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CP Guidebook As of February 2020 - 2021-03-06-10-56-45-pm
CP Guidebook As of February 2020 - 2021-03-06-10-56-45-pm
PLANNING GUIDEBOOK
As of February 2020
http://202.90.136.171/cbts/
TABLE OF CONTENTS
INTRODUCTION .......................................................................................................................................................... 1
DEFINITION OF TERMS................................................................................................................................................. 3
ACRONYMS ................................................................................................................................................................ 8
REFERENCES.............................................................................................................................................................. 62
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.
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.
1
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 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.
2
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).
Casualty: a person who is injured, killed, or gone missing as a result of an accident, mishap,
or disaster.
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.
3
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.
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.
4
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 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.
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.
5
Need: a motivating force that compels action for its satisfaction, range from basic survival
needs satisfied by necessities, to cultural, intellectual, and social needs.
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.
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.
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.
6
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.
7
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
8
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
9
OVERVIEW OF CONTINGENCY PLANNING
Definition 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…”
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
10
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.”
• 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. 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
11
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.
• Natural hazards such as tropical cyclones, volcanic eruptions, floods, El Niño and La
Niña, earthquakes, tsunamis, storm surge, landslides and lahar/mud flows
• Planned events and high density population gatherings such as fiestas, concerts,
anniversaries, conferences, etc.
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.
12
Stakeholders involved in Contingency Planning
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)
13
Local DRRM Officers (focal persons in DRRM)
Sanggunian members
Division/unit heads
14
Common Myths and Facts on Contingency Planning
Myths Facts
CP is expensive CP requires only an appropriate funding
source.
CP is too technical. External expertise is There are trained local CP experts and
needed. facilitators.
Once the contingency plan has been Contingency plan needs to be reviewed
formulated, only little effort is needed. 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 CP should be prepared, developed, and
threatening. It should be done in secret. 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 CP is not like any other plan. Multi-
template for us to fill-in on our own. stakeholder involvement and technical
expertise are needed.
15
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.
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
Annexes
16
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.
1. State the specific hazard to plan for. This is the hazard that ranked as number one
in the accomplished CP Form 1.
17
D. Scenario
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.
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.
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
18
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
IMPORTANT
1. Organize the Response Clusters
that will serve as the resource The National Disaster Response Plan (NDRP)
providers during the worst-case pre-identifies the Response Clusters, with
situation. For this purpose, corresponding heads and members:
accomplish CP Form 5: Cluster
Identification. This will enable the • Food and Non-food • Education
Items • Search, Rescue and
determination of Response Clusters, • Health Retrieval
with their corresponding heads and • Protection • Management of the
• Camp Coordination Dead and the Missing
members. and Management • Law and Order
• Logistics • Phil. International
• Emergency Humanitarian
2. For each Response Cluster, Telecommunications Assistance
formulate a separate and detailed However, the local authorities have the
Implementation Plan. The contents liberty to organize their own Response
of the Implementation Plan are as Clusters based on needs.
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.
19
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.
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:
3. Write a narrative to further describe the results of the accomplished form and the
organization structure of the EOC.
20
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).
For reference, here are the general roles and responsibilities of the IMT:
3. Write a narrative to further describe the results of the accomplished form and the
organization structure of the IMT.
21
D. Interoperability
1. Illustrate using a diagram the interoperability of the EOC, ICS and clusters. Here is
an example:
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.
22
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.
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.
23
Sample CP Activation Flow Chart for Typhoon
START
PAGASA
forecasts
Typhoon
DRRMC
conducts
PDRA
Typhoon makes
landfall. DRRMC
conducts RDANA
1
2
RO convenes Responders
the clusters at conduct normal
the EOC 3
operations using
ICS
RO mobilizes and
deploys IMT Clusters provide
continuous support
to responders
Clusters and IMT
operate based on
contingency plan No
Situation
3
normalize
No d?
Situation
improved? 1 Yes
IC recommends
Yes demobilization
IMT recommends
deactivation of RO approves recommendation
contingency plan for demobilization
END
24
Sample CP Activation Flor Chart for Planned Event
START
DRRMC activates
contingency plan
RO convenes the
clusters at EOC
RO mobilizes and
deploys IMT
No
Planned
event
ended?
Yes
IMT recommends
deactivation of
contingency plan
RO directs deactivation
of contingency plan
OpCen on white
alert status
END
25
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.
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:
3. Specify the members of the working group and the contact details. The working
group is typically composed of the following:
IMPORTANT
Members and functions of the working group may be added, as
appropriate to the agency or organization.
26
Other Annexes
Aside from the Working Group, there are many important annexes that form part of the
contingency plan. Here are some examples:
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.
27
CONTINGENCY PLANNING FORMS
CP Form 1: Hazard Analysis
28
Instructions:
IMPORTANT
1. List all the possible hazards that may affect the LGU/
community/ agency/ office/ organization under the The rating scales below
column “Hazard.” are just examples. In
actual planning, refer to
2. Under “Probability”, provide corresponding rating on significant historical
the frequency of occurrence of the hazard based on trends and data on past
the agreed rating scale. Indicate other relevant disasters or crises to
details under “Remarks”, as necessary. develop the probability
and impact rating scales.
3. Under “Impact”, provide corresponding rating on
the severity of the effects of the hazard based on the Planners can also refer to
agreed rating scale. Indicate other relevant details scientific data such as
under “Remarks”, as necessary. hazard maps and Rapid
Earthquake Damage
4. Under “Average”, calculate the average rating by Assessment System
adding the probability and impact ratings, then outputs for earthquakes.
divide by 2.
Overall, coming up with
5. Under “Rank”, rank the hazards with the highest the ratings should be
average as 1, the next highest average as 2, and so based on the consensus
on. The hazard with the highest average will be the of the planners and
priority for Contingency Planning. experts.
The event may The event could The event might The event will The event is expected
occur only in occur at some occur at some probably occur in to occur in many or
exceptional time, but time, and most or many cases most cases
cases probably will not probably will
No casualty • Injured: 1-5 • Injured: 1-20 • Injured: 1-50 • Injured: 50 & above
(dead, injured, • Dead: 0 • Dead: 1-2 • Dead: 1-20 • Dead: 21 & above
missing) • Missing: 0 • Missing: 1-2 • Missing: 1-20 • Missing: 21 & above
No damage to Minor loss and/or Significant loss Major loss and Catastrophic loss and
property damage to and/or damage damage to damage to property
property (up to to property (Php property (Php 3- (Php 10M above)
Php 500,000) 500,001-3M) 10M)
29
Example:
Cp Form 1: Hazard Analysis
30
CP Form 2: Anatomy of the Hazard
EXISTING
ROOT CAUSES EARLY WARNING SIGNS TRIGGERING FACTORS
MITIGATING MEASURES
31
Detailed Instructions:
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:
32
CP Form 3A: Scenario Generation for Natural Hazard
No. of Dead
No. of Injured
No. of Missing
EFFECTS
Communication
Power/ Electricity
Transportation
Environment
Response Capabilities
Government Trust
Others_________
Others_________
Others_________
33
CP Form 3B: Scenario Generation for Human-Induced Hazard
No. of Dead
No. of Injured
No. of Missing
EFFECTS
Communication
Power/ Electricity
Transportation
Environment
Response Capabilities
Government Trust
Others_________
Others_________
Others_________
34
Instrutions:
IMPORTANT
1. Use CP Form 3A for natural hazard and CP Form 3B for
human-induced hazard. No need to fill-up all
fields. Only accomplish
2. Under “Particulars” are the conditions to describe how those that are relevant.
the situation will unfold in case the hazard affects the
LGU/ community/ agency/ office/ organization. The fields can be
customized depending
Describe each condition as “Bad”, “Worse” or “Worst” on the situation, as long
for CP Form 3A and “Most Likely”, “Best”, or “Worst” for as it is agreed upon by
CP Form 3B. the planners.
CP Form 3A CP Form 3B
(For Natura-Hazardl) (For Human-Induced Hazard)
Bad a severe situation that can possibly Most Likely the normal situation that can
occur based on scientific possibly occur based on typical
information, historical experience, security interventions
and consensus of the planners.
Worse a situation more severe than the Best the most desirable situation that
bad scenario that can possibly be can possibly occur given the
occur based on scientific heightened security interventions
information, historical experience, and counter-measures to address
and consensus of the planners. 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 Worst the more severe situation that
possibly to occur based on can possibly to occur when all
scientific information, historical security interventions and
experience, and consensus of the counter-measures are
planners. compromised.
35
Example:
CP Form 3A: Scenario Generation for Natural Hazard
PARTICULARS
BAD WORSE WORST
(CAN BE CUSTOMIZED)
Tropical cyclone made landfall with
Tropical cyclone made landfall with
Tropical cyclone made landfall with maximum sustained wind of more 220
maximum sustained wind of 118 to
maximum sustained winds of 62 to 117 kph, kph, categorized as super typhoon.
General Description of Event 220 kph, categorized as typhoon.
categorized as tropical storm. Around 20% of There is possible occurrence of storm
Around 50% of the area in the
the area in the locality is submerged in flood. surge. Around 80% of the area in the
locality is submerged in flood.
locality is submerged in flood.
EFFECTS
Power/ Electricity No power interruption Power is interrupted in some areas. Total power shutdown
36
CP Form 3B: Scenario Generation for Human-induced Hazard
A bombing incident using IEDs Perpetrators are unable to plant IEDs are detonated one after the
takes place to disrupt the or detonate IEDs due to target other on specific targets such
ongoing international hardening measures on the part malls, bars, restaurants, and other
General Description of Event conference, discredit the of the security and police forces. business establishments. There are
government, and gain attention also attacks on critical
by creating fear and chaos. infrastructures such as ports.
No. of Missing 0 0 0
EFFECTS
Roads near the impact areas are
Transportation No effects No effects impassable due to chaos and
debris pile up.
Government trust is observed. Government trust is observed. People lose confidence on the
Government Trust People are cooperative to the People are cooperative to the government. Higher government
government. government. authorities require intervention.
37
CP Form 4A: Affected Population
DISPLACED POPULATION
NO. OF INDIVIDUALS (FOR LOCAL GOVERNMENT UNITS ONLY)
AREA/ LOCATION
AFFECTED NO. OF INDIVIDUALS INSIDE NO. OF INDIVIDUALS OUTSIDE REASONS FOR
EVACUATION CENTERS EVACUATION CENTERS DISPLACEMENT
TOTAL
38
Instructions:
IMPORTANT
1. Under “Affected Area/Location”, specify
the area/location (such as barangay, Displaced population only applies for
street, floors, building location, room LGU-based CPs since they manage
number) that will be affected by the evacuation centers for the displaced
hazard. population.
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:
DISPLACED POPULATION
NO. OF (FOR LOCAL GOVERNMENT UNITS ONLY)
AREA/
INDIVIDUALS NO. OF INDIVIDUALS NO. OF INDIVIDUALS
LOCATION REASONS FOR
AFFECTED INSIDE EVACUATION OUTSIDE EVACUATION
DISPLACEMENT
CENTERS CENTERS
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
39
CP Form 4B: Breakdown of Affected Population
BREAKDOWN
NO. OF (FILL-UP ONLY WHEN APPROPRIATE)
AREA/ INDIVIDUALS CHILDREN ELDERLY PERSONS WITH WITH PREGNANT OTHERS
INFANT ADULT
AFFECTED (17 YO & (60 YO & DISABILITY SICKNESS WOMAN
LOCATION (0-11 MONTHS)
BELOW)
(18-59 YO)
ABOVE) (PWD)
M F M F M F M F M F M F M F
TOTAL
40
Instructions:
IMPORTANT
1. Use CP Form 4B to specify the breakdown of the composition of the affected
population. CP Form 4B is optional. Some
CPs may not necessarily need
2. For every number of individuals affected, provide data disaggregation. In the detailed breakdown of
absence of actual data, use estimates or percentages instead. affected population.
Example:
CP Form 4B: Breakdown of Affected Population
BREAKDOWN
NO. OF (FILL-UP ONLY WHEN APPROPRIATE)
AREA/ INDIVIDUALS CHILDREN ELDERLY PERSONS WITH WITH PREGNANT OTHERS
INFANT ADULT
AFFECTED (17 YO & (60 YO & DISABILITY SICKNESS WOMAN
LOCATION (0-11 MONTHS)
BELOW)
(18-59 YO)
ABOVE) (PWD)
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:
The fields in CP Form 4B are derived from the DILG Operation
LISTO template for disaggregation of community members at the
barangay level.
41
CP Form 5: Cluster Identification
AGENCIES/OFFICES INVOLVED
(NUMBER OF FIELDS CAN BE INCREASED OR REDUCED)
RESPONSE CLUSTER LEAD AGENCY/OFFICE
42
Instructions:
IMPORTANT:
1. Under “Response Cluster”, list the
organized Response Clusters that will be This process requires coordination
required to address the needs that will primarily with the local authorities within
be required by the worst-case scenario. the area of responsibility to determine
It is important to note that Response the Response Clusters.
Clusters to be listed are based on what
the worst-case scenario demands. For reference, below is the list of
Response Clusters pursuant to the NDRP.
2. Under “Agencies/Offices Involved”, While the Response Clusters are pre-
indicate the name of agencies/offices identified at the national level, the local
involved in the CP process. Put a authorities are provided the autonomy
“check” mark under the name of to organize their own Response Clusters:
agency/office that will have a role to • Food and Non-food • Education
play for the corresponding Response Items • Search, Rescue and
• Health Retrieval
Cluster. • Protection • Management of the
• Camp Coordination Dead and the Missing
and Management • Law and Order
3. Under “Lead Agency/Office”, choose • Logistics • Phil. International
among the agencies/offices the one • Emergency Humanitarian
Telecommunications Assistance
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:
Example:
AGENCIES/OFFICES INVOLVED
LEAD
RESPONSE CLUSTER (NUMBER OF FIELDS CAN BE INCREASED OR REDUCED)
AGENCY/OFFICE
CDRRMO CHO CSWDO CEO AFP PNP BFP
Food and Non- / / / CSWDO
Food Items
Health / / / / CHO
Law and Order / / PNP
43
CP Form 6: Response Activities
RESPONSE CLUSTER
D_____
D_____
D_____
D_____
D_____
D_____
D_____
D_____
D_____
44
Instructions:
2. Under “Timeframe”, specify the expected time All Response Clusters specified
for the Response Cluster to initiate action. Here in CP Form 5 will have the
is the prescribed format: corresponding CP Form 6.
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:
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.
Example:
45
CP Form 7: Resource Inventory
RESPONSE CLUSTER
AGENCY/OFFICE RESOURCE QUANTITY REMARKS
46
Instructions:
IMPORTANT
1. Indicate the name of the Response Cluster on the
above portion of the form. All Response Clusters
specified in CP Form 5 will
2. Under “Agency/Office”, specify the agency/office as have the corresponding
member of the Response Cluster. CP Form 7.
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:
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.
47
CP Form 8: Resource Projection
RESPONSE
CLUSTER
ACTIVITIES/ SOURCES COST ESTIMATES SOURCE OF FUNDS
GAPS
RESOURCE NEED HAVE (FILL-UP ONLY WHEN (FILL-UP ONLY WHEN
(NEED – HAVE) TO FILL THE GAPS APPROPRIATE) APPROPRIATE)
TOTAL
48
Instructions:
IMPORTANT
1. Indicate the name of the Response Cluster on the above
portion of the form. All Response Clusters
specified in CP Form 5 will
2. Under “Resource”, indicate the existing personnel, teams, have the corresponding
vehicles or major equipment that will be required for the CP Form 8.
operations.
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.”
Example:
49
CP Form 9: Resource Gap Summary
TOTAL
50
Instructions:
IMPORTANT
1. On the first column, list all the Response Clusters.
If there are no costs
2. Refer to the accomplished CP Form 8 for each required to obtain the
Response Cluster and determine the following: resources for the
Response Cluster, no
need to fill-up the “Total
o Total Resource Gaps
Cost Estimates.”
o Total Cost Estimates
Example:
51
CP Form 10: Emergency Operations Center
LOCATION
CONTACT INFORMATION
Primary Alternate
Landline: Satellite Phone:
Social Media:
Others:
EOC MANAGEMENT TEAM
POSITION NAMES AND AGENCY/ CONTACT INFORMATION
(CUSTOMIZE AS APPROPRIATE) (PRIMARY AND ALTERNATE)
OFFICE/ ORGANIZATION
(PRIMARY AND ALTERNATE)
EOC Manager
Operations Coordinator
Planning Coordinator
Logistics Coordinator
Finance/ Admin
Coordinator
Others___________
Others___________
Others___________
52
Instructions:
IMPORTANT
1. Under “Physical Location”, indicate the specific
location where the EOC will be established at the The EOC should be in a
time of the disaster or crisis. Note that. location that is FREE from
exposure to the hazard’s
2. Under “Primary Contact Information”, provide projected impacts. Do not
contact details of the EOC through primary means situate the EOC in a location
such as landline, mobile phones, and email address. that is hazard-prone.
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.
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.
53
Example:
54
CP Form 11: Incident Command System
ICS FACILITIES
FACILITIES LOCATIONS
(CUSTOMIZE AS APPROPRIATE)
Incident Command Post
Staging Area
Base
Camp
Helispot
Helibase
Others___________
Others___________
Others___________
INCIDENT MANAGEMENT TEAM
POSITION NAMES AND AGENCY/ CONTACT INFORMATION
(CUSTOMIZE AS APPROPRIATE) (PRIMARY AND ALTERNATE)
OFFICE/ ORGANIZATION
(PRIMARY AND ALTERNATE)
Incident Commander
Liaison Officer
Safety Officer
Finance/Admin Section
Chief
Others___________
Others___________
Others___________
55
Instructions:
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.
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.
56
Example:
ICS FACILITIES
FACILITIES LOCATIONS
(CUSTOMIZE AS APPROPRIATE)
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 NAMES AND AGENCY/ CONTACT INFORMATION
(CUSTOMIZE AS APPROPRIATE) (PRIMARY AND ALTERNATE)
OFFICE/ ORGANIZATION
(PRIMARY AND ALTERNATE)
Incident Commander Rodrigo Aldred, LDRRMO Mobile: 59411
Jayden-James Haynes, Mobile: 79784
LDRRMO
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 Calvin Irving, LDRRMO Mobile: 41045
Chief Frederick Bond, Budget Mobile: 36708
Office
Tyreese Short, DILG Mobile: 72344
57
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?
What is the difference between a Public Service Continuity Plan (PSCP) and CP?
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.
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.
58
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.
No, the NDRRMC is continuously developing the clusters based on the emerging needs.
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.
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.
The intersection of vulnerability and exposure to hazard is reflected in the way we give
scores to probability and impact in CP Form 1.
59
<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.
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.
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.
60
What are the other possible sources of funds that can be tapped to meet the identified
resource gaps?
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.”
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?
61
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
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
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 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
62
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
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
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
63