500
emergencies
Number people provided with direct psychosocial support Based on the need 5,730
Number of volunteers mobilized to provide psychosocial support 20 20
Narrative description of achievements

The Abra provincial Hospital sustained

damaged due to the earthquake, where Red
Cross 143 volunteers were mobilized to
assist evacuation of patients to District
Hospital.

Health needs were assessed during the

Rapid Damage Assessment and Needs
Analysis (RDANA), that confirmed the need
for first aid and psychosocial support (PSS).

Total of 26 first aid stations were established

in evacuation centers, which assisted 1,510
people with basic first aid. Furthermore, PRC
deployed seven health caravans to
municipalities of San Isidro and San Quintin
in Abra province, and Bantay, Caoayan,
Nagbukel, San Emilio and Vigan City in
Ilocos Sur province to provide basic health
services and access to basic health care.
Total of 4,133 people were reached though health caravan. Health Caravan provide following services in the
communities; health consultations, health and hygiene promotions, basic first aid demo to health workers or community
members, and COVID-19 vaccinations. Medical Team deployed for assistance includes 1-2 medical doctors, 3-4
nurses and 4-5 support volunteers. Chapters coordinate with local medical professional groups/medical societies such
as the Philippines Medical Association and Philippine Nurses Association to mobilise with the health caravan.

The emergency operation was implemented during the COVID-19 pandemic time. The operation was delivered to
minimize the risk of COVID-19 transmission to disaster-affected people and ensured duty of care to staff and
volunteers. PRC developed guidance to identify actions needed to safeguard the community and volunteers. PRC
provided COVID-19 testing before deployment to the field and upon returning to the office via the PRC molecular
laboratories. Furthermore, PRC provided necessary PPE to staff and volunteers. Total of 5,403 face masks were
provided to affected people in the communities. Total of 2,510 IEC materials; COVID-19 leaflets were printed and
distributed to ensure better messaging.

Right after the earthquake PRC deployed its search and

rescue teams to support rescue operations. Two LED light
towers with generators to be procured and mobilized in-
case of issues with power supply.

Total of 1,000 Long Life Insecticide Treated (LLIT) nets

were distributed to 500 families together with the essential
household item distribution. Refer shelter section for more
details.

Based on the assessment and previous experiences after

a disaster, people are dealing with psychological distress
due to social disruption and impact of the event on the
home and family. The MHPSS response is a standard
practice for PRC during emergency perations, as the extent
of the disaster is also likely to raise potential mental health Deployment of Health Caravan at Nagbukel, Ilocos Sur (Photo: PRC).
and psychosocial issues of the affected population.
Through PRC’s welfare services, people affected by the earthquake provided with necessary mental health and
psychosocial support interventions. These interventions aim to support affected individuals to cope with their difficult
situation as a result of the earthquake and aftershoks, particularly for children. PRC established 222 Welfare Desks
which provided Psychological First Aid (PFA) 5,730 individuals.

Challenges
• Some of the common impacts of earthquake include damage to roads and bridges which resulted to the delay in
response and implementation of activities.
• Difficulty in coordination with stakeholders due to limited or poor network signal created confusion and delayed
response in some areas.
Lessons Learned
There is a need to further strengthen partnership and linkages between chapters and stakeholders (LGUs, community,
schools, and barangays) for fast response and quick implementation of PRC activities/services.

Water, sanitation and hygiene

People reached: 54,209
Male: 27,105
Female: 27,104

Indicators:
Target Actual
Number of people provided with safe water (according to WHO standards)
10,000 54,209
in the affected area
Number of people reached with hygiene promotion 10,000 23,564
Number of assessments/monitoring visits undertaken and shared (as part
1 2
of the (RDANA)
Number of people provided with safe water (according to WHO standards) 10,000 54,209
Number of litres of safe water distributed (cumulative) Based on the need 2,043,927
Number of households provided with jerry cans 700 695
Number of people benefitted from the temporary latrine and shower
Based on the need -
facilities in the evacuation centres
Number of cleaning activities conducted in the evacuation centres/
Based on the need -
community
Number of people reached by hygiene promotion activities 10,000 23,56421
Number of volunteers involved in hygiene promotion activities 20 20
Number of households provided with a set of essential hygiene items 500 991
Narrative description of achievements

One of the immediate needs of affected population was provision of safe

drinking water in the evacuation centers and in communities. Since the
water sources and pipeline were damaged due to the 7.0 earthquake,
majority of people in affected areas faced challenges in access to safe
drinking water, water container, storage, and other hygiene needs.

PRC deployed five water tankers and one water treatment unit to the
affected areas together with trained WASH personals to manage
generation and distribution of safe drinking water to the affected areas.
The WASH team distributed 2,043,927liters of safe drinking water over a
period of 30 days which have reached 54,209 people. As part of PRC
objective to provide and ensure clean water to affected communities,
there were series of orientations on proper process of water treatment Installation of water treatment unit (Photo: PRC).
and utilization conducted in the communities. The objective of orientations was to inform and assure the communities
about the quality of distributed water. PRC collected water sample and submitted test results to the local government
authorities for issuance of safety certificate. The water samples were subject for quality test by ISO certified
laboratories to determine its physical and bio-chemical properties and PRC coordinated and facilitated the process.

Furthermore, PRC supported 1,023 families with provision of two jerry cans each, to store the water distributed. Of
which 695 families were supported through the DREF support and 328 families were reached through PRC bi-lateral
funding.

Breakdown of water liters distributed by PRC to people

# of No. of people Litres of water

No. Province
municipality reached distributed
1 Abra 13 26,494 1,263,427
2 Ilocos Sur 7 27,715 780,500
Grand Total 20 54,209 2,043,9272

The PRC WASH unit conducted hygiene promotion

activities to 23,564people, supported through the DREF
support. Key topics and messages conveyed during the
hygiene promotions include hygiene practices, solid and
waste management, and diarrhea prevention. IEC
material on the importance of hand washing were also
reproduced and were placed in areas where people could
strategically see them, e.g., near the water points and
sanitation facilities.

A total of 1,591 families were provided with a hygiene kit,

of which 991 families were supported through the DREF
and 600 families supported with PRC bi-lateral support.
Each hygiene kit included 12 pieces of body soap, 7
laundry soaps, 42 sanitary pads, 5 bath towels, 6 rolls of
toilet paper, 2 toothpaste tubes, 5 toothbrushes and 4
disposable razors. Furthermore, PRC with the bi-lateral
support provided individual hygiene kits to 2,530 persons. Distribution of clean drinking water in Abra,. (Photo: PRC)

Challenges
• There was only one hydrant available in Abra and it was shared by multiple water tankers. The priority areas were
distant, and some areas were in upland areas, which made drive difficult. Challenge was overcome by installation
of the water treatment unit to provide water.
• Local dialect: the majority of the community is Ilocano, and some had difficulties in understanding other languages.
• Lack of trained chapter volunteers to conduct WASH assistance.
• Breakdown of some of the water tankers during the operation.
Lessons Learned
• Regular monitoring of assets, periodic maintenance and quarterly inventory check to ensure assets are
maintained in good condition.
• Encourage the chapters to build capacity of the volunteers by providing specific WASH related training. Also the
local volunteer will understand the dialects within the communities. This will specifically help in conducting
software components of WASH activities such as hygiene promotion.

Protection Gender and Inclusion

People reached: 54,209
Male: 27,105
Female: 27,104

Indicators: Target Actual

Number of people provided with PGI services 10,000 54,209
Initial assessments focus on key PGI areas as part of RDANA 1 1
Percentage of staff and volunteers sign the code of conduct 100% 100%
Number of referrals to relevant support services Based on the need 5
Number of child-friendly spaces set-up 4 17
Number of play kits procured 1,000 1000
Narrative description of achievements

Protection, Gender and Inclusion was one of the

areas included in RDANA. The results of RDANA
helped to determine the appropriate PGI
interventions. Key concern identified in the
assessment was the need for PSS and child-friendly
spaces.

PRC ensured the interventions were aligned with

IFRC minimum standard commitments to Protection,
Gender, and Inclusions in Emergencies, including
targeting women-headed households, pregnant,
lactating women, and men and boys made
vulnerable by disaster. IFRC has zero tolerance to
any form of violence against children. Child
protection policy was part of the mandatory
orientation to volunteers mobilized in this operation
where all staff and volunteers signed a document PRC conducted play and art activities for children affected by earthquake in
that they have read, understood, and would abide the the province of Abra to help them improve their coping skills through various
policy. CFS activities. (Photo:PRC)

PRC/IFRC ensured the children are protected from exploitation and abuse regardless of their nationality, culture,
ethnicity, gender, religious or political beliefs, socio-economic status, family, or criminal background, physical or
mental health or any other factors of for discrimination.
To help affected families, 222 welfare desks were set up
in evacuation centres. Welfare desks assist displaced
people with: i) restoring family links (RFL); (ii) tracing; (iii)
inquiry and communications; (iv) contact of relatives;
and (v) referral. There were total of 5,730 people
reached through psychological first aid. Furthermore,
PRC reached 7,645 children through the 32 child-
friendly space established in evacuation centers and
through mobilization of clowns for entertainment.

The PRC welfare services provided PSS to children

through play activities to help them cope with their new
environment. Other activities included drawing activity,
storytelling, and toy distribution for the children. PRC
provided 1,000 read and play kits to children through
Child-Friendly Spaces. The kit included colouring book,
story book (assorted), 24 pack- color crayons, drawing
book, white board, white board markers, alphabet flash
card, plastic envelop to include the items.
Child-friendly space activity with mobilisation of clown for entertainment
of the children (Photo: PRC).

Number of people reached with child-friendly activities and psychosocial support

Province Child-friendly activity Psychosocial Support

Abra 5.073 3,622
Ilocos Sur 2,572 2,108
Grand Total 7,645 5,730
Challenges
Difficulty in coordination with stakeholders due to limited or poor network signal created confusion and delayed
response in some areas.
Lessons Learned
There is a need to further strengthen partnership and linkages between chapters and stakeholders (LGUs, community,
schools, and barangays) for fast response and quick implementation of PRC activities/services.

Strengthen National Society

Indicators: Target Actual
Number of branches that have the capacity to lead the operation at local level 2 2
Percentage of volunteers involved in response who are insured 100% 100%
Narrative description of achievements
PRC focused its intervention in two provinces in Region I; Abra and Ilocos Sur. During this operation, PRC National
Headquarters (NHQ) directly supported the two chapters with technical support, manpower and budget for the
implementation the operation in the field. A total of 217 staff and volunteers mobilized for this operation. Prior to
mobilization, they were all trained/oriented and equipped. All volunteers mobilized for this operation were insured under
the Membership and Accident Benefit (MAAB) of PRC.
Challenges
• Challenge in withdrawing the funds transferred from PRC NHQ due to closure of banks after the earthquake.
Chapter used its continency funds and personal money until the banking functions were reopened.
• Chapter building is deemed unsafe for continue with emergency operations. Hence, operation center was
transferred outside the chapter.
• Communication between chapter to NHQ; Some chapters experienced lack of communication between NHQ and
Chapter.
Lessons Learned
Learned the importance of having trained and experienced Chapter Service Representatives (CSR) or focal persons
in each chapter. Provision of NHQ training capacity building activities in the chapters as well as simulations exercise.
Furthermore, focus on volunteer recruitment, retention, and appreciation programs. Good coordination and
communication among NHQ / chapter / LGUs play a vital role for the success of operation.

International Disaster Response

Indicators: Target Actual
Effective and coordinated international disaster response ensured Yes Yes
Number of rapid response personnel support the operation 1 -
DREF procedures are applied during the implementation of the operation Yes Yes
Percentage of target population satisfied with support received 80% 100%
Logistics department provides constant support to the National Society’s logistics
Yes Yes
unit for replenishment and other procurements
Complementarity and strengths of the Movement enhanced Yes Yes
Movement coordination is well-established Yes Yes
Narrative description of achievements
The IFRC Country Delegation (CD) provided support to PRC to ensure accountability and compliance with regards to
the DREFs and Appeals procedures. For this operation, this has included the preparation of an Informal Updates,
DREF emergency plan of action, and this operations update, all published on the public IFRC Appeals Database. The
IFRC GO Platform is used to prepare situation reports.

Affected population have direct access to information on the nature and scope of services provided by PRC, the
community accountability and feedback/response mechanism was integrated into programming. Along with the
process, the community are enabled to participate and give their feedback.

Feedbacks and complaints mechanism are established through:

(i) Direct consultation in which affected community people were assessed and consulted on their needs
during assessment
(ii) Community consultation and validation during identification of beneficiaries
(iii) Setting up of welfare desks in evacuation centers
(iv) Setting up of information desk during distribution of NFI and cash assistance
(v) Formation of BaReCom
(vi) Posting of information materials about beneficiary selection criteria and type of intervention being
implemented by PRC
(vii) Information dissemination on PRC’s social media account where PRC staff provide real-time response to
all queries that have been received.

Logistics effectively managed the supply chain, procurement, customs clearance, fleet, storage, and transport to
distribution sites as per the operation's requirement and aligned to IFRC's logistics standards, processes, and
procedures. Logistics provided a strong capacity of the PRC logistics built over the last years, and this operation was
supported by an experienced IFRC CD logistics team. IFRC CD supported PRC to mobilize and transport needed
equipment and relief items to the affected areas. PRC mobilised its relief stocks to support the people affected, which
was replenished through DREF. The blankets and sleep mats which met the local specifications were replenished
locally by the IFRC logistics team, whereas IFRC standard relief items, such as mosquito nets, hygiene parcels and
jerry cans were replenished internationally by IFRC Global Humanitarian Services & Supply Chain Management, Asia
Pacific (GHS&SCM-AP) unit based in Kuala Lumpur, Malaysia.

The PRC led the Movement’s overall response for this operation, maintaining close coordination with Movement
partners in the country and providing updates. The PRC works with the IFRC, the ICRC and six Partner National
Societies (PNSs) in the country: the American Red Cross, the Canadian Red Cross, the Finnish Red Cross, the German
Red Cross, the Netherlands Red Cross and the Spanish Red Cross.

The PRC hold monthly in-country movement-wide meeting to update partners on ongoing plans and activities. Partners
also share relevant information about plans and activities in the country. IFRC coordinate with in-country PNSs on the
launching of the DREF request to support PRC provide humanitarian services to communities affected.

IFRC is leading the Philippine Shelter Cluster in support of the government lead agency – Department of Human
Settlements and Urban Development (DHSUD). The in-country shelter cluster coordinator was active with providing
coordination support and technical assistance with the lead government agency. There were over 40 plus Shelter
Cluster members composed of UN Agencies, INGOs, National and Local NGOs, Civic Society Organizations and
Academes. Shelter Cluster coordinated with its partners on the response operations. Immediately after the Abra
earthquake, the Philippine Shelter Cluster convened to map out the next immediate actions of the partner shelter
agencies. The cluster facilitated to conduct the rapid structural valuation of buildings and houses in the Municipality of
Bangued covering the communities of Angad, Cosili East, Cosili West, Sagap, Dangandangla and Various.

Challenges
None.
Lessons Learned
None.

Influence others as leading strategic partner

Indicators: Target Actual
IFRC and PRC participate in local, national, and international dialogues/meetings Yes Yes
Number of communications materials produced/published 10 22
Number of lessons learned workshop conducted 1 -
Narrative description of achievements
The visibility of PRC efforts to prepare and assist people affected by the earthquake and the subsequent was promoted
and highlighted through mainstream and traditional media. There were roughly 22 press releases, 15 Facebook, 2
twitter posts and 5 post from PRC and other websites.

PRC and IFRC communications team worked on the messaging, Audio Visual materials, stories/infographics that
presented a clearer picture of the damages, supported by statistics and data. Some publications by PRC on websites
and social media are as follows:

PRC Facebook Page:

• PRC Relief Operations for those Affected by 7-Magnitude EQ in Abra
• PRC Water Bladder Distribution in Abra
• Augmentation of Water Supply in Abra
• Amid the rain, Philippine Red Cross volunteers and staff hiked and met residents of Sitio Bantay,
Maguyepyep, Sallapadan, Abra halfway across Bucloc River to hand them relief packs.
• PRC Chairman and CEO Dick Gordon leads the operations to bring much needed relief to the communities
affected by the 7.0 Magnitude Northwestern Luzon earthquake.
• Philippine Red Cross on the ground following the 7.0 magnitude earthquake.
• 300 individuals from Barangay Pakiling, Bucay, Abra received rice meals from Philippine Red Cross
• Philippine Red Cross set up a Child-Friendly Space, where 100 children received psychological first aid
• Philippine Red Cross - Abra Chapter EMS Team ushered patients and staff of the Abra Provincial Hospital
to safety this morning after a magnitude 7.0 hit the province.

PRC Website:
• PH Red Cross Response in Ilocos Sur
• PH Red Cross Intensifies Water Distribution in Earthquake Hit Abra:

Twitter Post:
• PRC Volunteers Monitoring Areas of Responsibility
• PRC Photos Damage in Abra and Ilocos Sur

Other Websites:
• Philippine Red Cross Continues to Help Earthquake Hit
• PH Red Cross Directs Volunteers to Stand By, Assess EQ Hit Areas
• PH Red Cross Promotes Proper Hygiene Kit in Quake-Hit Areas

PRC was planning to conduct a lesson learned activity in the end of the emergency operation. Due to overlapping
activities PRC was unable to conduct the lesson learned activities. Challenges and lessons learned reflected in this
report were based on the PRC sectoral reports which was organized to review the operational timeline and actions
taken, analyse the strengths, weaknesses, opportunities, and threats (SWOT), as well as conduct an after-action
review.

Challenges
None.
 Lessons Learned
None.

Effective, credible and accountable IFRC

Indicators: Target Actual
Effective performance of staff supported by HR procedures Yes Yes
Percentage compliance with PRC HR procedures 100% 100%
Percentage of financial reporting respecting the IFRC procedures 100% 100%
Percentage of operational staff for IFRC receive security briefing 100% 100%
Narrative description of achievements
PRC mobilized NHQ and Chapter’s staff, Red Cross 143 volunteers, Red Cross Action Teams (RCAT143) and National
Disaster Response Team’s members from other Chapters as required. PRC Human Resources (HR) procedures were
applied to all deployments. In total, 217 PRC personnel/staff and volunteers have been involved in the response.

The finance and administration team provided operational support to budget validation, bank transfers, and technical
assistance to PRC to validate invoices. All financial transactions of this operation were conducted in accordance with
the IFRC’s standard financial procedures. The DREF project agreement was signed upon the activation of the DREF.

The existing IFRC country security plan, including security regulations, contingency plans for medical emergencies,
relocation and critical incident management were applied to all the personnel under IFRC security’s responsibility.

For PRC staff and volunteers, the National Society’s security framework was applied. Regular and close coordination
was maintained with the ICRC in accordance with the existing security framework and Movement’s coordination
agreement. Regular information sharing was maintained and specific security protocols for each level of security.

All IFRC and RC/RC staff and volunteers were encouraged, to complete the IFRC Stay Safe e-learning courses, i.e.,
Stay Safe Personal Security, Stay Safe Security Management and Stay Safe Volunteer Security online training.
Challenges
None.
Lessons Learned
None.

D. Financial Report
The total allocation for this DREF was CHF 241,921 of which CHF 185,543 (77%) was utilized. The balance of CHF
56,378 will be returned to the DREF pot. The variance in the budget reflects the actual response needs on the ground
after the initial rapid assessment and the continued assessment and response review throughout the operation. This
also takes into considerations bi-lateral support to PRC, Government, and other responses at community level.

The major donors and partners of the Disaster Relief Emergency Fund (DREF) include the Red Cross Societies and
governments of Belgium, Britain, Canada, Denmark, German, Ireland, Italy, Japan, Luxembourg, New Zealand, Norway,
Republic of Korea, Spain, Sweden and Switzerland, as well as DG ECHO, Blizzard Entertainment, Mondelez
International Foundation, Fortive Corporation and other corporate and private donors. The IFRC, on behalf of the
relevant National Society, would like to extend thanks to all for their generous contributions.

Full financial report will be attached at the end of this report.

Contact information
Reference For further information, specifically related to this operation please contact:
documents
 In the Philippine Red Cross
Click here for: • Gwendolyn Pang, Secretary General: gwendolyn.pang@redcross.org.ph
• Previous • Leonardo Ebajo, Director for Disaster Management Services; email:
Appeals and leonardo.ebajo@redcross.org.ph
updates
• Emergency In the IFRC Philippines Country Delegation
Plan of • Alberto Bocanegra, Head of Delegation, email: alberto.bocanegra@ifrc.org
Action • Gopal Mukherjee, Programme Coordinator; email: gopal.mukherjee@ifrc.org
(EPoA) • Radhika Fernando, Operations Manager; email: radhika.fernando@ifrc.org

In the IFRC Asia Pacific Regional Office, Kuala Lumpur

• Alexander Matheou, Regional Director; email: alexander.matheou@ifrc.org
• Juja Kim, Deputy Regional Director; email: juja.kim@ifrc.org
• Joy Singhal, Head of Health, Disasters, Climate and Crises; email: joy.singhal@ifrc.org
• Ahmad Ali Rezaie, Operations Coordinator; email: OpsCoord.SouthEastAsia@ifrc.org
• Afrhill Rances, Communications Manager; email: afrhill.rances@ifrc.org

In IFRC Geneva
• Christina Duschl, Senior Officer, Operations Coordination; email:
christina.duschl@ifrc.org

For IFRC Resource Mobilization and Pledges Support

• Juliene de Bernard; Strategic Engagement and Partnership in Emergencies – Surge;
email: julienne.debernard@ifrc.org PartnershipsEA.AP@ifrc.org

For Performance and Accountability support (planning, monitoring, evaluation and

reporting enquiries)
• Mursidi Unir, PMER in Emergencies Coordinator; email: mursidi.unir@ifrc.org

How we work
All IFRC assistance seeks to adhere to the Code of Conduct for the International Red Cross and Red Crescent
Movement and Non-Governmental Organizations (NGO’s) in Disaster Relief and the Humanitarian Charter and
Minimum Standards in Humanitarian Response (Sphere) in delivering assistance to the most vulnerable. The
IFRC’s vision is to inspire, encourage, facilitate and promote at all times all forms of humanitarian activities
by National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the
maintenance and promotion of human dignity and peace in the world.
 bo.ifrc.org > Public Folders > Finance > Donor Reports > Appeals and Projects > DREF Operation - Standard Report 2022 Page 1 of 2
Selected Parameters

DREF Operation Reporting Timeframe

Budget Timeframe
2022/8-2023/2
2022/8-2022/12
Operation MDRPH047
Budget APPROVED
Prepared on 22/Mar/2023
FINAL FINANCIAL REPORT All figures are in Swiss Francs (CHF)

MDRPH047 - Philippines - Tayum Abra Earthquake

Operating Timeframe: 02 Aug 2022 to 31 Dec 2022

I. Summary

Opening Balance 0

Funds & Other Income 241,921

DREF Allocations 241,921

Expenditure -185,543

Closing Balance 56,378

II. Expenditure by planned operations / enabling approaches

Description Budget Expenditure Variance

PO01 - Shelter and Basic Household Items 22,008 18,365 3,643
PO02 - Livelihoods 35,481 19,511 15,971
PO03 - Multi-purpose Cash 0
PO04 - Health 35,567 45,829 -10,261
PO05 - Water, Sanitation & Hygiene 60,798 62,755 -1,957
PO06 - Protection, Gender and Inclusion 22,421 17,065 5,356
PO07 - Education 0
PO08 - Migration 0
PO09 - Risk Reduction, Climate Adaptation and Recovery 5,353 6,304 -951
PO10 - Community Engagement and Accountability 0
PO11 - Environmental Sustainability 0
Planned Operations Total 181,629 169,829 11,800
EA01 - Coordination and Partnerships 9,417 9,417
EA02 - Secretariat Services 36,657 5,755 30,902
EA03 - National Society Strengthening 14,218 9,959 4,259
Enabling Approaches Total 60,292 15,714 44,578
Grand Total 241,921 185,543 56,378

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bo.ifrc.org > Public Folders > Finance > Donor Reports > Appeals and Projects > DREF Operation - Standard Report 2022 Page 2 of 2
Selected Parameters

DREF Operation Reporting Timeframe

Budget Timeframe
2022/8-2023/2
2022/8-2022/12
Operation MDRPH047
Budget APPROVED
Prepared on 22/Mar/2023
FINAL FINANCIAL REPORT All figures are in Swiss Francs (CHF)

MDRPH047 - Philippines - Tayum Abra Earthquake

Operating Timeframe: 02 Aug 2022 to 31 Dec 2022

III. Expenditure by budget category & group

Description Budget Expenditure Variance

Relief items, Construction, Supplies 132,121 84,241 47,880

CAXB CAXBClothing & Textiles 7,719 6,987 732
CAXBFood 24,561 8,046 16,515
CAXBWater, Sanitation & Hygiene 42,281 33,300 8,981
CAXBMedical & First Aid 15,789 6,106 9,684
CAXBTeaching Materials 21,930 13,558 8,372
CAXBUtensils & Tools 5,447 2,559 2,889
CAXBOther Supplies & Services 14,393 13,686 707
Logistics, Transport & Storage 40,954 30,953 10,001
CAXF CAXFStorage 1,662 -1,662
CAXFDistribution & Monitoring 10,000 3,412 6,588
CAXFTransport & Vehicles Costs 25,954 24,952 1,002
CAXFLogistics Services 5,000 927 4,073
Personnel 22,772 40,559 -17,787
CAXH CAXHNational Staff 32 -32
CAXHNational Society Staff 4,772 34,600 -29,828
CAXHVolunteers 18,000 5,927 12,073
Workshops & Training 1,965 6,009 -4,044
CAXJ CAXJWorkshops & Training 1,965 6,009 -4,044
General Expenditure 29,344 12,457 16,886
CAXL CAXLTravel 13,070 527 12,543
CAXLInformation & Public Relations 2,632 571 2,060
CAXLOffice Costs 3,193 2,136 1,057
CAXLCommunications 1,063 321 743
CAXLFinancial Charges 351 414 -63
CAXLOther General Expenses 9,035 8,487 547
Indirect Costs 14,765 11,324 3,441
CAXP CAXPProgramme & Services Support Recover 14,765 11,324 3,441
Grand Total 241,921 185,543 56,378

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