The NDRRMP had been the basis for establishing

The Philippine
government, from its pre-Commonwealth days up to the present, has evolved a
scheme to counteract the effects of disasters, both natural and human-induced. Our disaster management system traces
back its origin to 1941 when President Manuel L. Quezon created Executive Order
(EO) No. 335 establishing the National Emergency Commission and implementing
measures to control and coordinate civilian participation to meet serious
crises. Consequently, the Provincial Emergency Committee was created, in charge
of the supervision and control over the Municipal Emergency Committees and City
Emergency Committees. In 1954, the National Civil Defense Administration (NCDA)
was established through Republic Act (RA) 1190, which also created national and
local civil defense councils. Thereafter, in 1968, the NCDA was designated as
the national coordinator to oversee and implement EO 159 that required the
establishment of a disaster control organization by all government offices
including departments, bureaus, offices, agencies, instrumentalities and
political subdivisions of government, including all corporations owned and/or
controlled by government. The NCDA is tasked to report on the degree of preparedness
of all government offices to the Office of the President 1.

The National
Disaster Risk Reduction and Management Plan (NDRRMP) fulfill the requirement of
RA No. 10121 of 2010, which provides the legal basis for policies, plans and
programs to deal with disasters. The NDRRMP covers four thematic areas, namely,
(1) Disaster Prevention and Mitigation; (2) Disaster Preparedness; (3) Disaster
Response; and (4) Disaster Rehabilitation and Recovery, which correspond to the
structure of the National Disaster Risk Reduction and Management Council
(NDRRMC). By law, the Office of Civil Defense formulates and implements the
NDRRMP and ensures that the physical framework, social, economic and
environmental plans of communities, cities, municipalities and provinces are
consistent with such plan. The NDRRMP had been the basis for establishing the
Local Disaster Risk Reduction Management Plan (LDRRMP) and therefore justifying
the allocation of the Local Disaster Risk Reduction Fund (LDRRMF) 2.

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Section 21 of
the RA No. 10121 of 2010 provides the LDRRMF amounting to not less than 5% of
the estimated revenue from regular sources. Since the LGU is considered
automatically as the first responders of calamities and disasters in a
locality, the LDRRMF covers the 30% lump-sum allocation for Quick Response Fund
(QRF) and the 70% allocation for disaster prevention and mitigation,
preparedness, response and recovery 3.

With all these
funds, there had been no needs assessment on what to purchase during a disaster
response and mitigation. Heads of the Local Government Units would only
purchase what they think the community needs after a disaster, but no
scientific assessment on the needs. Though there had been an effort to
establish a needs assessment, it has not proven to be effective during the past
calamities 4.

In the wake of
Yolanda’s catastrophic destruction, the weaknesses and significant gaps in the
country’s disaster response and management system were put into light. Despite
a solid and functioning Disaster Risk Reduction and Management (DRRM)
structure, the government’s response still came across as reactive and not
proactive, insufficient, inefficient and for the most part, too slow . Disaster
mitigation includes the development of disaster recovery plans, for minimizing
the risk of disasters and for handling them when they do occur, and the implementation
of such plans 5.

development of a decision support system with the implementation of datamining
will be of great aid to the officials, local government units and related
personnel on identifying the needs of the community after a disaster strikes.
The study focuses on the application of a datamining technique to analyze and
suggest the needs of the community.

This proposal
intends to guide or suggest to local agencies and local government units (LGUs)
by creating a decision support system for the effective allocation and
utilization of Quick Response Fund (QRF) by collecting sales from merchandising
entities of a community after a calamity and then process the sales from
merchandising entities database to identify purchasing pattern of the community
after a calamity and  apply Apriori
Algorithm in the database of calamities finally making a recommendation using
the optimized output for utilization of the QRF based on actual and not the
perceived need of the community affected by the calamity.