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World Bank

Ready to Rebuild

World Bank

Building a national action plan for peace and collaboration


In the Philippines, the National Disaster Risk Reduction and Management Council (NDRRMC) has four thematic areas of disaster management, namely, (1) Disaster Prevention and Mitigation; (2) Disaster Preparedness; (3) Disaster Response; and (4) Disaster Rehabilitation and Recovery.
Additionally, the Sendai Framework was developed to help guide disaster risk reduction efforts by narrowing the process down to four priorities: (1) Understanding disaster risk; (2) Strengthening disaster risk governance to manage disaster risk; (3) Investing in disaster risk reduction for resilience; and (4) Enhancing disaster preparedness for effective response and to “Build Back Better” in recovery, rehabilitation and reconstruction
Unfortunately, a lack of knowledge and resources has hindered complete and effective response strategies. Once a disaster has come and passed, rehabilitation and recovery aren’t the priority of policy makers in the community.
Being a country that is frequently visited by typhoons throughout the year due to the Philippines being located in the Pacific Ring of Fire, the need for proper disaster risk management capacity building is crucial for the safety and wellbeing of the public.
The onset of COVID-19 required a change with how information is shared—how do you get people to pay attention to disaster risk management amid a pandemic? Finding a way to balance being informative and interesting is key.
How can training programs be efficiently conducted amidst a time where mobility and logistics remain a problem? And even if executed, how can the learning materials continue in a way that they will remain self-sustaining and timeless for use to educate others?


The World Bank, in partnership with the Department of Science and Technology, Office of Civil Defense, and the Department of the Interior and Local Government, designed a capacity building training program for local disaster risk reduction management officers and policymakers such as local chief executives, planning officers, engineers, etc.
Readily available templates were created in order to streamline the process and to make sure that LGUs will recover faster, better, and as greener resilient communities. The World Bank enlisted the help of experts from their own respective fields to create robust e-learning materials from an economic, technical, and practical perspective.
The message was clear. Educate and build the right mental and technical capacity to prepare for, respond to, and recover from hazards communities are at risk of getting. The only missing piece was, what do you do to convey it effectively?


M2.0 Communications was called in to produce the audio visual needs and provide creative solutions to convey the messages that needed to be said. Clarity and brevity were the focus to ensure the information-heavy content would remain consumable for every stakeholder involved.
Lectures that would usually be conducted in three to five hours were compressed into 20-minute videos that people can come back to at any time they want.
In order to show how effective the training was, M2.0 produced “Impact Reports” which is a series of documentaries that tell about how the training changed the way disaster risk management was conducted and how the graduates used their newfound skills in the disasters that they experienced after going through the program. It was meant to cement the legacy of the project which included data visualization, case studies, interviews, etc.
The Impact Reports documented all the communication efforts that were done in a way that surpasses the typical book-binded year-end reports that are at risk of being forgotten and damaged over time.
M2.0 was proactive in its search to find new ways to answer every communication problem the World Bank encountered whether it be content ideation, distribution, strategy, or delivery.
Despite the challenges COVID-19 created, M2.0 was able to provide creative solutions to strengthen the disaster risk management capabilities of local chief executives at a time when they needed it the most.
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