contingency planning guidebook
TRANSCRIPT
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CONTINGENCY
PLANNING GUIDEBOOK As of February 2020
TABLE OF CONTENTS
INTRODUCTION .......................................................................................................................................................... 1
DEFINITION OF TERMS................................................................................................................................................. 3
ACRONYMS ................................................................................................................................................................ 8
OVERVIEW OF CONTINGENCY PLANNING ............................................................................................................ 10
Definition of Contingency Planning .................................................................................................................. 10
References of Contingency Planning ............................................................................................................... 10
Importance of Contingency Planning .............................................................................................................. 12
Stakeholders involved in Contingency Planning ............................................................................................. 13
Common Myths and Facts on Contingency Planning .................................................................................... 15
FORMULATING THE CONTINGENCY PLAN ............................................................................................................. 16
Chapter I. Background ....................................................................................................................................... 17
Chapter II. Goal and Objectives ....................................................................................................................... 18
Chapter III. Response Arrangements ................................................................................................................ 19
Chapter IV. Activation ........................................................................................................................................ 23
Annexes ................................................................................................................................................................ 26
CONTINGENCY PLANNING FORMS ........................................................................................................................ 28
CP Form 1: Hazard Analysis ................................................................................................................................ 28
CP Form 2: Anatomy of the Hazard .................................................................................................................. 31
CP Form 3A: Scenario Generation for Natural Hazard .................................................................................... 33
CP Form 3B: Scenario Generation for Human-Induced Hazard..................................................................... 34
CP Form 4A: Affected Population ..................................................................................................................... 38
CP Form 4B: Breakdown of Affected Population ............................................................................................. 40
CP Form 5: Cluster Identification ....................................................................................................................... 42
CP Form 6: Response Activities .......................................................................................................................... 44
CP Form 7: Resource Inventory .......................................................................................................................... 46
CP Form 8: Resource Projection......................................................................................................................... 48
CP Form 9: Resource Gap Summary ................................................................................................................. 50
CP Form 10: Emergency Operations Center .................................................................................................... 52
CP Form 11: Incident Command System .......................................................................................................... 55
FREQUENTLY ASKED QUESTIONS ............................................................................................................................. 58
REFERENCES .............................................................................................................................................................. 62
1
INTRODUCTION
The Philippines, situated along the Pacific Ring of Fire and the Typhoon Belt, is prone to
natural hazards such as typhoons, earthquakes, volcanic eruptions and tsunamis.
Furthermore, human-induced hazards such as crimes, terrorism and bombing also
threaten the lives of the communities.
Given our disaster risk profile, Republic Act (RA) 10121, otherwise known as the “Philippine
Disaster Risk Reduction and Management Act of 2010,” was enacted on 27 May 2010.
Prior to the enactment of RA 10121, government actions relative to disaster management
had been largely concentrated on the response phase where most of the resources are
devoted to the needs of the affected population in the aftermath of a disaster. Now, the
new law paved the way for the institutionalization of the proactive Disaster Risk Reduction
and Management or “DRRM” approach, which is the “systematic process of using
administrative directives, organizations, and operational skills and capacities to
implement strategies, policies and improved coping capacities in order to lessen the
adverse impacts of hazards and the possibility of disaster.”
As provided for in RA 10121, one of the known DRRM mechanisms that we can use is
Contingency Planning (CP). It is used to establish preparedness measures and arrange
response priorities ahead of time prior to a certain disaster. CP works well together with
other DRRM tools to help ensure the achievement of safer, adaptive and disaster-resilient
communities towards sustainable development.
With the growing significance of contingency planning, it has become applicable not
only in DRRM but also in Crisis Management (CM), which “involves plans and institutional
arrangement to engage and guide the efforts of government, non-government,
voluntary and private agencies in comprehensive and coordinated ways to respond to
the entire spectrum of crisis needs”. As such, CP has been considered as one of the
operationalizing tools of the National Crisis Management Core Manual (NCMCM) of 2012,
as provided for by the Executive Order (EO) No. 82 series of 2012.
In this context, an effort has been made to integrate the contingency planning process
for managing natural and human-induced hazards.
Development of Contingency Planning in the Philippines
CP was introduced in the Philippines in early 2002 with the support of United Nations High
Commissioner for Refugees (UNHCR). Then Vice President and Department of Social
Welfare and Development (DSWD) Secretary, Gloria Macapagal- Arroyo, met with former
UNHCR High Commissioner Sadako Ogata to discuss the plight of internally- displaced
persons (IDPs) in Mindanao. UNHCR sent a mission to assess possible technical assistance
to the Government of the Philippines for the management of IDPs.
Among the recommendations of the UNHCR was the organization of an Emergency
Management Training Program for the National Disaster Coordinating Council (NDCC).
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One of the significant activities under this program was the publication of “Contingency
Planning for Emergencies: A Manual for Local Government Units,” which was the product
of the CP workshop held in Mindanao. Through the following years, contingency
planning gained attention not only in managing displaced population but also in
handling emergencies. Hence, CP was rolled out to other parts of the country and has
gained an important role, not only as a preparedness plan for human- induced hazards,
but also as a disaster reduction strategy.
However, the circumstances regarding emergencies became even more complex with
the phenomenon of the “new normal”, characterized by the increasing frequency,
magnitude and scope of disasters, as well as the blurring of division between the disasters
caused by natural and human-induced hazards. Hence, the United Nations Economic
and Social Commission for the Asia and the Pacific (UN ESCAP) sent a technical expert in
the Philippines to help the government revisit the CP process. Through the assistance of
the technical expert, the National Disaster Risk Reduction and Management Council
(NDRRMC) through the Office of Civil Defense (OCD), the Department of the Interior and
Local Government (DILG), and the Department of Social Welfare and Development
(DSWD), in collaboration with the National Security Council (NSC), worked to enhance
the contingency planning manual of the NDCC, with the objective of integrating the
response arrangements for natural and human-induced hazards into one reference. This
collaboration resulted to the development of the CP Guidebook to be used by all DRRM
and CM practitioners.
The Contingency Planning Guidebook
The CP Guidebook serves as a handy reference for planners in preparing the contingency
plan as a basis for actions before and during an emergency. It provides guidance on how
stakeholders can develop coping strategies to minimize the adverse consequences of a
certain hazard.
The contents of the CP Guidebook are consistent with the existing policies and guidelines
of the NDRRMC, NSC, and other relevant institutions. It has been formally adopted through
the NDRRMC-NSC Joint Memorandum Circular No. 1 s 2016. As such, the CP Guidebook
contributes to better understanding of the roles of responsibilities of individuals, offices or
agencies involved in DRRM and CM to improve their capacities to anticipate and
respond.
To assess the effectiveness of CP, the OCD partnered with the Polytechnic University of
the Philippines in 2018 to conduct the study entitled “Effectiveness of Contingency
Planning during Typhoon Lawin (Haima) in selected LGUs in Region I and CAR.” Based on
the study’s findings, there is a need to develop a less technical CP template with direction-
setting and action-oriented elements.
Recognizing the importance of the study’s findings, the OCD, as the agency mandated
to standardize the CP process, updated the CP Guidebook and simplified the associated
forms and tools. The updated CP Guidebook will be implemented in 2020 and beyond.
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DEFINITION OF TERMS
Affected Population: a group of people who (1) lives in a disaster-affected area and has
sustained direct disaster impacts (e.g. casualties and lost sources of livelihoods); (2) lives
within the disaster-affected area and sustained indirect disaster impacts (e.g. disruption
of basic services); or (3) lives outside the disaster-affected area and sustained secondary
disaster impacts (e.g. increase in market costs).
Capacity: a combination of all strengths and resources available within a community,
society or organization that can reduce the level of risk, or effects of a disaster. Capacity
may include infrastructure and physical means, institutions, societal coping abilities, as
well as human knowledge, skills and collective attributes such as social relationships,
leadership and management. Capacity may also be described as capability.
Casualty: a person who is injured, killed, or gone missing as a result of an accident, mishap,
or disaster.
Civil Society Organizations (CSOs): organized group of individuals, to include non-
government organizations, trade unions, faith-based organizations, indigenous people’s
movements and foundations, working together for a common goal.
Coordination: system for gathering information, making decision, and recording action
that must be clear and known to all.
Command and Control: exercise of authority and direction by the Incident Commander
over resources checked-in to accomplish the objectives.
Cluster: a group of agencies that gather to work together towards common objectives
within a particular sector or area of concern in emergency response.The NDRP
enumerates the clusters at the national level, the lead and member agencies, as well as
their duties and responsibilities during emergencies.
Cluster Approach:a coordination system of the NDRRMC that aims to ensure a more
coherent and effective response by mobilizing groups of agencies, organizations and
non-government organizations to respond in a strategic manner across all key sectors or
areas of activity, each sector having a clearly designated lead, in support of existing
government coordination structure and emergency response mechanisms.
Contingency Plan (CP): a scenario-based plan for a specific and projected natural
and/or human-induced hazard. It aims to address the impacts of the hazard to people,
properties, and environment; and/or to prevent the occurrence of the emerging threats
through the arrangement of timely, effective, appropriate, and well-coordinated
responses as well as the efficient management of resources.
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Contingency Planning: a management process that analyzes specific potential events or
emerging situations that might threaten society or the environment and establishes
arrangements in advance to enable timely, effective and appropriate responses to such
events and situations.
Crisis: also known as emergency; a threatening condition that requires urgent action or
response
Crisis Management (CM): involves plans and institutional arrangement to engage and
guide the efforts of government, non-government, voluntary and private agencies in
comprehensive and coordinated ways to respond to the entire spectrum of crisis needs.
Crisis Management Committee (CMC): a governing body that undertakes CM activities
and takes decisive actions to resolve crisis or emergency. Its powers and functions are
defined in the NCMCM 2012.
Disaster: a serious disruption of the functioning of a community or a society involving
widespread human, material, economic or environmental losses and impacts, which
exceeds the ability of the affected community or society to cope using its own resources.
Disasters are often described as a result of the combination of: the exposure to a hazard;
the conditions of vulnerability that are present; and insufficient capacity or measures to
reduce or cope with the potential negative consequences, Disaster impacts may include
loss of life, injury, disease and other negative effects on human, physical, mental and
social well-being, together with damage to property, destruction of assets, loss of services,
Social and economic disruption and environmental degradation.
Disaster Impacts: immediate consequences of a disaster requiring extraordinary response
Disaster Risk: the potential disaster losses in lives, health status, livelihood, assets and
services, which could occur to a particular community or a Society over some specified
future time period.
Disaster Risk Reduction: the concept and practice of reducing disaster risks through
systematic efforts to analyze and manage the causal factors of disasters, including
through reduced exposures to hazards, lessened vulnerability of people and property,
wise management of land and the environment, and improved preparedness for adverse
events.
Disaster Risk Reduction and Management (DRRM): the systematic process of using
administrative directives, organizations, and operational skills and capacities to
implement strategies, policies and improved coping capacities in order to lessen the
adverse impacts of hazards and the possibility of disaster. Prospective disaster risk
reduction and management refers to risk reduction and management activities that
address and seek to avoid the development of new or increased disaster risks, especially
if risk reduction policies are not put in place.
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Disaster Risk Reduction and Management Council (DRRMC): organized and authorized
body of government agencies, to include the civil society organizations and private
sector, mandated to undertake DRRM activities from the national to local levels. The
composition, powers and functions of the DRRMC are defined in RA 10121.
Early Warning Signs: observable or science-based information that will indicate the
unfolding of an event or incident.
Emergency Indicators: quantifiable thresholds that signal whether a situation is under
control and whether there is a need for urgent remedial action.
Emergency Operations Center (EOC): a designated facility that is staffed and equipped
with resources to undertake multi-stakeholder coordination, manage information, and
facilitate resource mobilization in anticipation of and/or to support incident operations.
Exposure: the degree to which the elements at risk are likely to experience hazard events
of different magnitudes.
Goal: an observable and measurable end result having one or more objectives to be
achieved within a more or less fixed timeframe.
Hazard: a dangerous phenomenon, substance, human activity or condition that may
cause loss of life, injury or other health impacts, property damage, loss of livelihood and
services, social and economic disruption, or environmental damage
Human-Induced Hazard: a significant incident due to human interventions resulting in acts
of terrorism, destabilization, criminal activities, industrial accidents, disruption of normal
day-to-day activities, and other related emergencies that require prompt intervention to
contain the incident, mitigate the effects, and normalize the situation.
Incident Command System (ICS): a standard, on-scene, all-hazard incident management
concept that can be used by all DRRMCs member agencies and response groups. It
allows its users to adopt an integrated organizational structure to match the complexities
and demands of single or multiple incidents without being hindered by agency or
jurisdictional boundaries.
Incident Management Team (IMT): a team composed of Command Staff and General
Staff who will take the lead in ICS implementation.
Mitigation: the lessening or limitation of the adverse impacts of hazards and related
disasters.
Natural Hazard: natural process or phenomenon that may cause loss of life, injury or other
health impacts, property damage, loss of livelihoods and services, social and economic
disruption, or environmental damage.
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Need: a motivating force that compels action for its satisfaction, range from basic survival
needs satisfied by necessities, to cultural, intellectual, and social needs.
New Normal: characterized by the increasing frequency, magnitude and scope of
disasters, as well as the blurring of division between the disasters caused by natural and
human-induced hazards.
Objective: implementation step to attain identified goals. It is specific, measurable, has a
defined completion date, and outlines the “who, what, when, where, and how” of
reaching the goals.
Pre-Disaster Risk Assessment (PDRA): a process to evaluate a hazard’s level of risk given
the degree of exposure and vulnerability in a specific area. PDRA presents the possible
impacts to the populace and form as a basis to determine the appropriate level of
response actions from the national level government agencies down to the local
government units (LGUs). It is hazard-specific, area-focused, and time-bound method of
assessment.
Post-Disaster Needs Assessment (PDNA): a multi-sectoral and multidisciplinary structured
approach for assessing disaster impacts and prioritizing recovery and reconstruction
needs. It is undertaken by the government agencies also in collaboration with
international development partners and the private sector.
Probability: frequency of occurrence or the return period of losses associated with
hazardous events.
Rapid Damage Assessment and Needs Analysis (RDANA): a disaster response tool that is
used immediately in the early emergency phase to determine the extent of impacts and
assess the priority needs of the communities.
Resources: machineries, manpower, methodology, materials, and monetary assets that
can be drawn on by an organization in order to function effectively.
Risk: the combination of the probability of an event and its negative consequences.
Risk Assessment: a methodology to determine the nature and extent of risk by analyzing
potential hazards and evaluating existing conditions of vulnerability that together could
potentially harm exposed people, property, services, livelihood and the environment on
which they depend
Root Causes: the underlying natural or human-induced sources or origins of the hazard
Sector: distinct and large subdivision defined on the basis of some common factor
State of Calamity: a condition involving mass casualty and/or major damages to property,
disruption of means of livelihoods, roads and normal way of life of people in the affected
areas as a result of the occurrence of natural or human-induced hazard.
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Threat: an indication of something undesirable coming; a person or thing as a likely cause
of harm; refers to people, phenomena, situations and trends in the environment that can
adversely affect the welfare and well-being of the people.
Triggering Factors: factors that could cause the unfolding of an event.
Vulnerability: the characteristics and circumstances of a community, system or asset that
make it susceptible to the damaging effects of a hazard. Vulnerability may arise from
various physical, social, economic, and environmental factors such as poor design and
construction of buildings, inadequate protection of assets, lack of public information and
awareness, limited official recognition of risks and preparedness measures, and disregard
for wise environmental management.
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ACRONYMS
CBMS: Community Based Management Information System
CLUP: Comprehensive Land Use Plan
CM: Crisis Management
CMC: Crisis Management Committee
CP: Contingency Planning
CSO: Civil Society Organization
DRR: Disaster Risk Reduction
DRRM: Disaster Risk Reduction and Management
DRRMC: Disaster Risk Reduction and Management Council
DRRMF: Disaster Risk Reduction Management Fund
EO: Executive Order
EOC: Emergency Operations Center
GAA: General Appropriations Act
HADR: Humanitarian Assistance and Disaster Response
IMT: Incident Management Team
IC: Incident Commander
ICS: Incident Command System
IHA: International Humanitarian Assistance
INGO: International Non-Government Organization
IRR: Implementing Rules and Regulations
JMC: Joint Memorandum Circular
LDRRMF: Local Disaster Risk Reduction and Management Fund
LGU: Local Government Unit
MC: Memorandum Circular
NCMCM: National Crisis Management Core Manual
NDRP: National Disaster Response Plan
NDRRMC: National Disaster Risk Reduction and Management Council
NGA: National Government Agency
NGO: Non-Government Organization
PDNA: Post-Disaster Needs Assessment
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PDRA: Pre-Disaster Risk Assessment
PDRRMS: Philippine Disaster Risk Reduction and Management System
PSF: Presidential Social Fund
PWD: Persons with Disabilities
QRF: Quick Response Fund
RA: Republic Act
RDANA: Rapid Damage Assessment and Needs Analysis
RO: Responsible Official
SFDRR: Sendai Framework for Disaster Risk Reduction
SOP: Standard Operating Procedure
SUC: Schools, Universities, and Colleges
UNESCAP: United Nations Economic and Social Commission for Asia and the Pacific
UNHCR: United Nations High Commissioner for Refugees
UNISDR: United Nations International Strategy for Disaster Reduction
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OVERVIEW OF CONTINGENCY PLANNING
Definition of Contingency Planning
CP is a scenario-based plan for a specific and projected natural and/or human-induced
hazard. It aims to address the impacts of the hazard to people, properties, and
environment; and/or to prevent the occurrence of the emerging threats through the
arrangement of timely, effective, appropriate, and well-coordinated responses as well as
the efficient management of resources.
The UNHCR Handbook of Emergencies defines contingency planning as “A forward
planning process, in a state of uncertainty, in which scenarios and objectives are agreed,
managerial and technical actions defined, and potential response systems put in place
in order to prevent or better respond to, an emergency or critical situation.”
The United Nations International Strategy for Disaster Reduction defines CP as a
management process that analyses disaster risks and establishes arrangements in
advance to enable timely, effective and appropriate responses.
RA 10121 describes contingency planning as “a management process that analyzes
specific potential events or emerging situations that might threaten society or the
environment and establishes arrangements in advance to enable timely, effective and
appropriate responses to such events and situations.”
References of Contingency Planning
At the international level, the conduct of CP is our commitment to the Sendai Framework
for Disaster Risk Reduction (SFDRR) 2015-2030. Specifically, in Paragraph 33, Priority 4 of the
Framework, it states that “…national and local governments shall prepare or review and
periodically update disaster preparedness and contingency policies, plans and
programs…”
The conduct of CP in the Philippines is also required by RA 10121. Specifically, in Rule 6,
Section 4 (3) of the Implementing Rules and Regulations (IRR) of the law, it states that “The
Provincial, City and Municipal DRRMOs or BDRRMCs, in coordination with concerned
national agencies and instrumentalities, shall facilitate and support risk assessments and
contingency planning activities at the local level.”
Recognizing the need to develop contingency plans for both natural and human-
induced hazards, it is indicated in item 6.1.1 of the NDRRMC-NSC JMC No. 1, 2016 that “All
DRRMCs at all levels, CMCs at the local level, and individual government departments,
bureaus, agencies, offices, units, and instrumentalities shall formulate contingency plans
for natural and/or human-induced hazards appropriate to their areas in accordance with
the prescribed Contingency Planning Guidebook.” Moreover, in item 6.1.2, “Other
governance stakeholders, including civil society organizations and the private sector, are
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enjoined to adopt the Contingency Planning Guidebook for formulation of their
respective contingency plans.”
Further, under the NDRRM Plan 2011 – 2028, Thematic Area 2: Disaster Preparedness,
Outcome 10, it is also indicated that there shall be “Developed and implemented
comprehensive national and local preparedness and response policies, plans, and
systems.”
The formulation of CP is also embodied in various national issuances, policies, programs
and guidelines:
• Executive Order No. 82, s 2012: Operationalizing the Practical Guide for National Crisis
Managers and the National Crisis Management Core Manual; Establishing National
and Local Crisis Management Core Manual; Establishing national and Local Crisis
Management Organizations; and Providing Funds Therefor
• NDRRMC Memorandum No. 04, s 2012: Implementing Guidelines on the Use of Incident
Command System as an On-Scene Disaster Response and Management Mechanism
under the Philippine Disaster Risk Reduction and Management System
• NDRRMC Memorandum No. 23, s 2014: National Disaster Response Plan for Hydro-
meteorological hazards
• NDRRMC Memorandum No. 43, s 2016: Guidelines on the Interoperability of the
Incident Management Teams and Response Clusters
• NDRRMC Memorandum No. 44, s 2016: Guidelines on the Mobilization of Incident
Management Teams
• NDRRMC Memorandum No. 22, s 2017: NDRRMC National Disaster Response Plan for
Hydro-Meteorological, Earthquake, Tsunami, and Consequence Management for
Terrorism Related Incidents
• NDRRMC Memorandum No. 50, s 2017: Checklist of Actions and Milestones for
Earthquake Preparedness
• Department of Budget and Management (DBM)-NDRRMC-DILG JMC 2013-1:
Allocation, Utilization of the Local Disaster Risk reduction and Management Fund
• NDRRMC-DILG-DBM-Civil Service Commission (CSC) JMC 2014-1: Implementing
Guidelines for the Establishment of Local DRRM Officers (LDRRMOs) or Barangay DRRM
Committees (BDRRMCs) in LGUs
• RA 11292: The Seal of Good Local Governance Act of 2019
• DILG Operation Listo
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Importance of Contingency Planning
It is a common fact that disasters exist in the Philippines primarily because of its
geographic location within the Pacific Ring of Fire and Pacific Typhoon Belt. The
Philippines is currently the 9th country at risk to disasters worldwide, based on the World
Risk Index Report 2019.
For a disaster prone country like the Philippines, CP yields a number of benefits:
• It helps to ensure the availability of resources and establishes a mechanism for rapid
decision-making based on authority, responsibility and accountability.
• It contributes to enhancing coordination and networking among individuals,
agencies and organizations.
• It helps to protect lives by arranging potential response structures, mechanisms and
resources prior to the occurrence of any emergency.
CP is applicable to all forms of hazards. It is also applied as part of preparations for
planned events. Below are some examples of where CP can be applied:
• Natural hazards such as tropical cyclones, volcanic eruptions, floods, El Niño and La
Niña, earthquakes, tsunamis, storm surge, landslides and lahar/mud flows
• Human-induced hazards such as conflagration, aircraft crash, vehicular accident, oil
spills, hazardous material/chemical incidents, industrial incidents, garbage avalanche,
crimes, bombing, terrorist acts and armed conflict situations
• Planned events and high density population gatherings such as fiestas, concerts,
anniversaries, conferences, etc.
• Shortages of resources, food or other commodities
• Epidemic or outbreak of serious health problems
The existence of natural and human-induced hazards, even the preparations for planned
events, prompts the need for CP. Some early warning signs usually precede an event that
requires emergency response. Often, it is simply a matter of good knowledge mixed with
experience that encourages one to recognize the need to do planning. However, even
if one is not sure that such event may indeed occur, it is still best to formulate a CP. In
other words, the moment we have projected a disaster or an incident, we should start
formulating the CP now. As rule of thumb, “It is better to plan when it is not needed, than
not to have planned when it was necessary.”
Further, there should only be one CP for every hazard. If various kinds of hazards exist, CPs
must be formulated for each. If there are secondary hazards resulting from one specific
hazard, these must be specified in one CP as part of the scenario generation.
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Stakeholders involved in Contingency Planning
The process of contingency planning becomes most effective when it is participatory
and collaborative, i.e., it involves the individuals, offices or agencies concerned who will
work together in the event of an emergency.
Practically speaking, all government and private entities are the stakeholders involved in
conduct of contingency planning and have the responsibility to formulate their CPs.
Specifically, here are the stakeholders involved in contingency planning across all levels
of governance:
Member agencies of the National/ Regional Disaster Risk
Reduction and Management Council (DRRMC)
Member agencies of the National/ Regional Crisis Management
Committee (CMC)
Technical experts (to help in risk assessment and provide other
technical information) such as:
• Philippine Atmospheric Geophysical and Astronomical
Services Administration (PAGASA) for hydro-
meteorological hazards
• Philippine Institute of Volcanology and Seismology
(PHIVOLCS) for geological hazards
• Mines and Geosciences Bureau (MGB) for rain-induced
landslides
• Department of Health (DOH) for health-related hazards
• Climate Change Commission (CCC) for climate-related
hazards
• Philippine National Police (PNP) for security-related
hazards
• Armed Forces of the Philippines (AFP) for armed conflict
situations
• National Intelligence Coordinating Agency (NICA) and
Anti-Terrorism Council (ATC) for terrorist-related hazards
CSOs, private sector groups and individuals offering
augmentation
Stakeholders
at the
National/
Regional
Level
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Stakeholders
at the
Agency/
Office /
Organization
Level
Local DRRM Officers (focal persons in DRRM)
Sanggunian members
Representatives of local committees
Member offices of the Local DRRMC
Member offices of the local CMC
Technical experts (to help in risk assessment and provide other
technical information) such as:
• PAGASA for hydro-meteorological hazards
• PHIVOLCS for geological hazards
• MGB for rain-induced landslides
• DOH for health-related hazards
• CCC for climate-related hazards
• PNP for security-related hazards
• AFP for armed conflict situations
• NICA and ATC for terrorist-related hazards
National government agencies operating at the local level
CSOs, private sector groups and individuals offering augmentation
Stakeholders
at the
Local Level (Provincial/ City/
Municipal/
Barangay)
Division/unit heads
Planning officers and other action officers/ technical staff (finance,
logistics, operations, human resource, etc.)
Disaster Control Group members
Technical experts (to help in risk assessment and provide other
technical information) such as:
• PAGASA for hydro-meteorological hazards
• PHIVOLCS for geological hazards
• MGB for rain-induced landslides
• DOH for health-related hazards
• CCC for climate-related hazards
• PNP for security-related hazards
• AFP for armed conflict situations
• NICA and ATC for terrorist-related hazards
Local authorities (coordination for augmentation)
CSOs, private sector groups and individuals offering augmentation
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Common Myths and Facts on Contingency Planning
Misconceptions about CP exist. Hence, it is important to demystify such misconceptions
by understanding the common myths and facts about CP:
Myths Facts
CP is expensive CP requires only an appropriate funding
source.
CP is too technical. External expertise is
needed.
There are trained local CP experts and
facilitators.
Once the contingency plan has been
formulated, only little effort is needed.
Contingency plan needs to be reviewed
and updated regularly.
CP is not an integral part of our work. CP should form part of the regular
planning activities.
CP is sensitive, confidential and
threatening. It should be done in secret.
CP should be prepared, developed, and
disseminated to concerned agencies.
CP encourages displacement. CP helps to prevent displacement.
CP is product oriented. CP is not a product for sale.
CP process is too tedious. Just give us a
template for us to fill-in on our own.
CP is not like any other plan. Multi-
stakeholder involvement and technical
expertise are needed.
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FORMULATING THE CONTINGENCY PLAN
Although a mechanism for disaster response, CP formulation remains as a disaster
preparedness activity. It works best if sensitization activities are successfully done during
peace time such as environmental scanning, awareness raising, risk assessment and
administrative preparations.
Before proceeding with the planning process, it is important to “sell the idea” of CP to
officials and the relevant authorities. It must be made clear to them that formulating CP
is part of the DRRM mandate as provided for in RA 10121 and other issuances. However,
it is also important to emphasize the protection of human lives from worst-case disaster
situations as among the top convincing reasons why there is a need for CP. The buy-in
and approval of the authorities will provide support and justification to do the next steps
required for the formulation of CP.
Further, it is important to generate situation awareness. As described by the NCMCM,
situation awareness is the ability to extract and integrate information in a continuously
changing environment and to use such information to direct future actions. It entails
understanding of the operational environment that will provide the basis for the conduct
of contingency planning.
To generate situation awareness, planners need to do the following:
• Do risk assessment
• Detect early warning signs for hazards
• Analyze historical data on previous disasters or
crises
• Determine the level of participation in the
planning process
• Invite technical experts
• Prepare and review relevant materials
Proper situational awareness will enable the planners to planners can proceed with the
writing of the CP, which is broken into the following parts:
Chapter I. Background
Chapter II. Goal and Objectives
Chapter III. Response Arrangements
Chapter IV. Activation, Deactivation and Non-Activation
Annexes
MATERIALS TO PREPARE
Maps
Disaggregated population data
Inventory of resources
Relevant plans and policies
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Chapter I. Background
A. Introduction
Write a narrative to describe the overall profile of the LGU/ agency/ office/ organization.
Refer to existing relevant sources in coming up with the narrative.
B. Hazard Analysis
1. Accomplish CP Form 1: Hazard Analysis. This will allow identification and analysis of
hazards based on their “Probability” and “Impact.”
2. Write a narrative to further describe the results of the accomplished form. Refer to
existing relevant sources in coming up with the narrative.
C. Hazard to Plan for
1. State the specific hazard to plan for. This is the hazard that ranked as number one
in the accomplished CP Form 1.
2. Accomplish CP Form 2: Anatomy of the
Hazard for the selected hazard to be
included as part of Chapter I.
3. Write a narrative to further describe the
results of the accomplished form. Refer to
existing relevant sources in coming up with
the narrative.
COMMON SOURCES FOR CP NARRATIVES
Documentation of history of the LGU/ agency/ office/ organization
Ecological profile
Maps (hazard, risk, base, administrative, political, etc.)
Disaggregated data on population and resources
Situation reports and statistics
Disaster and crisis advisories
Historical data/ records on past disasters or crises
DRRM and CM updates and trends
Community Based Management Information System (CBMS) for LGUs
Other existing plans related to DRRM and CM such as comprehensive land use plan
(CLUP), DRRM plan, etc.
IMPORTANT
There are instances in which the
hazard to plan for is already pre-
determined based on
management or organizational
priorities. In such case there is no
need to do CP Form 1.
18
D. Scenario
1. Develop the scenario for the identified hazard,
which will be the focus of the CP.
a. If planning for a natural hazard,
accomplish CP Form 3A: Scenario
Generation for Natural Hazard
b. If planning for a human-induced hazard,
accomplish CP Form 3B: Scenario
Generation for Human-Induced Hazard
2. Determine the projected number of individuals
who will be affected by the hazard based on worst-case scenario. For this purpose,
accomplish CP Form 4A: Affected Population. If there is a need to do
disaggregation, accomplish CP Form 4B: Breakdown of Affected Population, as
appropriate.
3. Write a narrative to further describe the results of all the accomplished forms. Refer
to existing relevant sources in coming up with the narrative.
Chapter II. Goal and Objectives
A. Goal
State the overall goal or the end state that the CP aims to achieve.
B. Objectives
Enumerate the objectives of the CP to achieve the desired goal. The objectives must be
stated SMARTER.
IMPORTANT
CP is focused on planning for
the worst-case scenario.
However, other scenarios are
still useful as they provide layers
of benchmarking for
preparedness and response
operations.
SMARTER OBJECTIVES
S – pecific : clearly and exactly presented or stated; precise or exact
M – easurable : an adequate or due portion is quantifiable
A – ttainable : capable of being achieved
R – ealistic : resembles real life; very much like in the actual setting
T – ime bound : a period of time is planned for a particular action
E – xtending : can be continued and replicated in other situations
R – ewarding : recompenses effort; generates feeling of fulfillment
19
Chapter III. Response Arrangements
It is important for the LGU/ agency/ office/ organization to have an organized response
system in order to accomplish the goal and objectives of the CP. Such requires technical
information about the different response arrangements used in DRRM and CM,
particularly the Response Clusters, Emergency Operations Center (EOC) and Incident
Command System (ICS).
A. Response Clusters
1. Organize the Response Clusters
that will serve as the resource
providers during the worst-case
situation. For this purpose,
accomplish CP Form 5: Cluster
Identification. This will enable the
determination of Response Clusters,
with their corresponding heads and
members.
2. For each Response Cluster,
formulate a separate and detailed
Implementation Plan. The contents
of the Implementation Plan are as
follows:
a. Lead and Members: Enumerate the lead and members of the Response Cluster
based on CP Form 5.
b. Scenario: Describe the specific scenario that will be faced by the Response
Cluster. The said scenario must be consistent with the worst-case.
c. Objectives: Enumerate the specific objectives for the Response Cluster. These
should be in accordance with the CP goal and general objectives.
d. Roles and Responsibilities: Enumerate the roles and responsibilities of the head
and members of the Response Cluster. Protocols may be added as well.
e. Response Activities: Accomplish CP Form 6: Response Activities. The will indicate
the detailed activities to be undertaken with corresponding timeframes.
f. Resource Inventory: Accomplish CP Form 7: Resource Inventory. This will account
all existing resources of the Response Cluster.
g. Resource Projection: Accomplish CP Form 8: Resource Projection. The will
indicate the gaps in resources and the possible resources to fill-in the said gaps.
IMPORTANT
The National Disaster Response Plan (NDRP)
pre-identifies the Response Clusters, with
corresponding heads and members:
• Food and Non-food
Items
• Health
• Protection
• Camp Coordination
and Management
• Logistics
• Emergency
Telecommunications
• Education
• Search, Rescue and
Retrieval
• Management of the
Dead and the Missing
• Law and Order
• Phil. International
Humanitarian
Assistance
However, the local authorities have the
liberty to organize their own Response
Clusters based on needs.
20
3. Once all clusters have formulated their respective implementation plans,
consolidate and make a summary of the resource gaps and costs using CP Form 9:
Resource Gap Summary. This will provide a quick look on the investments that must
be made for all Response Clusters in terms of resources.
B. Emergency Operations Center (EOC)
The EOC serves as the central facility for
coordination should the worst-case disaster or crisis
affect the LGU/ agency/ office/ organization. It will
serve as the contact point for all Response Clusters
and external stakeholders that will provide
assistance and augmentation of resources during
the emergency.
1. Accomplish CP Form 10: Emergency Operations Center to indicate the location of
the EOC, its contact information and the personnel who operate and manage the
facility.
2. Develop and illustrate the organization structure showing the persons in charge of
manning the EOC. Here is an example of a typical organization structure for the
EOC. The structure may vary depending on the organization:
For reference, here are the roles and responsibilities for each position within the
EOC:
POSITION ROLES AND RESPONSIBILITIES EOC Manager Takes guidance from Responsible Official
Provides overall leadership in the EOC
Assigns responsibility to the EOC staff
Operations Coordinator Coordinates requirements for emergency response
Planning Coordinator Collects, analyzes and displays information
Develops, maintains and disseminates situation reports
Prepares action plan
Tracks resources
Logistics Coordinator Maintains EOC facilities and equipment
Provides transportation, food, and medical services for all duty
personnel
Finance and Administration
Coordinator
Manages all financial and administrative concerns of the EOC
3. Write a narrative to further describe the results of the accomplished form and the
organization structure of the EOC.
IMPORTANT
The EOC should be in a location
that is FREE from exposure to the
hazard’s projected impacts. Do not
situate the EOC in a location that is
hazard-prone.
21
C. Incident Command System (ICS)
ICS is an on-scene response mechanism that is being implemented for tactical response.
Once all teams have been mobilized on the ground during the worst-case scenario, they
will all operate under this system. The team of experts to lead the implementation of ICS is
referred to as Incident Management Team (IMT).
1. Accomplish CP Form 11: Incident Command System to
indicate the location of the ICS facilities and assign the
personnel who will serve as the Incident Management
Team (IMT).
2. Develop and illustrate the organization structure
showing the persons assigned in the IMT. Here is an
example of a typical organization structure for the IMT:
For reference, here are the general roles and responsibilities of the IMT:
POSITION ROLES AND RESPONSIBILITIES Incident Commander Overall manages the incident
Command Staff
• Public Information Officer Interacts with the media and public
• Safety Officer Assesses all operational safety concerns
• Liaison Officer Point of contact for other agencies
General Staff
• Operations Section Chief Implements tactical activities
• Planning Section Chief Collects information and prepares reports
• Logistics Section Chief Provides facilities and services support
• Finance and Administration Section Chief Monitors and approves expenditures
3. Write a narrative to further describe the results of the accomplished form and the
organization structure of the IMT.
IMPORTANT
The ICS facilities should be
in a location that are FREE
from exposure to the
hazard’s projected worst-
case scenario impacts.
22
D. Interoperability
1. Illustrate using a diagram the interoperability of the EOC, ICS and clusters. Here is
an example:
2. Write a narrative to describe the interoperability as shown in the diagram.
IMPORTANT
If planning for the WORST-CASE disaster or crisis, the response arrangements
cannot be undertaken by a single LGU, agency, office or organization.
Collaboration with external stakeholders to provide augmentation is essential
because one’s personnel and resources will largely become affected. This is where
the technical knowledge on the Response Clusters, EOC, and ICS and their
interoperability become crucial in the CP process.
23
Chapter IV. Activation
Illustrate using a flow chart to indicate how the CP will be activated for implementation.
The flow chart must clearly depict the activation triggers. Here are some examples of
triggers that are commonly used for DRRMCs or CMCs:
• Pre-Disaster Risk Assessment (PDRA): In the presence of early warning signs related
to an impending hazard, PDRA shall be conducted. PDRA presents the possible
impacts of the hazard to the populace to determine the appropriate level of
response actions. The assessment provides basis for the activation of the CP.
• Rapid Damage Assessment and Needs
Analysis (RDANA): A CP may be activated as
recommended by RDANA teams working on
the ground. This is applicable especially in the
absence of early warning signs as well as
communication from the ground. The actual
findings of the RDANA teams can be used as
justification for activating the contingency
plan.
• Intelligence Reports: Based on the intelligence
reports gathered, a CP may be activated to
help suppress the threat of a predicted
human-induced crisis and prepare to assist the
communities that might possibly be affected
Likewise, the flow chart should also indicate how the response operations based on the
CP will be deactivated. Deactivation triggers must clearly be depicted. As a general rule,
the recommendation to terminate the operation should emanate from the Incident
Commander (IC) operating on the ground. This also signifies the trigger for the
deactivation of the response based on CP.
Non-Activation of the CP
There may be no need to activate the CP if the predicted hazard or event did not take
place or the situation is no longer threatening.
Depending on the nature of the hazard, the CP may be maintained as a “continuing
plan” or a plan that can still be utilized for future use in case the same hazard will occur.
Otherwise, it will be incorporated to the overall plan of the LGU/ agency/ office/
organization to improve their preparedness and response capacities.
IMPORTANT
In situations with predicted or
expected dates when the
hazard may take place (festivals,
conferences, and other planned
events), a CP must be activated
days or even weeks before the
actual start of the event.
Subsequently, the deactivation
procedures must take place
after the expected dates of the
event.
24
Sample CP Activation Flow Chart for Typhoon
PAGASA
forecasts Typhoon
Activate contingency
plan?
START
EOC on blue alert status
2
DRRMC
conducts
PDRA
Responders
conduct normal operations using
ICS
Clusters provide
continuous support
to responders
IC recommends
demobilization
RO approves recommendation
for demobilization
Responders and clusters demobilize.
Clusters for early recovery operate.
Situation
normalize
d?
EOC returns to white
status
END
No Yes EOC on red alert status
RO convenes
the clusters at
the EOC
RO mobilizes and
deploys IMT
Clusters and IMT
operate based on contingency plan
Situation improved?
IMT recommends
deactivation of contingency plan
RO directs deactivation
of contingency plan
1
3
2
Yes
Yes
No
No
3
Typhoon makes
landfall. DRRMC conducts RDANA
1
25
Sample CP Activation Flor Chart for Planned Event
DRRMC activates
contingency plan
START
EOC on red alert
status
No
Yes
RO convenes the clusters at EOC
RO mobilizes and
deploys IMT
Clusters and IMT
operate based on
contingency plan
Planned
event ended?
IMT recommends
deactivation of
contingency plan
RO directs deactivation
of contingency plan
IMT, responders and
clusters demobilize
OpCen on white
alert status
END
26
Annexes
Working Group
An important part of the CP is the identification of the Working Group who will be the
overall responsible for the completion of the plan. This group will initiate the conduct of
follow-through activities such as testing, evaluation, packaging, updating and
improvement.
1. State the purpose of the working group. For example:
The Working Group will be responsible for the refinement, finalization, testing, evaluation,
packaging, updating and improvement of the CP.
2. Enumerate the duties and responsibilities of the working group. For example:
1. Facilitate the refinement and finalization of the CP to include testing, evaluation,
packaging, updating and improvement;
2. Develop work plan for the completion and updating of the CP;
3. Organize consultation meetings with the planners and relevant technical experts
regarding the development of the CP; and
4. Facilitate the presentation and endorsement of the CP to the authorities for comments
and approval.
3. Specify the members of the working group and the contact details. The working
group is typically composed of the following:
Head Overall in charge; monitors the CP progress; initiates the conduct of
meetings to review, evaluate and update the CP; disseminates updates
on the CP to concerned stakeholders; leads the conduct of exercises to
test the CP.
Facilitator Facilitates meetings, workshops and exercises; drives the contingency
planning participants to achieve the target outputs.
Secretariat Documents and assimilate comments and recommendations during
meetings, workshops and exercises into the CP; provides other secretariat
Services.
Cluster
Representatives
Facilitates the completion of detailed implementation plans for the
Respective Clusters, including the accomplishment of the CP forms;
ensures the availability of data for the specific Response Cluster;
coordinates with other clusters to ensure consistency of implementation
plans.
IMPORTANT
Members and functions of the working group may be added, as
appropriate to the agency or organization.
A directive or issuance to formally constitute the working group is highly
recommended.
27
Other Annexes
Aside from the Working Group, there are many important annexes that form part of the
contingency plan. Here are some examples:
o Maps (hazard, risk, administrative, etc.)
o Relevant disaster reports
o Agreed standards in humanitarian assistance and disaster response to be observed
for operations
o Directory of agencies and participants during the contingency plan formulation
o List of relevant policies and guidelines
Approval of the Contingency Plan
Once all the contents of the CP have been completed, the Working Group will endorse
and submit the plan to the relevant authorities for approval, i.e. Chairperson of DRRMC,
Crisis Manager of CMC, or head of office/agency. During the endorsement, the working
group should provide enough justification to the authorities that in case such emergency
takes place, the amount of resources specified in the plan will be required.
Also, it is highly recommended to have a formal issuance that officially approves the plan.
In the said issuance, it should be stated that the CP is approved as a “living” document.
Once completed and approved, the CP does not end within the four corners of the
planning room or kept in drawers and bookshelves. It does not also mean that the plan is
ready for immediate execution. Subject the plan for continuous testing, evaluation,
assessment, updating and improvement. There should be continuous risk assessment to
measure its applicability in a real worst-case situation. The scenarios and response
arrangements indicated in the CP must be updated as necessary.
Upon detection of early warning signs for the occurrence of a disaster or crisis, a CP can
swiftly be transformed into a response plan since it already identifies all the response
arrangements including standby resources. The response actors shall perform their roles
and responsibilities as specified in the CP.
28
CONTINGENCY PLANNING FORMS
CP Form 1: Hazard Analysis
HAZARD PROBABILITY IMPACT AVERAGE
PROBABILITY + IMPACT
2
RANK
RATE REMARKS RATE REMARKS
29
Instructions:
1. List all the possible hazards that may affect the LGU/
community/ agency/ office/ organization under the
column “Hazard.”
2. Under “Probability”, provide corresponding rating on
the frequency of occurrence of the hazard based on
the agreed rating scale. Indicate other relevant
details under “Remarks”, as necessary.
3. Under “Impact”, provide corresponding rating on
the severity of the effects of the hazard based on the
agreed rating scale. Indicate other relevant details
under “Remarks”, as necessary.
4. Under “Average”, calculate the average rating by
adding the probability and impact ratings, then
divide by 2.
5. Under “Rank”, rank the hazards with the highest
average as 1, the next highest average as 2, and so
on. The hazard with the highest average will be the
priority for Contingency Planning.
Sample Rating Scale for Probability
1
Most Unlikely
2
Unlikely
3
Likely
4
Very Likely
5
Almost Certain
The event may
occur only in
exceptional
cases
The event could
occur at some
time, but
probably will not
The event might
occur at some
time, and
probably will
The event will
probably occur in
most or many cases
The event is expected
to occur in many or
most cases
Sample Rating Scale for Impact
1
Negligible
2
Minor
3
Moderate
4
Severe
5
Devastating
No casualty
(dead, injured,
missing)
• Injured: 1-5
• Dead: 0
• Missing: 0
• Injured: 1-20
• Dead: 1-2
• Missing: 1-2
• Injured: 1-50
• Dead: 1-20
• Missing: 1-20
• Injured: 50 & above
• Dead: 21 & above
• Missing: 21 & above
No damage to
property
Minor loss and/or
damage to
property (up to
Php 500,000)
Significant loss
and/or damage
to property (Php
500,001-3M)
Major loss and
damage to
property (Php 3-
10M)
Catastrophic loss and
damage to property
(Php 10M above)
No delay in
normal
functioning
Up to one day
delay in
operations
Up to 1 week
delay in
operations
Between 1 month
delay in operations
More than 1 month
delay in operations
IMPORTANT
The rating scales below
are just examples. In
actual planning, refer to
significant historical
trends and data on past
disasters or crises to
develop the probability
and impact rating scales.
Planners can also refer to
scientific data such as
hazard maps and Rapid
Earthquake Damage
Assessment System
outputs for earthquakes.
Overall, coming up with
the ratings should be
based on the consensus
of the planners and
experts.
30
Example:
Cp Form 1: Hazard Analysis
HAZARD PROBABILITY IMPACT AVERAGE
PROBABILITY + IMPACT
2
RANK
RATE REMARKS RATE REMARKS
Tropical Cyclone 5 Tropical cyclone and
other weather
disturbances frequently
pass through the area
4 Previous tropical cyclone
brought heavy rainfall with
windspeed ranging from
185 kph to 215 kph. The
tropical cyclone caused
major floods in the area.
4.5 1
Earthquake 4 Area is proximal to a fault
line.
4 Last major earthquake
resulted to 30 deaths and
500 injuries. The area has
been isolated for 24 hours.
4 2
Fire 3 Some houses in the area
are made of light
materials prone to fire
outbreaks.
3 There are available fire
engines with firefighters
who can readily suppress
fire outbreaks.
3 4
Landslide 3 Some areas are declared
as landslide prone.
2 Structural interventions to
prevent landslides are in
place.
2.5 5
Armed Conflict Situation 4 Based on intelligence
reports, there is the
presence of armed rebel
groups in the area.
3 Security measures are in
place. The Crisis
Management Committee is
organized.
3.5 3
31
CP Form 2: Anatomy of the Hazard
HAZARD TO PLAN FOR
ROOT CAUSES EARLY WARNING SIGNS TRIGGERING FACTORS EXISTING
MITIGATING MEASURES
32
Detailed Instructions:
1. Indicate the specific hazard to plan for (the hazard
with the highest rank from CP Form 1).
2. Under “Root Causes”, describe the factors or reasons
that explain the existence of the hazard in the area.
3. Under “Early Warning Signs”, describe the indicators
that provide warning on the impending threat posed
by the hazard.
4. Under “Triggering Factors”, describe the factors or
situations that turn the hazard into an actual disaster or
crisis.
5. Under “Existing Mitigating Measures”, describe the existing measures of the LGU/
community/ agency/ office/ organization to prevent or mitigate the impacts of the
disaster.
Example:
CP Form 2: Anatomy of the Hazard
HAZARD TO PLAN FOR Tropical Cyclone
ROOT CAUSES EARLY WARNING SIGNS TRIGGERING FACTORS EXISTING
MITIGATING MEASURES
Area is situated beside
the shoreline where
tropical storms and
weather disturbances
normally emanate.
All forms of weather
disturbances
Poorly built houses and
infrastructures
Forest denudation
Poor drainage system
Construction of houses
and buildings along
riverbanks
Deforestation
Installation of early warning
system
Construction of dikes as flood
control structures
Regular de-clogging of
waterways and canals
Presence of mangroves and
forest trees
IMPORTANT
Filling-up this form requires
review of documents
such as hazard maps, risk
maps and results of
outputs of risk assessment.
It also requires
consultation with experts
from science agencies
and intelligence units.
33
CP Form 3A: Scenario Generation for Natural Hazard
PARTICULARS (CAN BE CUSTOMIZED)
BAD WORSE WORST
General Description of Event
No. of Affected Individuals
No. of Dead
No. of Injured
No. of Missing
EFFECTS
Communication
Power/ Electricity
Transportation
Environment
Response Capabilities
Government Trust
Others_________
Others_________
Others_________
34
CP Form 3B: Scenario Generation for Human-Induced Hazard
PARTICULARS (CAN BE CUSTOMIZED)
MOST LIKELY (NORMAL ACTIVITIES)
BEST (WITH COUNTER-MEASURES)
WORST
General Description of Event
No. of Affected Individuals
No. of Dead
No. of Injured
No. of Missing
EFFECTS
Communication
Power/ Electricity
Transportation
Environment
Response Capabilities
Government Trust
Others_________
Others_________
Others_________
35
Instrutions:
1. Use CP Form 3A for natural hazard and CP Form 3B for
human-induced hazard.
2. Under “Particulars” are the conditions to describe how
the situation will unfold in case the hazard affects the
LGU/ community/ agency/ office/ organization.
Describe each condition as “Bad”, “Worse” or “Worst”
for CP Form 3A and “Most Likely”, “Best”, or “Worst” for
CP Form 3B.
CP Form 3A
(For Natura-Hazardl)
CP Form 3B
(For Human-Induced Hazard)
Bad a severe situation that can possibly
occur based on scientific
information, historical experience,
and consensus of the planners.
Most Likely the normal situation that can
possibly occur based on typical
security interventions
Worse a situation more severe than the
bad scenario that can possibly be
occur based on scientific
information, historical experience,
and consensus of the planners.
Best the most desirable situation that
can possibly occur given the
heightened security interventions
and counter-measures to address
the threat. However, the crisis
may still occur because the
effects of security interventions
and counter-measures are still
uncertain.
Worst the most severe situation that can
possibly to occur based on
scientific information, historical
experience, and consensus of the
planners.
Worst the more severe situation that
can possibly to occur when all
security interventions and
counter-measures are
compromised.
.
IMPORTANT
No need to fill-up all
fields. Only accomplish
those that are relevant.
The fields can be
customized depending
on the situation, as long
as it is agreed upon by
the planners.
36
Example:
CP Form 3A: Scenario Generation for Natural Hazard
PARTICULARS
(CAN BE CUSTOMIZED) BAD WORSE WORST
General Description of Event
Tropical cyclone made landfall with
maximum sustained winds of 62 to 117 kph,
categorized as tropical storm. Around 20% of
the area in the locality is submerged in flood.
Tropical cyclone made landfall with
maximum sustained wind of 118 to
220 kph, categorized as typhoon.
Around 50% of the area in the
locality is submerged in flood.
Tropical cyclone made landfall with
maximum sustained wind of more 220
kph, categorized as super typhoon.
There is possible occurrence of storm
surge. Around 80% of the area in the
locality is submerged in flood.
No. of Affected Individuals 1,000 individuals 2,000 individuals 4,000 individuals
No. of Dead 5 individuals 25 individuals 50 individuals
No. of Injured 10 individuals 40 individuals 100 individuals
No. of Missing 5 individuals 10 individuals 30 individuals
EFFECTS
Communication Communication lines are still operational Communication lines are disrupted
in some areas. Communication lines are totally cut.
Power/ Electricity No power interruption Power is interrupted in some areas. Total power shutdown
Transportation Few roads are submerged in flood waters. Several roads are no longer
passable. All roads are no longer passable.
Housing Around 500 houses are
partially damaged.
Around 10,000 houses are
totally damaged and 5,000 are
partially damaged.
Around 80,000 houses are
totally damaged and 10,000 are
partially damaged.
Response Capabilities All local responders are able to address the
situation.
While the responders are mobilized,
there is a need for augmentation.
Even the local responders are unable
to address the situation; they are part
of the victims as well.
Government Trust Government trust is observed. People are
cooperative to the government.
While government trust is observed,
people are demanding for more
assistance.
People lose confidence on the
government. They resort to own self-
help and survival.
37
CP Form 3B: Scenario Generation for Human-induced Hazard
PARTICULARS (CAN BE CUSTOMIZED)
MOST LIKELY (NORMAL ACTIVITIES)
BEST (WITH COUNTER-MEASURES)
WORST
General Description of Event
A bombing incident using IEDs
takes place to disrupt the
ongoing international
conference, discredit the
government, and gain attention
by creating fear and chaos.
Perpetrators are unable to plant
or detonate IEDs due to target
hardening measures on the part
of the security and police forces.
IEDs are detonated one after the
other on specific targets such
malls, bars, restaurants, and other
business establishments. There are
also attacks on critical
infrastructures such as ports.
No. of Affected Individuals 100 individuals 0 300 individuals
No. of Dead 5 individuals 0 30 individuals
No. of Injured 10 individuals 0 50 individuals
No. of Missing 0 0 0
EFFECTS
Transportation No effects No effects
Roads near the impact areas are
impassable due to chaos and
debris pile up.
Properties There are minimal damages to
properties within the impact
area.
No effects
Several properties and
establishments within the locality
are damaged.
Response Capabilities There is adequate number of
security forces to address the
situation.
There is maximum security
presence for deterrence. Target
hardening measures are
optimized.
Security forces are unable to
contain the situation and require
augmentation. Several medical
and rescue teams are deployed.
Government Trust Government trust is observed.
People are cooperative to the
government.
Government trust is observed.
People are cooperative to the
government.
People lose confidence on the
government. Higher government
authorities require intervention.
38
CP Form 4A: Affected Population
AREA/ LOCATION NO. OF INDIVIDUALS
AFFECTED
DISPLACED POPULATION
(FOR LOCAL GOVERNMENT UNITS ONLY)
NO. OF INDIVIDUALS INSIDE
EVACUATION CENTERS
NO. OF INDIVIDUALS OUTSIDE
EVACUATION CENTERS
REASONS FOR
DISPLACEMENT
TOTAL
39
Instructions:
1. Under “Affected Area/Location”, specify
the area/location (such as barangay,
street, floors, building location, room
number) that will be affected by the
hazard.
2. Under “No. of Affected Individuals”,
estimate the number of individuals who
will be affected.
3. For the “Displaced Population”, this will be accomplished primarily for LGU-based
CPs only and for hazards that will expectedly result to displacement.
Under “No. of Individuals Inside Evacuation Centers” are those who are displaced
and temporarily moved to evacuation centers established by the LGUs.
On the other hand, under “No. of Individuals Outside Evacuation Centers” are those
who were displaced but did not stay in evacuation areas like taking shelter in their
relatives’ houses, etc.
Under “Reasons for Displacement”, indicate the factors that will lead to the
displacement of the population affected.
Example:
CP Form 4A: Affected Population
AREA/
LOCATION
NO. OF
INDIVIDUALS
AFFECTED
DISPLACED POPULATION
(FOR LOCAL GOVERNMENT UNITS ONLY) NO. OF INDIVIDUALS
INSIDE EVACUATION
CENTERS
NO. OF INDIVIDUALS
OUTSIDE EVACUATION
CENTERS
REASONS FOR
DISPLACEMENT
Barangay X 875 300 200 Living near costal
areas
Barangay Y 1,440 250 500 Living near costal
areas
Barangay Z 1,632 400 300 Houses are mostly
made of light
materials
TOTAL 3,947 950 1,000
IMPORTANT
Displaced population only applies for
LGU-based CPs since they manage
evacuation centers for the displaced
population.
For individual offices or organizations,
no need to fill-up the portion on
displaced population.
40
CP Form 4B: Breakdown of Affected Population
AREA/
LOCATION
NO. OF
INDIVIDUALS
AFFECTED
BREAKDOWN (FILL-UP ONLY WHEN APPROPRIATE)
INFANT
(0-11 MONTHS)
CHILDREN
(17 YO &
BELOW)
ADULT
(18-59 YO)
ELDERLY
(60 YO &
ABOVE)
PERSONS WITH
DISABILITY
(PWD)
WITH
SICKNESS
PREGNANT
WOMAN
OTHERS
M F M F M F M F M F M F M F
TOTAL
41
Instructions:
1. Use CP Form 4B to specify the breakdown of the composition of the affected
population.
2. For every number of individuals affected, provide data disaggregation. In the
absence of actual data, use estimates or percentages instead.
Example:
CP Form 4B: Breakdown of Affected Population
AREA/
LOCATION
NO. OF
INDIVIDUALS
AFFECTED
BREAKDOWN (FILL-UP ONLY WHEN APPROPRIATE)
INFANT
(0-11 MONTHS)
CHILDREN
(17 YO &
BELOW)
ADULT
(18-59 YO)
ELDERLY
(60 YO &
ABOVE)
PERSONS WITH
DISABILITY
(PWD)
WITH
SICKNESS
PREGNANT
WOMAN
OTHERS
M F M F M F M F M F M F M F
Barangay X 675 200 140 42 210 63 210 63 70 21 18 5 18 5 10
Barangay Y 371 1069 75 225 113 338 113 338 38 113 9 28 9 28 15
Barangay Z 1339 293 281 62 421 93 421 93 140 31 35 8 35 8 5
TOTAL 2,385 1,562 496 329 744 494 744 494 248 165 62 41 62 41 30
IMPORTANT
CP Form 4B is optional. Some
CPs may not necessarily need
detailed breakdown of
affected population.
IMPORTANT:
The fields in CP Form 4B are derived from the DILG Operation
LISTO template for disaggregation of community members at the
barangay level.
For the purpose of CP, the said fields may be customized
depending on the planning needs of the end-user and the
nature of the agency/office/organization.
42
CP Form 5: Cluster Identification
RESPONSE CLUSTER
AGENCIES/OFFICES INVOLVED (NUMBER OF FIELDS CAN BE INCREASED OR REDUCED)
LEAD AGENCY/OFFICE
43
Instructions:
1. Under “Response Cluster”, list the
organized Response Clusters that will be
required to address the needs that will
be required by the worst-case scenario.
It is important to note that Response
Clusters to be listed are based on what
the worst-case scenario demands.
2. Under “Agencies/Offices Involved”,
indicate the name of agencies/offices
involved in the CP process. Put a
“check” mark under the name of
agency/office that will have a role to
play for the corresponding Response
Cluster.
3. Under “Lead Agency/Office”, choose
among the agencies/offices the one
that will act as the lead to supervise the
cluster.
4. After completing CP Form 5, summarize the presentation of the clusters using this
matrix below:
RESPONSE CLUSTER LEAD AGENCY/ OFFICE MEMBER AGENCIES/OFFICES
Example:
CP Form 5: Cluster Identification
RESPONSE CLUSTER
AGENCIES/OFFICES INVOLVED (NUMBER OF FIELDS CAN BE INCREASED OR REDUCED) LEAD
AGENCY/OFFICE CDRRMO CHO CSWDO CEO AFP PNP BFP
Food and Non-
Food Items
/
/ /
CSWDO
Health
/ /
/
/ CHO
Law and Order
/ /
PNP
Search, Rescue
and Retrieval
/ /
/
/ AFP
Logistics /
/ /
/ CDRRMO
IMPORTANT:
This process requires coordination
primarily with the local authorities within
the area of responsibility to determine
the Response Clusters.
For reference, below is the list of
Response Clusters pursuant to the NDRP.
While the Response Clusters are pre-
identified at the national level, the local
authorities are provided the autonomy
to organize their own Response Clusters:
• Food and Non-food
Items
• Health
• Protection
• Camp Coordination
and Management
• Logistics
• Emergency
Telecommunications
• Education
• Search, Rescue and
Retrieval
• Management of the
Dead and the Missing
• Law and Order
• Phil. International
Humanitarian
Assistance
44
CP Form 6: Response Activities
RESPONSE CLUSTER
TIMEFRAME RESPONSE ACTIVITIES RESPONSIBLE AGENCIES/OFFICES
D_____
D_____
D_____
D_____
D_____
D_____
D_____
D_____
D_____
45
Instructions:
1. Indicate the name of the Response Cluster on
the above portion of the form.
2. Under “Timeframe”, specify the expected time
for the Response Cluster to initiate action. Here
is the prescribed format:
o “D” corresponds to the actual date of the occurrence of the hazard or start
of the planned event.
o In the blank next to “D”, indicate D minus (-) a given number N or D plus (+)
a given number N:
D minus (-) N The numerical value in “D - N” to corresponds to the expected
time of initiating the action before the occurrence of the hazard
or event. “N” can be expressed in months, days and even
minutes, as appropriate.
D plus (+) N The numerical value in “D + N” to corresponds to the expected
time of initiating the action after the occurrence of the hazard or
event. “N” can be expressed in months, days and even minutes,
as appropriate.
3. Under “Response Activities”, specify the activities of the Response Cluster that must
be accomplished for the identified timeframe. The activities should be sequential
and should be stated as generic as possible.
4. Under “Agencies/Offices”, determine the agencies/offices as members of the
Response Cluster that will be responsible for the needs and/or activities. The
members should have the adequate capacities and resources.
Example:
CP Form 6: Response Activities
RESPONSE CLUSTER Search, Rescue and Retrieval
TIMEFRAME NEEDS / ACTIVITIES RESPONSIBLE
AGENCIES/OFFICES
D – 2 days Conduct accounting of teams
available for mobilization
AFP, BFP, CDRRMO, CHO
D – 1 day Pre-position teams to staging areas AFP, BFP, CHO
D Commence search, rescue and
retrieval operations
AFP, BFP, CHO
D + 1 day Undertake continuous monitoring,
coordination for the response, and
augmentation
AFP, BFP, CDRRMO, CHO
IMPORTANT
All Response Clusters specified
in CP Form 5 will have the
corresponding CP Form 6.
46
CP Form 7: Resource Inventory
RESPONSE CLUSTER
AGENCY/OFFICE RESOURCE QUANTITY REMARKS
47
Instructions:
1. Indicate the name of the Response Cluster on the
above portion of the form.
2. Under “Agency/Office”, specify the agency/office as
member of the Response Cluster.
3. Under “Resource”, indicate the existing personnel, teams, vehicles or major
equipment that can be committed by the member of the Response Cluster.
4. Under “Quantity”, indicate the actual/existing number of the specific resource.
5. Under “Remarks”, provide other important information about the resource such as
location where it can be accessed, sub-classification of the resource, etc.
Example:
CP Form 7: Resource Inventory
RESPONSE CLUSTER Search, Rescue and Retrieval
AGENCY/OFFICE RESOURCE QUANTITY REMARKS
AFP Search, Rescue and
Retrieval Team 5
BFP Search, Rescue and
Retrieval Team 3
BFP Fire Engine 2
CHO Emergency Medical
Team 3
CHO Ambulance 2
CDRRMO Service Vehicle 1
CDRRMO Rescue Boats 2
IMPORTANT
All Response Clusters
specified in CP Form 5 will
have the corresponding
CP Form 7.
IMPORTANT
Adhering to the principles of Incident Command
System, indicate only the personnel, major equipment
and vehicles as resources. Do not indicate small tools
as resources such as tables, chairs, office supplies, etc.
48
CP Form 8: Resource Projection
RESPONSE
CLUSTER
RESOURCE NEED HAVE GAPS
(NEED – HAVE) ACTIVITIES/ SOURCES
TO FILL THE GAPS
COST ESTIMATES (FILL-UP ONLY WHEN
APPROPRIATE)
SOURCE OF FUNDS (FILL-UP ONLY WHEN
APPROPRIATE)
TOTAL
49
Instructions:
1. Indicate the name of the Response Cluster on the above
portion of the form.
2. Under “Resource”, indicate the existing personnel, teams,
vehicles or major equipment that will be required for the
operations.
3. Under “Need”, determine the number of required resources in terms of quantity.
Project the number based on the expected duration for the Response Cluster to
operate, as indicated in CP Form 6.
4. Under “Have”, indicate how many resources are currently available. Refer to CP
Form 7.
5. Under “Gaps”, obtain the number of additional resources needed by the Response
Cluster to undertake the operation. To do this, get the difference between the
“Need” and the “Have.”
6. Under “Activities/Sources to Fill
the Gaps”, specify where the
additional resources will be obtained.
7. Under “Cost”, indicate the
estimated amount needed to obtain
the additional resources. Fill-up this
field only when applicable.
Example:
CP Form 8: Resource Projection
RESPONSE
CLUSTER
Search, Rescue and Retrieval
RESOURCE NEED HAVE GAPS
(NEED – HAVE)
ACTIVITIES/
SOURCES TO FILL
THE GAPS
COST ESTIMATES (FILL-UP ONLY WHEN
APPROPRIATE)
SOURCE OF
FUNDS (FILL-UP ONLY WHEN
APPROPRIATE)
Search, Rescue
and Retrieval
Team
10 8 2 Augmentation
from RDRRMC
and nearby
LGUs
Fire Engine 2 2 0
Emergency
Medical Team
4 2 2
Service Vehicle 4 1 0
Rescue Boats 10 8 2 Procurement 2,000,000.00 LDRRMF
IMPORTANT
All Response Clusters
specified in CP Form 5 will
have the corresponding
CP Form 8.
IMPORTANT
Remember that you are planning for the
WORST-CASE. Your actual existing resources
may be affected as well and may no longer
be able to operate. Consider this in your
resource projection.
50
CP Form 9: Resource Gap Summary
RESPONSE CLUSTER TOTAL RESOURCE GAPS TOTAL COST ESTIMATES
TOTAL
51
Instructions:
1. On the first column, list all the Response Clusters.
2. Refer to the accomplished CP Form 8 for each
Response Cluster and determine the following:
o Total Resource Gaps
o Total Cost Estimates
Example:
CP Form 9: Resource Summary
RESPONSE CLUSTER TOTAL RESOURCE GAPS TOTAL COST ESTIMATES
Search, Rescue and
Retrieval
2 Search, Rescue and Retrieval
Team
2 Emergency Medical team
2 Rescue Boats
PHP2,000,000
IMPORTANT
If there are no costs
required to obtain the
resources for the
Response Cluster, no
need to fill-up the “Total
Cost Estimates.”
52
CP Form 10: Emergency Operations Center
LOCATION
CONTACT INFORMATION
Primary Alternate
Landline:
Mobile:
Email Address:
Social Media:
Others:
Satellite Phone:
Radio Frequency:
Others:
EOC MANAGEMENT TEAM
POSITION (CUSTOMIZE AS APPROPRIATE)
NAMES AND AGENCY/
OFFICE/ ORGANIZATION (PRIMARY AND ALTERNATE)
CONTACT INFORMATION (PRIMARY AND ALTERNATE)
EOC Manager
Operations Coordinator
Planning Coordinator
Logistics Coordinator
Finance/ Admin
Coordinator
Others___________
Others___________
Others___________
53
Instructions:
1. Under “Physical Location”, indicate the specific
location where the EOC will be established at the
time of the disaster or crisis. Note that.
2. Under “Primary Contact Information”, provide
contact details of the EOC through primary means
such as landline, mobile phones, and email address.
3. Under “Alternate Contact Information”, provide contact details of the EOC through
alternate means such as satellite phones and radios.
4. Under “EOC Management Team”, specify the persons in charge of managing the
EOC at the time of the disaster or crisis. Indicate their names,
agency/office/organization as well as individual contact information.
POSITION ROLES AND RESPONSIBILITIES EOC Manager Takes guidance from Responsible Official
Provides overall leadership in the EOC
Assigns responsibility to the EOC staff
Operations Coordinator Coordinates requirements for emergency response
Planning Coordinator Collects, analyzes and displays information
Develops, maintains and disseminates situation reports
Prepares action plan
Tracks resources
Logistics Coordinator Maintains EOC facilities and equipment
Provides transportation, food, and medical services for all duty
personnel
Finance and Administration
Coordinator
Manages all financial and administrative concerns of the EOC
IMPORTANT
The EOC should be in a
location that is FREE from
exposure to the hazard’s
projected impacts. Do not
situate the EOC in a location
that is hazard-prone.
IMPORTANT
Remember that this is the WORST-CASE scenario. Consider assigning primary
and several alternate names of personnel for each EOC position. In case
the names of personnel cannot be identified yet, the planners can resort to
determine the names of agencies/offices/organizations/ that will provide
augmentation.
Additional positions may be indicated in the form, as needed.
54
Example:
CP Form 10: Emergency Operations Center
LOCATION Barangay A, City B (open space beside City Mall)
CONTACT INFORMATION
Primary Alternate
Landline: 8888-8888
Mobile: 09188888888
Email Address: [email protected]
Social Media: Facebook:
Satellite Phone: 001 987 654 3210
Radio Frequency: 145.500MHz
EOC MANAGEMENT TEAM
POSITION (CUSTOMIZE AS APPROPRIATE)
NAMES AND AGENCY/
OFFICE/ ORGANIZATION (PRIMARY AND ALTERNATE)
CONTACT INFORMATION (PRIMARY AND ALTERNATE)
EOC Manager Kiana Albert, LDRRMO Mobile: 60544
Hussain Bennett, OCD Mobile: 41045
Roshan Gay, DILG Mobile: 36708
Operations Coordinator Earl Dougherty, LDRRMO Mobile: 72344
Kellan Farrell, OCD Mobile: 74276
Lynden Leblanc, DSWD Mobile: 82503
Eliott Smyth, PNP Mobile: 70407
Jai Roberson, BFP Mobile: 92274
Planning Coordinator Ronaldo Avila, LDRRMO Mobile: 27311
Safiyah Kline, DOH Mobile: 78394
Amir Hirst, AFP Mobile: 71329
Logistics Coordinator Lori Frederick, LDRRMO Mobile: 97331
Willow Needham, OCD Mobile: 96864
Hettie Wharton, AFP Mobile: 58189
Finance/ Admin
Coordinator
Arley Mcmillan, LDRRMO Mobile: 42741
Matas Farrington, OCD Mobile: 13502
Aaminah Rennie, AFP Mobile: 55582
55
CP Form 11: Incident Command System
ICS FACILITIES
FACILITIES (CUSTOMIZE AS APPROPRIATE)
LOCATIONS
Incident Command Post
Staging Area
Base
Camp
Helispot
Helibase
Others___________
Others___________
Others___________
INCIDENT MANAGEMENT TEAM
POSITION (CUSTOMIZE AS APPROPRIATE)
NAMES AND AGENCY/
OFFICE/ ORGANIZATION (PRIMARY AND ALTERNATE)
CONTACT INFORMATION (PRIMARY AND ALTERNATE)
Incident Commander
Public Information Officer
Liaison Officer
Safety Officer
Operations Section Chief
Planning Section Chief
Logistics Section Chief
Finance/Admin Section
Chief
Others___________
Others___________
Others___________
56
Instructions:
1. Under “ICS Facilities”, indicate the facilities
intended to be established and their
corresponding location at the time of the
disaster or crisis.
2. Under “Incident Management Team”,
designate the members of the IMT who will
managing the tactical response. Indicate their
names and contact information.
POSITION ROLES AND RESPONSIBILITIES Incident Commander Overall manages the incident
Command Staff
• Public Information Officer Interacts with the media and public
• Safety Officer Assesses all operational safety concerns
• Liaison Officer Point of contact for other agencies
General Staff
• Operations Section Chief Implements tactical activities
• Planning Section Chief Collects information and prepares reports
• Logistics Section Chief Provides facilities and services support
• Finance and Administration Section Chief Monitors and approves expenditures
INCIDENT MANAGEMENT OPTIONS
Single
Command
Unified
Command
Incident
Complex
Single Incident
Divided
Area Command
No overlapping
jurisdictional
boundaries. A
single Incident
Commander (IC) is
designated
Multi-jurisdictional,
multi- agency
incidents/events
Requires multiple
ICs
Multiple
incidents/events
managed by a
single IMT
Multiple
incidents/events
managed by
separate IMTs
An area
command team
oversees multiple
IMTs.
IMPORTANT
The ICS facilities should be in
locations that are FREE from
exposure to the hazard’s
projected impacts. Do not
situate the facilities in locations
that are hazard-prone.
IMPORTANT
Remember that this is the WORST-CASE scenario. Consider assigning primary and
several alternate names of personnel for each IMT position. In case the names of
personnel cannot be identified yet, the planners can resort to determine the names
of agencies/offices/organizations that will fill-up the position.
Additional positions may be indicated in the form, as needed.
Note that ICS is a highly technical concept. Select the IMT members with proper
qualifications and training. Also, for WORST-CASE scenario, single command IMT may
not be suited. Consider the most appropriate Incident Management Option.
57
Example:
CP Form 11: Incident Command System
ICS FACILITIES
FACILITIES (CUSTOMIZE AS APPROPRIATE)
LOCATIONS
Incident Command Post Barangay B, City B (In front of City High School)
Staging Area Barangay B, City B (Near Incident Command Post)
Staging Area Barangay C, City B (In front of City Elementary School)
Base Barangay B, City B (Near Incident Command Post)
Camp Barangay B, City B (Near Incident Command Post)
INCIDENT MANAGEMENT TEAM
POSITION (CUSTOMIZE AS APPROPRIATE)
NAMES AND AGENCY/
OFFICE/ ORGANIZATION (PRIMARY AND ALTERNATE)
CONTACT INFORMATION (PRIMARY AND ALTERNATE)
Incident Commander Rodrigo Aldred, LDRRMO Mobile: 59411
Jayden-James Haynes,
LDRRMO
Mobile: 79784
Elle-May Schwartz, DSWD Mobile: 44608
Public Information Officer Helen Guy, LDRRMO Mobile: 28309
Penny Quintana, PAO Mobile: 77298
Annalise Harrington, OCD Mobile: 72656
Liaison Officer Lilliana Lutz, LDRRMO Mobile: 31453
Mylo Mason, LDRRMO Mobile: 78564
Ioan Seymour, DSWD Mobile: 78685
Safety Officer Keiran Harris, LDRRMO Mobile: 81535
Bert Garner, BFP Mobile: 34972
Tate Boyd, AFP Mobile: 17273
Operations Section Chief Lucille Munoz, LDRRMO Mobile: 45360
Samiya Plummer, LHO Mobile: 10329
Maxwell Mcnally, DOH Mobile: 81363
Planning Section Chief Brooke Olsen, LDRRMO Mobile: 89513
Zaydan Forster, OCD Mobile: 62282
Cayden Gaines, DILG Mobile: 35657
Logistics Section Chief Ottilie Espinoza, LDRRMO Mobile: 11503
Romana Yates, LENRO Mobile: 44735
Marley Cleveland, DILG Mobile: 60544
Finance/Admin Section
Chief
Calvin Irving, LDRRMO Mobile: 41045
Frederick Bond, Budget
Office
Mobile: 36708
Tyreese Short, DILG Mobile: 72344
58
FREQUENTLY ASKED QUESTIONS
What are the main differences between this new CP process and the old one?
The new CP process is a calibration of the SFDRR. It is also aligned to the provisions of RA
10121 as it links to the recent DRRM mechanisms such as ICS, cluster approach, PDRA and
RDANA. It is also useful for human-induced hazards by conforming with the NCMCM.
Although the nomenclatures for the old CP process were revised, the approach remains
the same. Further, the CP forms are now enhanced and simplified.
We have already our emergency plans in place. Why do we still need to create CP?
Emergency plan is a generic response plan for any emergency. A CP is intended to
arrange in advance the specific response mechanisms for a worst-case situation.
What is the difference between a Public Service Continuity Plan (PSCP) and CP?
PSCP is intended to avoid disruptions in the delivery of government services. CP is intended
to address the worst-case situation that the government may encounter.
Is it possible to create CPs for more than one disaster or crises?
No, there should be one CP for every hazard. One hazard yields different impacts and
requires different set of resources, agencies involved, and response arrangements.
What is the difference between “sectors” and “clusters”?
The term “sectors” was used in the previous CP manuals. With the approval of the NDRP
and the adherence of the NDRRMC to United Nations, the use of “clusters” is now
introduced.
The application of “clusters” actually reinforces the concept of “sectors.” While “sectors”
refer to a specific functional area of responsibility at the local level, “clusters” put
emphasis on group of units performing a specific task, which is more applicable for use at
the regional and national level.
Is it possible for an agency or organization to lead other clusters even if it is not within its
mandate?
Yes, especially if the scenario calls for it. For worst-case situations, mandated agencies
may probably be overwhelmed or even be part of the casualties. In this situation, other
agencies with the enough capabilities and technical expertise may take the lead.
59
Are we required to adopt the Response Clusters specified in the National Disaster
Response Plan (NDRP)?
Adopt the Response Clusters only if appropriate. The clusters specified in the NDRP are just
examples of the many possible clusters that we can organize depending on the needs of
the situation. Remember that CP is a need-driven activity. The existing clusters may be
modified depending on the situation or new clusters may arise as necessary as agreed
upon by the planners.
Are the clusters in the NDRP fixed and final?
No, the NDRRMC is continuously developing the clusters based on the emerging needs.
Do we need training on ICS and EOC to participate in the CP formulation workshops?
No, but it will be an advantage if a CP participant fully understands ICS and EOC. Other
trained facilitators co-participants can provide actual mentoring to their colleagues
during the planning process.
The Cluster approach has already been used prior to the adoption of ICS. Now, ICS may
only lead to confusion when used with the Response Clusters. Why still use ICS?
The use of ICS is provided for in in RA 10121, Executive Order No. 82, s. 2012, and many
other issuances of the NDRRMC. Cluster approach will be used for resource provision
whereas ICS will be used for on-scene operations by the resources provided by the
clusters.
For detailed information on how to use both the Cluster approach and ICS in CP, the
NDRRMC Memorandum No. 43, 2016 provides the guidelines on the interoperability of the
IMTs and Response Clusters.
Are we required to establish EOCs?
Yes, all DRRMCs from the national down to local levels are mandated to establish EOCs
as provided for in RA 10121. Specifically, in Section 12, c 23, LDRRMCs shall “establish a
Provincial/City/Municipal/Barangay Disaster Risk Reduction and Management
Operations Center”. This is further supported in various NDRRMC issuances.
How is risk assessment formula reflected in CP Form 1?
The intersection of vulnerability and exposure to hazard is reflected in the way we give
scores to probability and impact in CP Form 1.
60
<Name of Office/Agency> is not present in the workshop but their participation is crucial.
How can we proceed with the CP process?
Proceed with the planning even if key representatives are not present. In the ways
forward, organize the Working Group who will coordinate with the relevant agencies to
fill-in the remaining portions of the plan.
Where do we get funds for CP related activities?
According to NDRRMC-NSC JMC No. 1, s. 2016, specifically in the following items:
1.2.1. At the national/regional levels, funding for formulation, dissemination, pilot-
testing, evaluation and updating of contingency plans shall be sourced against
the NDRRMF allocated to the concerned national /regional government
agencies.
1.2.2. At the local government level, funding for formulation, dissemination, pilot-
testing, evaluation and updating of contingency plans shall be sourced against
the LDRRMF.
1.2.3. All individual government department, bureau, agency, office, unit and
instrumentality shall use a portion of their appropriations for formulation,
dissemination, pilot-testing, evaluation and updating of their respective
contingency plans as necessary.
The SPHERE Project prescribes minimum standards provided for disaster response. Do we
have to use the SPHERE Project as our reference for the CP?
Yes, the SPHERE standards can be used as reference. It is a helpful guide to identify and
measure necessary resources that will be needed for the CP. However, the use of SPHERE
standards is not mandatory.
Our office/agency cannot comply with the SPHERE standards. What should we do?
The planners can localize and develop the standards. What is important is that the
standards have been agreed upon by the planning body.
Does the youth sector have a role in the formulation of CP?
Yes, the youth sector has a role not just in CP formulation but in all DRRM and CM activities.
RA 9163, RA 10121 and RA 7077 underscore the vital role of the youth in nation building
during peace and war particularly during national crisis, emergency and
disasters/calamities.
61
What are the other possible sources of funds that can be tapped to meet the identified
resource gaps?
Other sources of funds are as follows:
• Presidential Social Fund (PSF)
• GAA
• Local Social Fund
• LGU Trust Fund
• Savings
• General Fund
• Development Fund
• Grants and Donations from Religious Organizations, I/NGOs, CSOs, GOCCs, NGAs,
IHA, Private and Business groups
Can the unexpended balance of the LDRRM Fund be allocated and used to fund the
programs, projects and activities needed for CP?
Yes. The references for this can be found at the COA Circular Number 2012-002 s.
September 12, 2012 and the DBM-NDRRMC-DILG JMC 2013-1 re Allocation, Utilization of
the LDRRMF. However, it is important to note that according to Section 3, Rule 18, IRR of
RA 10121: “…Any such amount still not fully utilized after five (5) years shall revert back to
the general fund and made available for the social services to be identified by the local
sanggunian.”
Can a CP be used as a substitute to the DRRM Plan?
No. CP is intended for ensuring timely and effective response for the worst-case disaster
or crisis. DRRM Plan, on the other hand, entails identification of programs, projects and
activities for the four DRRM thematic areas.
Is there a liability on the part of the LGUs should they fail to formulate their CPs?
Yes. Failure to formulate CP is tantamount to dereliction of duty defined and covered
under Section 19 of RA 10121. This is so because absence of CP will render the LGU virtually
incapable to respond timely and effectively when disaster strikes the territorial jurisdiction
of the LGU, in which case many lives may be lost and immeasurable damage to
properties may occur. Besides, it is the primary duty of LGUs to protect the lives of its
constituents so clearly provided under Section 16, General Welfare provision of RA 7160
or Local Government Code of 1991.
62
REFERENCES
Publications
Contingency Planning Guide (2012). International Federation of Red Cross and Red
Crescent Societies. Geneva, Switzerland
Contingency Planning for Emergencies: Manual for Local Government Units (2007).
National Disaster Coordinating Council and United Nations High Commission for Refugees
and National Disaster Coordinating Council
Effectiveness of Contingency Planning during Typhoon Lawin (Haima) in selected LGUs in
Region I and CAR.
National Crisis Management Core Manual. (2012). National Security Council
National Disaster Response Plan. (2017). National Disaster Risk Reduction and
Management Council
National Disaster Risk Reduction and Management Plan 2011 – 2028. (2012). National
Disaster Risk Reduction and Management Council
Handbook of Emergencies (2007). United Nations High Commissioner for Refugees.
Laws, Policies and Issuances
Asia-Pacific Economic Cooperation Disaster Risk Reduction Framework
Department of Budget and Management-National Disaster Risk Reduction and
Management Council-Department of the Interior and Local Government Joint
Memorandum Circular 2013-1: Allocation and Utilization of the Local Disaster Risk
Reduction and Management Fund
Executive Order No. 82, s. 2012: Operationalizing the Practical Guide for National Crisis
Managers and the NCMCM; Establishing National and Local Crisis Management Core
Manual; Establishing national and Local Crisis Management Organizations; and Providing
Funds Therefor
National Disaster Risk Reduction and Management Framework
National Disaster Risk Reduction and Management Council and National Security Council
Joint Memorandum Circular No. 1, s. 2016: Guidelines on the Formulation of Contingency
Plans for Natural and Human-Induced Hazards and Adoption of the Contingency
Planning Guidebook
63
National Disaster Risk Reduction and Management Council Memorandum Circular No 04,
s. 2012: Implementing Guidelines on the Use of Incident Command System as an On-
Scene Disaster Response and Management Mechanism under the Philippine Disaster Risk
Reduction and Management System
National Disaster Risk Reduction and Management Council Memorandum No 43, s. 2016:
Guidelines on the Interoperability of the Incident Management Teams (IMTs) and
Response Clusters
National Disaster Risk Reduction and Management Council Memorandum No 43, s. 2016:
Guidelines on the Mobilization of Incident Management Teams
National Disaster Risk Reduction and Management Council Memorandum Memorandum
No. 131 s 2018: Guidelines on the Establishment, Operationalization and Management of
Emergency Operations Center
Republic Act No. 10121: An Act Strengthening the Philippine Disaster Risk Reduction and
Management System, Providing for the National Disaster Risk Reduction and
Management Framework, Institutionalizing the National Disaster Risk Reduction and
Management Plan, Appropriating Funds and for Other Purposes
Republic Act No. 7160: The Local Government Code of 1991
Sendai Framework for Disaster Risk Reduction 2015-2030. (2015). United Nations Office for
Disaster Risk Reduction.
Websites/Internet Articles
https://www.google.com.ph/
http://www.ifrc.org/
http://www.merriam-webster.com/
https://www.gfdrr.org/sites/gfdrr.org/files/8.2.How_to_Define_Affected_Population.pdf