Systematic Integration of Disaster Risk Reduction and Management Council (DRRMC) and Crisis Management Council (CMC) in the Context of Marawi Siege and its Implication to National Security

Abstract

This study examined the systematic integration of Crisis Management Committees (CMCs) and Disaster Risk Reduction and Management Councils (DRRMCs) in the context of the Marawi Siege, focusing on their participation, operational challenges, needed strategies, and implications for national security. The study was anchored on Republic Act 10121, Executive Order 82, the National Crisis Management Core Manual, and the National Disaster Response Plan, particularly in relation to the transition from human-induced crisis management to disaster response management. It covered the beginning of the Marawi crisis up to the formation of Task Force Bangon Marawi and aimed to identify lessons learned, challenges, and best practices from national and regional actors involved in the response operations. The research used a mixed-method case study design supported by Modified Delphi Techniques. Data were gathered through substantive document analysis, face-to-face interviews, key informant interviews, focused group discussions, round table discussions, post-activity review inputs, diagnostic tests, behavioral checklists, and gathered operational records. Respondents included key players from the NDRRMC and Regional DRRMCs, focal persons of national government agencies, regional directors and chairpersons from regions 9, 10, and ARMM, response cluster lead agencies, and selected crisis and disaster response experts directly involved in the Marawi operations. Findings showed that both CMCs and DRRMCs contributed to the response operations, but their efforts were weakened by limited interoperability, unclear command relationships, overlapping functions, inadequate technical knowledge of each other’s systems, and insufficient activation of prescribed response mechanisms. The study found that responders and senior decision-makers generally possessed expertise within their own agencies but lacked adequate understanding of how CMC and DRRMC structures should operate together during a crisis that escalates into disaster. The absence of a clear enabling policy and integrated operations manual contributed to fragmented coordination and operational confusion. The study concluded that CMCs and DRRMCs cannot function effectively in isolation during large-scale human-induced emergencies. It recommended the issuance of an Executive Order or Administrative Order to institutionalize CMC-DRRMC integration, the drafting of an Integrated Operations Manual, strengthened internal and external capacity-building, executive training for decision-makers, and further research on integration at national, regional, and local government levels. The study aligns mainly with SDG 16, SDG 11, and SDG 17 because it supports peace and security governance, safer and more resilient communities, and stronger institutional partnerships. Its sustainability impact lies in improving institutional, governance, policy, and community resilience by strengthening coordinated crisis and disaster response systems that protect lives and support national security.