CP Enhanched Final

1 ENHANCED MUNICIPAL CONTINGENCY PLAN WITH COVID/EREID
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 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
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 9 th 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.
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:
Local DRRM Officers (focal persons in DRRM)
Sanggunian members
Representatives of local committees
Member offices of the Local DRRMC
Stakeholders Member offices of the local CMC

at the Technical experts (to help in risk assessment and
Local Level provide other technical information) such as:
(Provincial/  PAGASA for hydro-meteorological hazards
City/  PHIVOLCS for geological hazards
Municipal/  MGB for rain-induced landslides
Barangay)  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

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 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.
FORMULATING THE CONTINGENCY PLAN

Chapter I
Background
A. Introduction
 LGU PROFILE
Municipality of Basud lies on the southernmost point of Camarines Norte, bounded by

mountains that separate the province from the Province of Camarines Sur. It is situated
at 122’57.34 longitude and 14’04 latitude. On the western boundary is the municipality
of San Lorenzo Ruiz, while on the northern portion is bounded by the municipalities of
Daet and Mercedes, and the shore of San Miguel Bay on the eastern portion. Basud is
five (5) kilometers away from Daet, the capital town of Camarines Norte. It is 362
kilometers south of Manila and 94 kilometers north of Naga City. It is 193 kilometers
away from Legazpi City. Basud is composed of 29 barangays after Poblacion was
divided into two barangays on June 6, 1988, named as Poblacion I and Poblacion II.
Ten (10) barangays including Poblacion 2 are spread along the National Highway, while
ten (10) barangays are accessible via three (3) provincial roads. It can also be noted
that out of 29 barangays, two (2) are along the coast of San Miguel Bay, namely:
Barangay Mangcamagong and Barangay Taba-taba.
Respective land areas of the 29 barangays of Basud are shown in Table 1. It can be
seen that Barangay San Pascual has the biggest land area with 9,143.59 hectares
which occupies 35.13% of the municipality’s total land area. Poblacion 2 is the smallest
barangay with only 106.42 hectares or 0.41% of total area of Basud. In the municipality,
5 barangays are considered urban, namely Bactas, Poblacion 1, Poblacion 2, Matnog
and San Felipe. The urban barangays comprise 6.24% of the municipality’s total land
area which is equivalent to 1,628.67 hectares. The 24 rural barangays with aggregate
area of 24,399.33 hectares comprise 93.73% of the total area of Basud.
Table 1. LAND AREA BY MUNICIPALITY

SHARE TO REGIO SHARE TO PH
SHARE TO OTHER
LAND AREA NAL TOTAL
MUNICIPALITY MUNICIPALITIES
(Has.) TOTAL LAND LAND AREA
(%) (%)
AREA (%)
1. Basud 26,028.00 11.22 1.46 0.0087
2. Capalonga 29,000.00 12.50 1.63 0.0097
3. Daet 4,600.00 1.98 0.26 0.0015
4. Jose Pangan 21,444.00 9.24 1.20 0.0071
iban
5. Labo 58,936.00 25.40 3.30 0.0196
6. Mercedes 17,369.00 7.49 0.97 0.0058
7. Paracale 19,790.00 8.53 1.11 0.0066
8. San Lorenzo 11,937.00 5.14 0.67 0.0040
Ruiz
9. San Vicente 5,749.00 2.48 0.32 0.0019
10. Sta, Elena 19,935.00 8.59 1.12 0.0066
11. Talisay 3,076.00 1.33 0.17 0.0010
12. Vinzons 14,143.00 6.10 0.79 0.0047
CAMARINES N 232,007.00 100.00 13.00 0.0773
ORTE
BICOL REGIO 1,784,077.00 0.5947
N
PHILIPPINES 300,000,000.00
Source: CDP
Table 2. LAND AREA BY BARANGAY

BARANGAY LAND AREA (ha PERCENT SHARE OF
s) LAND AREA
URBAN
1. Bactas 283.58 1.09
2. Matnog 486.80 1.87
3. Poblacion 1 108.41 0.42
4. Poblacion 2 106.42 0.41
5. San Felipe 643.46 2.47
RURAL
6. Angas 599.41 2.30
7. Binatagan 1,196.34 4.60
8. Caayunan 193.24 0.74
9. Guinatungan 650.28 2.50
10. Hinampacan 143.91 0.55
11. Langga 403.34 1.55
12. Laniton 458.68 1.76
13. Lidong 749.07 2.88
14. Mampili 218.31 0.84
15. Mandazo 460.90 1.77
16. Mangcamagong 314.89 1.21
17. Manmuntay 495.64 1.90
18. Mantugawe 202.10 0.78
19. Mocong 182.52 0.70
20. Oliva 877.83 3.37
21. Pagsangahan 692.83 2.67
22. Pinagwarasan 366.33 1.29
23. Plaridel 696.45 2.68
24. San Jose 945.83 3.63
25. San Pascual 9,143.59 35.13
26. Taba-taba 167.65 0.64
27. Tacad 436.50 1.68
28. Taisan 599.75 2.30
29. Tuaca 4,233.93 16.27
Source: CDP
TOPOGRAPHY
Majority of the total land area of Basud has an elevation of below 100 meters above
sea level. Barangays with an elevation of 100 to 300 and above has a total area of
6,082.48 hectares which are mostly part of Lidong, Oliva, Plaridel, Tuaca and San
Pascual while 3.73 hectares has an elevation of 500 to 1,000 found in Mt. Cone and Mt.
Balagbag.
CLIMATE
Camarines Norte generally belongs to Type II climate which has no dry season and with
pronounced maximum rains from November to January. The hottest period is the
summer months of April to June wherein the average highest temperature is during the
month of May. The coolest months in the province are December and January.
PAGASA studies showed that the amount of rainfall in the province increases from
October and maximizes during the month of December which is caused by tropical
cyclones.
BODIES OF WATER
Fresh Water. There are two (2) major rivers in Basud that are of great importance in the
province, namely, the Pagsangahan–Basud, and Labo–Bosigon Rivers. The
Pagsangahan-Basud River is situated on the eastern side of the province. Its tributaries
originate from the peak of Mt. Labo and meander in the northeastern direction passing
through the municipality of Basud, and discharge its flow to Canimog Pass. The Daet
River where a diversion dam was constructed for irrigation also contributes its flow to
the Basud-Pagsangahan River. These two rivers are the major source of irrigation water
in the agricultural production areas of the municipality, and contribute to tourism
potentials of the municipality.
Marine Water. There are two coastal barangays in the municipality of Basud,
namely Mangcamagong and Taba-taba. The total stretch of the coastline along these
two barangays measures 5,071.41 meters, and along these coasts covers 664.765
hectares of marine waters.
The municipal government has jurisdiction over the municipal waters as defined under
Republic Act 8550 known as “An Act Providing for the Development, Management and
Conservation of the Fisheries and Aquatic Resources, Integrating All Laws Pertinent
Thereto, and for Other Purposes”.
In addition to national laws, the municipality has existing local ordinances that help
protect the marine resources thereat.
There is also the local Fisheries Resources Management Council that helps the LGU in
protecting and managing these marine areas in the municipality of Basud.
MOUNTAINS
Basud has a large tract of land composed of high mountains, rugged and rolling hills
that gradually descend to the lowlands and a portion to the coast of San Miguel Bay.
This terrain has two (2) insurmountable mountains known as “Manrisikrisik” with an
elevation of 360.8 feet above sea level, while the other is “Balagbag” which is 328 feet
above sea level. On the other side of Mount Balabag is the province of Camarines Sur,
the same lying lengthy towards the sea. The Balagbag Mountain is 26 kilometers away
from the Poblacion. So with Manrisikrisik with a distance of 12 kilometers.The elevation
of the town proper is 32 feet above sea level. Small streams originating from the
highlands that slowly flow to the lowlands forming Caayunan and Pagsangahan rivers
form the Basud River bordering the northern portion of the municipality, while the
Bactas River borders, the southern part.
DEMOGRAPHY
 POPULATION AND GROWTH RATE
Total Population. Based on the 2020 Census of Population by the Philippine Statistics
Authority (PSA), the population of Basud, Camarines Norte was 45,133. San Felipe
contributed as the most populated barangay with 3,992 individuals while the least
populated was barangay Binatagan with 453 individuals.
Population Growth Rate. The population growth rate of the municipality, based on the
last four (4) censal years of 2000 and 2020, which recorded as 1.20, 1.38, 2.03 ad 1.69
percent.
With this growth rate, the time required for the population of Basud to double itself
(doubling time) is after 43 years.
Table 3
Total Population of the Municipality
as of May 1, 2020
Province, City, Municipality, Total
and Barangay Population
CAMARINES NORTE 629,699
BASUD 45,133
Angas 1,483
Bactas 2,005
Binatagan 453
Caayunan 1,444
Guinatungan 864
Hinampacan 792
Langa 974
Laniton 1,888
Lidong 456
Mampili 1,400
Mandazo 903
Mangcamagong 1,532
Manmuntay 824
Mantugawe 1,307
Matnog 3,967
Mocong 1,013
Oliva 952
Pagsangahan 1,418
Pinagwarasan 1,277
Plaridel 1,206
Poblacion 1 3,639
San Felipe 3,992
San Jose 1,162
San Pascual 1,847
Taba-taba 671
Tacad 1,226
Taisan 1,597
Tuaca 2,089
Poblacion 2 2,752
Table 3. Total Population of Basud, Camarines Norte 2020
Source: Philippine Statistics Authority (PSA)
Table 4
POPULATION AND ANNUAL GROWTH RATES OF THE MUNICIPALITY
2000, 2010, 2015, AND 2020
REGION, POPULATION GROWTH
PROVINCE, TOTAL POPULATION RATE
AND CITY/ (in percent)
MUNICIPALI 01-May- 01-May- 01-Aug- 01-May- 2000- 201 2015- 2010
0-
-
00 10 15 20 2010 201 2020
TY 2020
5
BASUD 33,885 38,176 41,017 45,133 1.20 1.38 2.03 1.69
Source: Philippine Statistics Authority(formerly NSO)
School Age Population. The school-age population ranges from age 5-24 years
old wherein 5-12 years old is mostly in elementary level; 13-18 years old are in
high school and 19-24 years old are in tertiary. This is in consideration to the K-
12 program of DepEd. Basing from the projected sex and age distribution in
Table 4, the total number of school-age population on the municipality of Basud
in Year 2015 is 17,418 or 42.46% of the total population. Out of this total, 9,036
are male and 8,382 are female.
Dependent Population. On Age Dependency Ratio, the data shows that the
Total Dependency Ratio of the municipality is 69.67% comprising of 14,698
young dependents (0-14 years old) or 60.8% young dependency ratio and 2,144
old dependents (65 years old and above) or 8.9% old dependency ratio.
Population Density
Population density of the municipality based on year 2015 is around 158 persons
per square kilometer considering the population and land area. But considering
arable lands or area of A & D of the municipality which constitutes 58.74% or
15,288.18 hectares, the net population density is 268 persons per square
kilometer.
Peace and Order Situation: Protective services in the municipality include police and
fire protection services with one (1) main headquarters and an outpost in the municipal
ground. The fire protection service includes a fire truck, an office in the municipal
compound with seven (7) personnel. PNP Basud has forty-three (43) uniformed
personnel and four (4) non-uniformed personnel as of first quarter of 2021.
Basud is generally a peaceful municipality with minimal crimes committed per year.
2020 data of the PNP shows that there are 40 Peace and Order index and non-index
crimes which was decreased from 61 and 50 index crimes in years 2019 and 2018. For
Public Safety Index crimes, 83 was recorded in year 2020 which shows a decrease from
the recorded 109 index crimes in year 2019 and 105 in year 2018.
As per report from the PNP, average monthly crime rate for the last 3 years was 33.77% in 2016; 30.83% in 2017 and 33.97% in 2018, respectively.
TABLE 5. Crime Volume For the Last 3 Years FIGURE 1. Crime Volume for the Last 3 Years (2018-2020)
CY 201 CY 201 CY 202 155 170
Crime Volume 123
8 9 0
200
Peace & Order (Index & 100
50 61 40
Non-Index Crime) 0
Public Safety Index 105 109 83
Total Crime Volume 155 170 123
TABLE 6. Peace and Order Index for the last 3 years FIGURE 2. Peace and Order Index for the Last 3 Years (2018-2020)
Eight (8) Focus Crime CY 2018 CY 2019 CY 2020 16

11
Murder 1 1 1 20 7
Homicide 1 0 1 10
0
Physical Injury 3 2 0
Rape 7 7 4
Robbery 0 1 0
Theft 4 0 1
Carnapping 0 0 0
Special Complex Crime 0 0 0
Total Crime Volume 16 11 7
TABLE 7. Peace and Order Non Index for the last 3 years FIGURE 3. Peace and Order Non Index for the Last 3 Years (2018-2020)
Non-Index Crime Vol
CY 2018 CY 2019 CY 2020
ume
Special Laws 16 37 27
Other Non- Index Cri
18 13 6
me
Total 34 50 33
TABLE 8. Public Safety Index for the last 3 years FIGURE 4. Public Safety Index for the Last 3 Years (2018-2020)
120 105 109
Non-Index Crime Volu CY 201 CY 201 CY 202
me 8 9 0 83
80 26 or
RIR to Physical Injury 66 54 47 4 or
23.85%
RIR to Damage Propert
3.67%
40
35 52 34
y
RIR to Homicide 4 3 2
0
January 1 - December 31, January 1 - December 31, January 1 - December 31,
2018 2019 2020
Total 105 109 83
Chapter II
Goal and Objectives
A. Goal
The goal of the contingency plan is to provide effective, efficient, timely and
well- coordinated response mechanisms in the event of the occurrence of the
identified hazards in the Municipality of Basud. Such mechanisms shall help to
protect lives, properties and the environment, and restore the immediate needs
of the affected communities.
B. General Objectives
The general objectives of the contingency plan are as follows:
1. To ensure the protection of lives and properties in the event of

occurrence of any of the identified hazards in the Municipality of Basud;
2. To determine the immediate needs and the resources that will meet the
needs in the event of the identified hazards;
3. To establish coordination and linkages between and among the

stakeholders of Municipality of Basud in the event of the identified
hazards.
Chapter III
Response Arrangements
A. RESPONSE CLUSTER
IMPLEMENTATION PLAN
A. SEARCH, RESCUE AND RETRIEVAL (SRR) CLUSTER
I. RATIONALE
Loss of lives and casualties are the main concern of all government agencies
involved in disaster management. Pre-emptive evacuation has been the thrust of the
government to save the lives of those that will be affected by the incoming disaster,
but no matter how government act there are still those that are affected and needs to
be rescue. The efficiency of doing response during disaster relies on the timely and
organized deployment of Search, Rescue and Retrieval teams. The assistance given
by the SRR teams during disaster and retrieval operations during post disaster are
critical services that are needed to further minimize loss of lives and casualties.
The Search, Rescue and Retrieval Cluster was created to have a separate cluster
that will deal directly on SRR Operations.
II. OBJECTIVE
The Search, Rescue and Retrieval Cluster shall provide support for an effective,
efficient, organized and systematic search, rescue and retrieval operations to
disaster affected areas upon order to minimize loss of lives and casualties. The SRR
Cluster is an organization that will coordinate and deploy all available Search and
Rescue teams from the government, civil society, private sector and the international
community.
III. CONCEPT OF OPERATIONS
The Search, Rescue and Retrieval Cluster will coordinate SRR operations in
response to disasters when directed by the MDRRMC to minimize the loss of lives
and casualty.
The SRR Cluster with the BFP as the lead has the following member agencies: PNP,
AFP, PCG, MDRRMO, DILG and other organizations acknowledged by MDRRMC.
The SRR Cluster will have two components:

A. Coordination of all SRR teams deployed at the affected areas; and
B. Retrieval of the dead.
The casualties shall be handed-over to the Health Cluster for proper treatment and
management while the dead will be handed-over to the Management of the Dead and
the Missing Cluster.
Upon requests submitted or given to the MDRRMC which will be communicated to the
Cluster Lead, the SRR Teams will proceed to the affected area and report to the local
SRR Cluster Lead who will in turn report to the established EOC in the affected area
for proper deployment. All SRR Teams will submit status reports to the EOC and the
Cluster Lead. Demobilization will be done upon orders.
The following are the key players and actors in the implementation of this concept.
1. Lead Cluster Agency: MUNICIPAL HEALTH OFFICE in coordination with

MDRRMO AND MSWDO
A. During Disaster Phase

a. Lead the coordination among the SRR cluster Municipal IMT;
b. Conduct Crisis action planning;
c. Alert SRR teams for possible deployment for SRR operations;
d. Coordinate with concerned agencies for the possible deployment of all
available SRR Teams;
e. Monitor and assess the situation
f. Convene the SRR Cluster;
g. Provide SRR Teams for deployment to the affected areas in coordination with
the Provincial SRR Cluster Lead;
h. Provide assessment in support of Municipal IMT for Rapid Damage
Assessment and Needs Analysis (RDANA) to determine the operational status
of air and seaports and the accessibility of main supply routes; and
i. Coordinate Search, Rescue and Retrieval (SRR) operations in support of the
Municipal IMT;
B. Post Disaster Phase:

a. Collects status reports and requests of the deployed SRR Teams on ground;
b. Submits status, requests and proposed actions to the Municipal IMT to
integrate all activities at the Municipal Operations Center;
c. Coordinate with other response clusters for their SRR requirements;
d. Coordinate the hand-over responsibility to LGU;
e. Consolidate reports and lessons learned on SRR operations;
f. Prepare and submit a report of all SRR operations to the Municipal IMT ; and
g. Support other tasks as requested by the Chairperson, Vice-Chairperson for
Disaster Response.
2. Cluster Member Agencies

I. Barangay Emergency Response Team (BHERT)
a. Alert SRR teams for possible deployment for SRR operations;
b. Submit to the Cluster Lead a list of available government SRR Teams for
immediate possible deployment; and
c. Provide SRR Teams available for deployment to the affected areas in
coordination with the Provincial SRR Cluster Lead.
B. Post Disaster Phase - Support other tasks requested by the

Chairperson, MDRRMC/Vice-Chairperson for Disaster Response.
II.
III. DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT (DILG)

immediate possible deployment;
c. Provide assistance in the deployment of SRR teams in the affected areas;
d. Provide SRR teams to be deployed to the affected areas in coordination
with the Provincial SRR Cluster Lead; and
e. Establish command posts.
B. Post Disaster Phase

a. Coordinate the turn-over of all retrieval operations to the LGU; and
b. Support other tasks as requested by the Chairperson, MDRRMC/Vice-
Chairperson for Disaster Response.
IV. ARMED FORCES OF THE PHILIPPINES (AFP)


c. Provide Disaster Rescue Unit (DRU) for deployment in the affected areas in
coordination with the Provincial SRR Cluster Lead
B. Post Disaster Phase

a. Assist in the collapse structure operations; and
b. Support other tasks as requested by the Chairperson, MDRRMC/Vice-
Chairperson for Disaster Response.
V. PHILIPPINE NATIONAL POLICE

c. Provide SRR Teams for deployment to the affected areas in coordination
with the National SRR Cluster Lead.
B. Post Disaster Phase - Support other tasks requested by the Chairperson,
MDRRMC/Vice-Chairperson for Disaster Response
VI. MDRRMO - Municipal Emergency Response Team (MERT)

C. During Disaster Phase
d. Alert SRR teams for possible deployment for SRR operations;
e. Submit to the Cluster Lead a list of available government SRR Teams for
f. Provide SRR Teams available for deployment to the affected areas in
coordination with the Provincial SRR Cluster Lead.
D. Post Disaster Phase - Support other tasks requested by the

Chairperson, MDRRMC/Vice-Chairperson for Disaster Response.
IV. CONCEPT OF SUSTAINMENT
1. All SRR Teams will provide their own logistical requirements;

2. The DND as Cluster Lead will coordinate all support and requirements of
response committee in their activities to augment the requirements at the affected
areas during disasters.; and
3. Concerned government agencies and their subordinate offices shall utilize their
respective internal personnel. Additional personnel requirements shall be
coordinated through the MDRRMC in collaboration with all Council members.
V. COMMAND AND CONTROL
1. Command Relationship – All DRRM actors and key players will refer and
based their actions as prescribed in IRR of R.A. 10121, Rule 3, Section 2.
Composition
2. Command Center – Municipal Disaster Risk Reduction and Management
Operations Center (MDRRMOC)
1. 1 Succession of Command:
a. Chairperson, MDRRMC
b. Vice-Chairperson for Disaster Response (MSWDO)
c. SRR Cluster Lead
d. SRR Cluster Members
1.2 Inter-agency Communication Support System

For the entire duration of the operations, the existing means of communications shall
be utilized whatever is applicable. However, the Emergency Telecommunication
Cluster will be activated once communication is cut-off from the affected areas.
1. Coordinating Instructions
a. SRR Teams to coordinate with the Local SRR Cluster lead of the
affected areas for proper endorsement to the Incident Command posts
on ground;
b. All member agencies are responsible for the continuous monitoring of
the situation; and
c. All SRR teams shall conduct after SRR operation de-briefing,
prepare and submit operation report to the SRR Cluster Lead.
B. FOOD AND NON-FOOD ITEMS (F/NFI) CLUSTER
I. RATIONALE
During disaster incidents, it is common sight for affected communities to be cut-off

from their regular supply of food and the means to prepare their daily meals. The
operations of the Food and Non-Food Items Cluster (FNI Cluster) has focused on
providing the affected families with the needed sustenance and other daily
requirements that they need to maintain health and hygiene.
II. OBJECTIVE:
The Food and Non-Food Items Cluster aims is to provide food that are nutritious,
age-appropriate and are socially and culturally acceptable to affected population and
non-food items to the affected population during the emergency response phase in
the short-term, and to restore at least the pre- disaster level of food security in the
affected areas in the long-term.
Specifically, the Cluster aims:
a. To ensure availability of family food packs, ready-to-eat food, and bottled drinking
water and also non-food item such as sleeping gears, family clothing packs,
dignity kits, kitchen kits, and shelter kits stockpiled at all levels;
b. To undertake the coordinated provision of food and non-food assistance to the
affected families; and
c. Regularly monitor, in coordination with Nutrition Cluster as a part of Health Cluster,
the nutritional status (include nutritional content, social and cultural acceptability
anywhere in the food/non-food items) of the affected population, identify gaps in the
provision of food assistance, and formulate strategic interventions to address the
gaps.
III. CONCEPT OF OPERATION:
On orders, the FNI Cluster shall augment the resources of the affected Local
Government Units (City/Municipal/Province) during the pre-disaster, during disaster
and post disaster phases. LGUs must have prepositioned resources that will be
distributed first to the affected population to ensure that the IDPs are provided with
the needed food and non-food items.
The Cluster Lead shall coordinate, allocate, orchestrate and monitor the delivery of
food and non- food items to the affected families and communities.
All members of the FNI Cluster shall coordinate their relief distribution / augmentation
with the Cluster Lead.
The FNI Cluster will follow the cluster approach taking into account that the direction
of the operations will be guided on the information provided at the Local Disaster
Risk Reduction and Management Councils (LDRRMCs).
The LDRRMCs should also establish a system of reporting for the inventory of
available resources at their disposal and will only submit and request to the next
higher level of government for augmentation of required resources.
All Clusters will conduct post disaster assessment of cluster operations to identify
good practices and areas for improvement.
Table 9
Alert Level and Level of Response
Alert Level Response Level

Level 1 Level 2 Level 3
White - - -
Blue Agency directives -PDRA result -PDRA-APP
-Directives from
the Cluster Lead.
Red Agency directives -PDRA result -PDRA result
-Activation of ECs -RDANA result
-Report on -Massive
displacement displacement of
of population population
-Escalation in the
number of Ecs-opened
-Number of
casualties arises.
The following are the key players and actors in the implementation of this concept:
Lead Agency: MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE

(MSWDO)
Member Agencies: Government Agencies
a. MUNICIPAL DISASTER RISK REDUCTION AND MANAGEMENT OFFICE

b. LIGA NG BARANGAY
A. Roles and Responsibilities:
MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE (MSWDO) through

the Disaster Response Assistance and Management Bureau will head and lead the
coordinating functions of the Cluster. Specifically, the MSWDO will do the following
for each Disaster Phase:
I. During Disaster Phase

a. Activate and deploy Quick Response Teams;
b. Activate and deploy pool of volunteers for repacking, delivery of goods,
management of donations and monitoring and distribution of food and non-food
items;
c. Activate 24/7 operation of Disaster Response Operations and Monitoring and
Information Center (DROMIC) at Central Office and Field Offices;
d. Continue disaster response monitoring and coordination to mobilize

instrumentalities and entities of the LGUs, CSOs and private groups and
organize volunteers for response;
e. Provide emergency relief (food and non-food items) inside and outside
evacuation center;
f. Determine logistical requirements for F and FNI (warehouse and transport),
coordinate with Logistic Cluster and other humanitarian and commercial
partners;
g. Establish the One Stop Shop (OSS) in coordination with BOC and DOF;
h. Coordinate with internal and external donor/donation agencies for their
capacities taking into consideration occurring disaster situations;
i. Allocate Quick Response Fund (QRF) to the Field Office level. Work and
financial planning for additional allocation of QRF for relief augmentation and
other operational expenses;
j. Participate in the conduct of Rapid Damage Assessment and Needs Analysis,
specifically on need for food requirement as basis for response; and
k. Provision of Disaster Assistance Family Access Card (DAFAC) to be facilitate
by the LGUs on-time, frequency and type of assistance provided to disaster
victims.
II. Post-Disaster Phase

a. Participate in the conduct of PDNA w/ other partner agencies;
b. Develop a post-distribution monitoring system. Evaluation of the quality,
sufficiency, effectiveness and timeliness of distributions that help to improve the
overall distribution system and approach;
c. Establish complaints mechanisms, so camp residents can ensure a way to
verify entitlements and services. In case of fraud, theft or abuse, camp
residents/families must be able to voice their complaints and know that lead
and coordinating agency including service providers will take action;
d. Shall provide “Pabaon Package” (provision of food packs) to those who wants
to go back to their respective places of origin; and
e. Shall provide continuing relief assistance when needed.
The roles and responsibilities of the Support Agencies shall be as follows:
1. MUNICIPAL DISASTER RISK REDUCTION AND MANAGEMENT OFFICE

(MDRRMO) ADMINISTRATIVE AND FINANCE SECTION

a. Position/transfer rice stocks to areas particularly with deficit and those
identified as calamity prone areas;
b. Coordinates with NFA with their programs, availability of rice security
stocks;
c. Shall alert available personnel and resources for activities for the supply of
NFA Rice;
d. Continue OPCEN operations;
e. Closely coordinate/facilitate the requests of the MSWDO and other relief
and concerned government and private entities on the rice requirements; and
f. Issues/delivers rice stocks as requested by MSWDO on
payment/submission of necessary documents.
II. Post Disaster Phase

a. Monitors the supply and demand, and prices of rice and extent of damages;
b. Deploys rolling stores and tap/accredit rice retailers in the affected areas to
sustain/stabilize the supply and prices of rice; and
c. Coordinates/facilitates the requests of MSWDO on their rice requirements.
2. ARMED FORCES OF THE PHILIPPINES (AFP)

a. Shall coordinate with the MSWDO on the volunteers needed for the
repacking of family food packs at the MSWDO warehouses and other
identified repacking centers.
b. Shall take necessary actions in response to the requests from LGU and
the cluster through MDRRMC;
c. Shall coordinate with the M S W D O on the volunteers needed for the
continuous repacking of family food packs at the MSWDO warehouses; and
d. Shall provide the necessary capability to assist in the transport, delivery,
and security requirements of the affected LGU, cluster members through
MDRRMC.
Shall provide personnel, transportation and other support requirements for the
continuous relief assistance to the affected population.
3. MUNICIPAL HEALTH OFFICE (MHO)

a. Update capacity maps in coordination with the National and Local Nutrition
Clusters and coordinate actions needed to ensure capacity to provide
nutrition response in areas threatened by the event; and
b. Advise the local nutrition clusters to monitor the incident and put on stand-
by, breastfeeding support groups and supplies needed for the response, also
to retrieve pre-event data on the nutritional status of children in areas that
have great risk of the incoming disaster/emergency
c. Monitor and provide technical support to actions of local nutrition clusters
in supporting, promoting, and protecting the nutritional status of vulnerable
populations including but not limited to pregnant women, lactating women,
and mothers with infants and young children (6-23 months old), including
provision of mother-baby sanctuary and monitoring compliance to the Milk
Code and act accordingly;
d. Coordinate the Nutrition Cluster and mobilize the following from members
and partners of the National Nutrition Cluster and local nutrition clusters;
1. Nutrition logistics (e.g. vitamin A capsules, multiple micronutrient

powder, iron-folic acid supplements, ready-to-use therapeutic food
(RUTF), ready-to- use supplementary food (RUSF), human milk, mid-
upper arm circumference or mid-upper arm circumference (MUAC)
tapes, weighing scales, height board, breastfeeding kit, Child Growth
Standards (CGS) reference tables;
2. Conduct of general/blanket and targeted supplementary feeding as
needed;
3. Management of cases of severe and moderate acute malnutrition;
4. Mobilization of nutrition assessment teams, infant feeding, and
breastfeeding support groups to provide skilled infant and young child
feeding counseling and support to mothers of infants 0-23 months old;
and
5. Active monitoring and timely report of Milk Code violations
e. Participate in Rapid Damage and Needs Assessment; and

f. Prepare reports as may be needed

a. Prepare report of the response of the Nutrition Cluster (provincial and local)
b. Coordinate the conduct of follow-up nutrition assessments in affected areas
c. Coordinate the continued provision of services as may be needed, e.g. infant

and young child feeding, micronutrient supplementation, and management of
acute malnutrition; and
d. Participate in the Post Damage and Needs Assessment.
A. The MSWDO as Cluster Lead will coordinate all movement of food and
non-food items including those coming from other public or private
organizations using the support of the Logistics Cluster; and
B. Concerned government agencies and their subordinate offices shall utilize
their respective internal personnel. Additional personnel requirements shall
be coordinated through the MDRRMC in collaboration with all Council
members.
A. Command Relationship – all DRRM actors and key players will refer and
Composition
B. Command Center – Municipal Disaster Risk Reduction and Management
Operations Center (MDRRMOC).
1. Succession of Command:
c. F/NFI Cluster Lead (MSWDO)
d. F/NFI Cluster Members
1. Interagency Communication System Support

For the entire duration of the operations, the existing means of
communications shall be utilized whatever is applicable. However, the
Emergency Telecommunication Cluster will be activated once communication
is cut-off from the affected areas.
C. CAMP COORDINATION AND CAMP MANAGEMENT (CCCM) CLUSTER

I. RATIONALE
There is a need to immediately move the disaster affected individuals and families to
safe, secure and accessible evacuation centers or safe areas because of the threat
of or the actual occurrence of disasters which may cause loss of lives and
destruction of properties. The orderly movement of families from community of origin
to safe, secure, and accessible evacuation centers and areas (school facilities, multi-
purpose centers, health centers, barangay halls, chapels, churches, government
buildings, tents and bunk houses) is one of the most difficult tasks to undertake and
manage when done only during emergencies. The safety of the displaced individuals
and families or population is the primary consideration but the availability of
resources and the magnitude of the disaster are complicating factors in the
timeliness of the response.
The CCCM cluster will support the LGU after undertaking all means of pre-emptive
and or forced evacuation action in order to protect and save lives.
II. OBJECTIVE
The CCCM Cluster aims to provide timely and well-coordinated humanitarian

assistance and augmentation support in the management of the evacuation center.
Specific objectives of the cluster are:
a. To ensure the availability of identified safe, secure and accessible evacuation
centers for emergencies and disasters;
b. To ensure that temporary refuge to individual and families potentially at risk or in
actual danger are immediately provided;
c. To ensure establishment of sex and age disaggregated data e.g. listing and
profiling of affected families and internally displaced persons (IDPs) in
evacuation centers or temporary displacement sites;
d. To ensure that all IDPs in evacuation centers are provided with basic
humanitarian needs compliant with SPHERE standards such as, but not limited
to food with enough nutritional values, potable water, clothing, family items,
hygiene kits and other essential non-food items;
e. To ensure that Basic Medical public health and protection services are available
24/7;
f. To ensure that energy source and communication facilities are in place;
g. Ensure that Ecs are off limits and have designated areas for pet animals and
livestock; and
h. Shall continue to seek opportunities for recovery, rehabilitation and
developmental tasks as post response activities are undertaken, in case of
prolonged stay.
On orders the CCCM Cluster aims to provide timely and well-coordinated

humanitarian assistance and augmentation support in the management of the
evacuation center, to ensure that needs of the disaster affected families are attended
to appropriately.
This shall be accomplished using the CCCM Cluster wherein the MSWDO leads the
operation and does all the main coordinating function with other
partners/stakeholders especially with key players/service providers such as the
Department of Education and the Department of Health, to ensure that facilities
inside the evacuation center are established and basic services are accessible and
available when needed.
The MSWDO as Cluster Lead shall also coordinate all support and requirements of
the affected LGU for evacuation centers’ sustained operations both those under the
supervision of the LGU, DepEd and other privately-owned places utilized during
disasters;
Concerned government agencies and their subordinate offices shall utilize their
respective internal personnel in support to CCCM operation. Additional personnel
requirements shall be coordinated through the MDRRMC Response Pillar in
collaboration with all other Response Clusters.
Table 9
Alert Level and Level of Response
ALERT RESPONSE TRIGGERS

LEVEL AGENCY SPECIFIC INTER-
CLUSTER CLUSTER
Level 1 Level 2 Level 3
WHITE
BLUE  PDRA Result  PDRA result  PDRA-Action,

 OCD  Orders or Plan and
Opcen directives Protocols
activation from the Vice-  Orders or
 Orders Chair for directives from
Disaster Vice-Chair for
Response Disaster
Response
RED  PDRA Result  RDANA Result  RDANA Result
 OCD  Report on  Report on the
OPCEN the number number of
Activation of displaced displaced
 Orders or populations populations
Directives from inside inside
the Vice-Chair evacuation evacuation
for Disaster center center
Response
Lead Cluster Agency: MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT

OFFICE (MSWDO) through the Disaster Response Assistance and Management
Bureau will head and lead the coordinating functions of the Cluster. Specifically, the
MSWDO will do the following for each Disaster Phase:
I. During Phase
a. Shall alert all its staff;
b. Shall attend to the PDRA core group meeting;
c. Prepare Predictive Analytics on Humanitarian Assistance;
d. Ensure that the regional stockpiles are ready for augmentation at the local
level (inside evacuation center);
e. Monitoring on the status of all ECs opened including its facilities;
f. Coordinate with Barangay DRRMC on the number of families evacuated
inside and outside ECs;
g. Ensure that the EC Manager uses DAFAC as basis for master -listing of
evacuees;
h. Coordination with the F/NFI Unit on the sufficient allocation of F/FNIs to
evacuees inside ECs;
i. Coordination with EC Managers if there are protection issues inside ECs
being reported;
j. Coordinate the mobilization of rapid assessment teams; and
k. Ensure availability of timely and accurate data/reports for information
dissemination to cluster partners and as basis in provision of augmentation of
assistance.

a. Assessment of evacuees on their movement to the transitional site;
b. Listing of evacuees who will be prioritized for moving out to transitional site;
c. Provision of TA to the LGUs on the construction of transitional site or bunk houses;
d. Monitor the number of evacuees inside and outside ECs;
e. Conduct PDNA together with concerned agencies.
Cluster Members
DEPARTMENT OF EDUCATION (DepEd)

a. Prepare evacuation center (as to room assignments e.g., lactating mothers,

PWDs, male, female.);
b. Coordinate with Barangay officials on the use of schools as evacuation
centers;
c. Identify temporary learning areas;
d. Prepare learning activities for school-age children;
e. Provide safe emergency shelter to affected populations (3 days for short-
term up to 15 days for medium- to long-term);
f. Assist LGU/MSWDO to get the detailed profile of evacuees/IDP’s including
the needs of vulnerable groups especially children (with special needs);
g. Orient evacuees on schools' rules and regulations as evacuation center;
h. Monitor evacuation centers;
i. Conduct learning sessions for school-age children;
j. Provide psychosocial support activities for affected children; and
k. Prepare and submit report to DepEd Management.

a. Inspection of facilities (Education Facilities Division);
b. Assess damages to properties;
c. Coordinate with LGU in the repair and rehabilitation of schools; and
d. Oversee the repair and rehabilitation of damaged properties.
MUNICIPAL HEALTH OFFICE (MHO)
I. During: Response Operations Phase

a. Alert all Response Teams - WASH Teams, MHPSS Team, Rapid Nutrition
Assessment Team and Infant Feeding/Breast feeding support groups;
b. Monitor and coordinate status/needs through Center for Health Department
(CHD) by DOH national;
c. Ensure stockpiles of key health-related supplies are ready for augmentation;
d. Ensure inter-operability with the cluster members in the Response Operation
Center;
e. Monitor the status of all affected families in the ECs;
f. Provide potable water (bottled water, water rationing/trucking, water
treatment) by LGU and partner;
g. Install/Construct of toilet facilities (in case of gaps) by LGUs and partners;
h. Provide hygiene kits and conduct hygiene promotion;
i. Monitor and coordinate with Center for Health Department (CHD) regarding
status/needs; and
j. Deploy MHPSS teams to communities and evacuation centers to provide
Psychological First Aid (PFA).
II. Post-Disaster: Early Recovery Phase
Continues assistance in camp management activities to optimize provision of health

(public health and medical), nutrition, WASH and MHPSS services.
PHILIPPINE RED CROSS (PRC)

a. Develop PRC operational action plan based on the needs and gaps
identified related to CCCM.
b. Contribute to the cluster in the provision, setup, and management of camp
that can accommodate 2,000 families with necessary equipment such as tents,
wilkhalls (rub halls), emergency health & WASH facilities, and food & non-food
items as required.
c. Provision of assistance to target beneficiaries based on needs analysis and
available resources > food, non-food (including sleeping kits, hygiene kit and
tarpaulin), welfare (PSP, tracing, & restoration family link), soup kitchen (hot
meals on wheels), water/sanitation (water treatment and distribution),
emergency health station.
d. Provision of Pre-hospital care for injured and ill persons, ambulance for
patient transport in.

a. Conduct of Post-disaster and needs assessment in coordination with the
CCM Cluster and its members.
b. Develop operational action plan for Early Recovery Program.
c. Conduct of inventory of existing resources.
d. Prepare and submit end-emergency operation activities, narrative on
progress and accomplishment, finance, and statistics data.
I. COMMAND AND CONTROL
C. Command Relationship – all DRRM actors and key players will refer and
Composition
D. Command Center – Municipal Disaster Risk Reduction and Management
e. Chairperson, MDRRMC
f. Vice-Chairperson for Disaster Response (MSWDO)
g. F/NFI Cluster Lead (MSWDO)
h. F/NFI Cluster Members

communications shall be utilized whatever is applicable. However, the Emergency
Telecommunication Cluster will be activated once communication is cut-off from the
affected areas.
D. INTERNALLY DISPLACED PERSONS PROTECTION (IDP) CLUSTER

I. RATIONALE
On 08 November 2013, Typhoon Haiyan (locally known as Super Typhoon

“Yolanda”) struck the Philippines. Known as one of the strongest storms to make
landfall, it affected several regions, with VI, VII, and VIII being among the hardest hit,
and killed over 6,000 people while displacing millions of others. It also caused
massive damages to public and private infrastructures and properties. Given the
colossal destruction, the Philippine Government called for international assistance for
immediate recovery of the families and communities affected by the disaster.
The institutionalization of the Cluster Approach in the Philippine Disaster

Management System and designated government lead among clusters at the
national, regional and provincial levels which allows the NDRRMC member agencies
to coordinate and collaborate in order to establish awareness and achieve common
understanding and common operational picture of respective roles and functions,
capabilities, operational procedures, systems and protocols in responding during
disaster.
The Department of Social Welfare and Development as the government Cluster

Lead for IDP Protection is to put in place effective mechanisms to prevent of sexual
violence and to provide accessible prompt and services during disaster. In the
Philippines, the Protection Cluster has two Areas of Responsibilities (AoRs).
The Child Protection Working Group (CPWG) aims to bring together in one forum
child protection actors and partners operational in areas affected by both natural and
human induced disasters and to facilitate the development and coordination of child
protection strategies and responses, including advocacy with authorities and
humanitarian actors as necessary.
The GBVSC (Gender-Based Violence Sub-Cluster) aims to coordinate and support

relevant stakeholders to put in place mechanisms to prevent gender-based violence
and provide survivor- centered and appropriate services to GBV survivors during
natural and human induced disasters.
II. OBJECTIVE
GENERAL. The Internally Displaced Persons (IDP) PROTECTION CLUSTER aims

to support and enhance the Government’s capacity to ensure that protection issues
do not arise in emergency situations and to respond and mitigate the effect of any
protection issues that do arise.
SPECIFIC. The following are the specific objectives of this Cluster:
1. To ensure timely, appropriate& quality provision of multi-sectoral and survivor-

centered child protection and gender based violence services in accordance with
local, national and international guidelines/standards on child protection and gender-
based violence;
2. Establish and maintain appropriate coordination mechanism among all
humanitarian actors, including coordination of protection inputs, reports, and
humanitarian plan, and generation of resources;
3. Ensure that the protection response adequately takes into account the primary
responsibility of the government to ensure protection of affected persons, by among
others establishing adequate response mechanism and coordination with the
national and local authorities;
4. To advocate to all humanitarian clusters, protection, child protection and gender
based violence duty bearers, government, private sector, and civil society
organization to mainstream child protection and gender based violence response in
programs, policies, and plans;
5. To strengthen partnerships for complementation and coordinated child protection
and gender-based violence response through the Regional and Local Inter-Agency
Committees on Anti-Trafficking and Violence against Women and their Children
(IACAT-VAWC) and the Local Council for the Protection of Children (LCPC); and
6. To establish common information, monitoring & reporting systems on child
protection and gender-based violence, linked to the IDP Protection Cluster (IDPPC)
III. CONCEPT OF OPERATIONS:
On order, The IDP Protection Cluster operations to support and enhance the
government’s capacity to ensure that protection issues do not arise in emergency
situations and to respond and mitigate the effect of any protection issues that do
arise inside and outside evacuation center. This will be accomplished in coordination
with the two sub-clusters of the IDP Protection and member agencies.
Figure 5. GBV Reporting and Referral Flowchart

Department of Social
Welfare & Development
(DSWD) Regional Office
Police
Provincial Social Welfare Concerned Barangay

& Development Office Official
(PSWDO)
Health Service
GBV Sub-Cluster Provider
Municipal Social Welfare
& Development Office
(MSWDO) Independent Service
Provider
HW shall file an incident

report if survivor gives HW shall refer the case
consent
Humanitarian Worker If survivor does not want

(HW) learns of GBV an incident report filed
incident in IDP site
Figure 6. Flowchart of reporting for children in need of special protection

I. Who are CNSP? II. Who Can Report? III. Report Immediately to: IV.
Services
Category of children in Any of the following person
need of Special who learns the facts or Nearest LSWO
Protection circumstances that give rise to
the belief that a child is in need Faith Based
Child Abuse of special protection may Organization
Children in conflict with Possible
report the name, either orally
the law
or in writing: DSWD Services/interventions:
Children with
disabilities
Offended child Temporary
Child Laborers
Parent//s shelter/protective
Street children Nearest PNP
Relatives custody
Children Affected by
Barangay officials Health/Medical Services
Armed Conflict
Teacher/School personnel NBI Education
Displaced children
Faith based worker Rehabilitation
IP children
NGO worker Diversion
Muslim children
Concerned citizen Spiritual Services
Dependent, Abandoned
Anygovernment officials and Parent Effectiveness
Children affected Licensed NGO
employees Services
The Head of any public or
private hospital, medical clinic Barangay/or BCPC
and similarinstitutions including
NGOs as well as the attending
physician and nurse Commission on
Human Rights
DOJ Help Desk
DOH hospitals/Child
Protection Unit
Lead Agency: MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE

(MSWDO)
1. Member Agencies:
a. MUNICIPAL HEALTH OFFICE (MHO)

b. DEPARTMENT OF INTERIOR AND LOCAL GOVERNMENT (DILG)
c. PHILIPPINE NATIONAL POLICE (PNP) - Women and Children Protection
Center (WCPC) and Anti-Trafficking and Violence Against Women and Children
(IACAT and IAC-VAWC Members)
2. Roles and Responsibilities:
I. MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE (MSWDO)

a. Coordinate with member agencies for activation of response operation;
b. Establish information systems for measuring emergency Child Protection and
Gender Base Violence needs in coordination with member agency;
c. Ensuring availability of age/sex disaggregated data of all children, women,
lactating mothers, PWD and elderly inside and outside evacuation centers in
coordination with member agencies;
d. Ensure availability of timely and accurate data/reports for information
dissemination to cluster partners and as basis in provision of augmentation of
assistance;
e. Shall coordinate for proper referral to LCAT Desks and/or VAWC desks or other
existing women and child protection structures.
f. Provide capacity-building on Child Protection and Gender Based Violence in
Emergencies, including coordination; and
g. Developing appropriate programmers, strategies, as necessary, to address
protection and psychosocial needs of affected children and women.
II. MUNICIPAL HEALTH OFFICE (MHO)

a. Shall provide health, medical and nutritional needs of IDP in the evacuation
center including psychosocial interventions especially for children in different
stages of development, women, persons with disability and elderly;
b. Shall assist and coordinate with other member agency through the Gender
Based Violence/Child Protection sub-cluster in reporting sexual violence
cases; and
c. Operationalization of Minimum Initial Services Package for Sexual
Reproductive Health in affected areas
III. DEPARTMENT OF INTERIOR AND LOCAL GOVERNMENT (DILG)
Shall ensure the organization and functionality of the Local Council for the Protection of
Children (LCPC)
IV. PHILIPPINE NATIONAL POLICE (PNP) -Women and Children Protection Center
Shall monitor and ensure safety, security and protect the affected IDPs to all forms of
violence, abuse, neglect and exploitation in-coordination with the member agencies.
II. COMMAND AND CONTROL
E. Command Relationship – all DRRM actors and key players will refer and
Composition
F. Command Center – Municipal Disaster Risk Reduction and Management
i. Chairperson, MDRRMC
j. Vice-Chairperson for Disaster Response (MSWDO)
k. F/NFI Cluster Lead (MSWDO)
l. F/NFI Cluster Members

affected areas.
E. HEALTH [Health (Public Health and Medical], Water, Sanitation and Hygiene
(WASH), Nutrition, Mental Health and Psychosocial Support (MHPSS)]
CLUSTER
I. RATIONALE
In emergencies and disasters, the delivery of appropriate and timely public health
and medical interventions is critical in order to save lives and decrease preventable
mortalities, morbidities, injuries and disabilities. The Health Cluster is headed by the
Municipal Health Office in collaboration with the Barangays and key stakeholders
which is tasked to lead four (4) key sub-clusters:
A. Health (Public Health and Medical);

B. Water, Sanitation and Hygiene (WASH);
C. Nutrition; and
D. Mental Health and Psychosocial Support (MHPSS)
Each of the said sub-clusters answers defined outcomes and objectives in the
response plan working harmoniously with one another and with other clusters in
large scale disaster response in the country.
II. OBJECTIVE
GENERAL. The Health Cluster aims to ensure access to quality, appropriate and
timely health services to the affected population.
SPECIFIC. The following are the specific objectives of the Sub-Cluster of Health:
A. Health
a. To manage injuries and acute conditions;
b. To provide Maternal and Child Health services;
c. To provide Minimum Initial Service Package for Sexual and Reproductive
Health;
d. To prevent and control spread of communicable and non-
communicable diseases; and
e. To ensure functionality of the Health Referral system.
B. WASH
a. To assess WASH conditions in the evacuation centers;
b. To identify possible sources of water;
c. To conduct water quality surveillance, disinfection and treatment; and
d. To ensure provision of sanitation facilities, excreta disposal and solid
waste management.
C. Nutrition
a. To conduct Rapid Nutrition Assessment;
b. To support infant and child feeding;
c. To manage acute malnutrition cases; and
d. To promote proper nutrition in emergencies and disasters.
D. Mental Health and Psychosocial Support

a. To provide Psychological First Aid to the general population;
b. To refer Psychiatric cases to appropriate Mental Health Facilities;
c. To protect and promote well-being of responders; and
d. To provide psychological interventions to survivors of sexual violence
and vulnerable groups (OPs, PWDs, PWSNs, etc).
1. The Municipal Health Office, as mandated, shall provide and ensure the provision
of health services of Filipinos at all times. And as lead agency of the Health Cluster,
together with the members of the cluster will respond with all available resources to
preserve and protect the lives of our countrymen during disasters and incident that
threaten their well-being;
2. The Health Cluster will observe three (3) different phases of operation: pre-
incident, during incident and post-incident. At each distinct phase, specific activities
and interventions will be carried out;
3. During the pre-incident phase, intra-cluster coordination and information sharing
will be strengthened. These will be accomplished through positive joint capacity
resource sharing that will be initiated by the DOH;
4. The incident phase shall commence upon activation of the Response Cluster of
the MDRRMC. The Health Cluster will readily convene and initiate appropriate and
necessary interventions. The MHO will notify its attached agencies, Regional Offices
and Retained Hospitals to provide needed health services as part of consequence
management. Health Cluster members will be provided with updated situational
reports and will be consulted accordingly in the implementation of their assigned
task;
5. In response to hydro-meteorological hazard that affects health, the MHO shall be
the office of primary responsibility. As such, it shall establish an Emergency
Operation Center operating the 4Cs (command, control, coordination and
communication). Moreover, the Health Cluster will deliver the broad spectrum of
health interventions aligned with the QUAD cluster services (Medical and Public
Health, WASH, Nutrition and MHPSS). Such will be completed by mobilization of
response teams and provision of logistics. During operation, teams deployed by the
Health Cluster will be placed under the supervision of the Operations Section Chief
of existing Incident Management Team in-charge of the incident or disaster.
Concurrently, the MHO will represent the Health Cluster at the Emergency Operation
Center to provide additional support if necessary; and
6. Termination of operation will be upon the instructions of the MDRRMC
Chairperson or of the Response Pillar. Health Cluster Response Teams under IMT
will be demobilized as stated in their deployment mission order and responsible
office specific requirements.
Lead Cluster: The Health Cluster, in which the MHO is the Lead Agency, is
one of eleven clusters.
The involved clusters and their lead agencies are the following:
1.Food and Non-Food Items Cluster – MSWDO

2.Health Cluster - MHO
3.Protection Camp Coordination and Management Cluster - MSWDO
4.Logistics Cluster - MDRRMO
5.Emergency Telecommunications Cluster - PIO
6.Education Cluster - DepEd
7.Search Rescue and Retrieval Cluster - BFP
8.Management of the Dead and Missing Cluster – DILG
9. Internally Displaced Cluster -MSWDO
10.Phiilippine International Humanitarian Assistance Cluster -PRC
11.Law and Order - PNP
1. Lead Cluster Agency: MUNICIPAL J=HEALTH OFFICE (MHO)
1) During Disaster Phase (Health-Public Health and Medical),

WASH, Nutrition, and MHPSS)
a. Release alert memo to all BHC and hospitals if applicable;
b. Activate command system in affected areas;
c. Activate Operation Centers;
d. Activate the health emergency response plan;
e. Raise code alert in BHC and hospitals as appropriate;
f. Develop RDANA standards to be used by Barangay level
g. Conduct inventory of logistics (both MHO and BHCs);
h. Preposition logistics in MHO;
i. Organize Stand-by Response Teams;
j. Conduct continuous monitoring and dissemination of information

updates;
k. Organize, attend and send representatives to cluster and other
coordination meetings Deploy teams to conduct Rapid Health
Assessment (RHA);
l. Deploy teams to evacuation centers and priority communities in
affected areas;
m. Augment logistics;
n. Provide field treatment, first aid and pre-hospital care;
o. Provide health services (e.g general consultation and treatment,
immunization, reproductive health services, chemoprophylaxis,
health education, promotion and advocacy including basic
sanitation, nutrition and psychosocial support, etc);
p. Activate referral system;
q. Perform patient referral/conduction to health facilities;
r. Provide hospital services;
s. Activate surveillance and reporting systems;
t. Conduct health facility assessment, immediate
cleaning/clearing activities and repair to restore functionality;
u. Provide continuous monitoring; and
v. Organize, attend and send representatives to cluster and other
coordination meetings (e.g. PDNA/DANA/DALA,etc)
During Disaster Phase (WASH)
a. Conduct Rapid WASH Assessment;
b. Augment WASH logistics (e.g. water containers, water
disinfectants, hygiene kits, water testing reagents fund/supplies
for toilet construction, and other WASH commodities);
c. Augment provision of safe drinking water through the
mobilization of water treatment units, water distribution tanks,
and water storage tanks;
d. Coordinate installation/construction of toilet facilities;
repair/restoration of water facilities; hygiene promotion from
WASH Cluster members and partners;
e. Provide technical assistance in the installation and
construction of toilet facilities; waste management; and vector
control;
f. Assist in continuous water quality monitoring;
g. Continuous monitoring and reporting of WASH activities and
services; and
h. Organize, attend and send representatives to cluster and other
During Disaster Phase (Nutrition)
a. Conduct Rapid Nutrition Assessment;

b. Augment nutrition logistics (e.g. Vitamin A, multiple micro-
nutrient packs, ferrous sulfate and folic acid, MUAC tapes,
weighing scale, weight-for-height reference table, height board,
breast-feeding kit);
c. Coordinate the following with cluster members/partners:
provision of ready-to-use supplementary and therapeutic food
(RUTF/RUSF); human milk banking;
d. Assist in the conduct of general and blanket supplementary
feeding;
e. Coordinate the mobilization of nutrition assessment teams,
infant feeding, and breastfeeding support groups;
f. Assist in the referral of severely malnourished patients to
appropriate facilities;
g. Continuous monitoring and reporting of malnutrition cases and

interventions; and
h. Organize, attend and send representatives to cluster and other
During Disaster Phase (MHPSS)
a. Conduct Rapid MHPSS Assessment;

b. Augment psychotropic medications;
c. Coordinate the mobilization of MHPSS teams;
d. Assist in the following: provision of psychological first aid;
activation of community and family support systems; and
provision of other specialized MHPSS services;
e. Assist in the referral of cases to higher level of care;
f. Continuous monitoring and reporting of MHPSS cases and
interventions; and
g. Organize, attend and send representatives to cluster and other
2) Post-Disaster Phase (Health – Public Health and Medical,

WASH, Nutrition, and MHPSS)
a. Continue deployment of teams as necessary;
b. Continue logistics provision as necessary;
c. Continue provision of health, WASH, nutrition and MHPSS
services;
d. Continue monitoring of health conditions;
e. Repair and rehabilitate damaged health facilities;
f. Conduct post-incident evaluation;
g. Document lessons learned and good practices; and
h. Generate necessary reports
NOTE: In the event of a Mega Disaster (e.g 7.2M Earthquake, Intensity 8)

a. DOH PO or other non-affected MHO and RO assumes command
and control of the Cluster on site;
b. Mobilize all resources of the DOH/MHO to the affected regions; and
c. Prioritize response over regular activities by all DOH offices and
attached agencies.
2. Cluster Member Agencies. These are the other agencies needed to

support the MHO in its role as the Lead Agency for the Health Cluster.
The following are the respective roles of the different agencies in support
of the Cluster:
A. MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE

(MSWDO)
a. Assist in the provision of medical and health emergency services to
the affected population in coordination with the Health Cluster Lead
or the head of the deployed emergency health teams;
b. Ensure the provision of facilities within the evacuation centers that
would be conducive to good health outcomes (e.g. breastfeeding
corner, space for pregnant and lactating mothers, gender sensitive
toilet and bathing facilities, medical consultation area, priority lane
for vulnerable population, etc.);
c. Take the lead in the provision of MHPSS services in evacuation
centers and refer to the Health Cluster patients needing specialized
care; and
d. Coordinate with the Health Cluster regarding milk donations.
B. MUNICIPAL DISASTER RISK REDUCTION AND MANAGEMENT

OFFICE (MDRRMO)
a. Assist Health Cluster in the transport of medical teams and health
logistics;
b. Provide space at MDDRMO logistics hubs for prepositioning of health
logistics;
c. Refer health related donations to the Health Cluster for clearance prior
to acceptance;
d. Refer foreign health teams to the Health Cluster for registration,
coordination and deployment except for foreign military teams;
e. Copy furnish Health Cluster with the post mission of the health
component of foreign military teams involved in medical missions;
and
f. Provide Health Cluster access to emergency telecommunications
facilities.
C. BUREAU OF FIRE PROTECTION (BFP)

a. Be prepared to provide Ambu-Medical Teams in support of the
MHO for Health Emergency and Management Service mission;
b. Be prepared to provide transportation support for the MHO-led
medical teams during deployment;
c. Be prepared to provide security personnel for the MHO-led
medical teams deployed in disaster-affected areas;
d. anticipate in Health Cluster meetings;
e. Coordinate with the MHO medical team for the hand-over of rescued
victims;
f. Be prepared to provide Mental Health and Psychosocial Support
(MHPSS) team and trauma team in support of MHO;
g. Take the lead in the provision of MHPSS services for military
personnel and families and refer to the Health Cluster patients
needing specialized care;
h. Be prepared to provide the Health Cluster access to the use of
military health facilities/station hospitals;
i. Provide Health Cluster reports on medical missions conducted; and
j. As disaster first responders, provide/ share rapid medical/ health
assessment information to the Health Custer hierarchy
D. DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT

(DILG)
a. Facilitate coordination of MHO with LCE for Health Cluster Operations;
and,
b. Assist the Health Response Teams in coordinating with the LCEs
E.PHILIPPINE NATIONAL POLICE (PNP) through the Health Service

and Women and Children Protection Center.
a. Provide security for health teams and logistics in disaster areas;
b. Provide transport for Health Cluster personnel and logistics, if
available;
c. Coordinate with Health Cluster on the movement and activities of their
health personnel;
d. Refer to the Health Cluster victims of violence and patients needing
specialized care;
e. Provide Health Cluster access to use of police health facilities; and
f. Provide Health Cluster reports on medical missions conducted
F. BUREAU OF FIRE PROTECTION (BFP)

a. Coordinate with Health Cluster in the augmentation and
mobilization of their health personnel;
b. Assist in the distribution of water supply, and cleaning/ clearing of
health facilities; and
c. Provide Health Cluster reports on medical missions conducted
G. DEPARTMENT OF EDUCATION (DepEd)

a. Ensure the provision of facilities within schools used as evacuation
centers that would be conducive to good health outcomes (e.g.
breastfeeding corner, space for pregnant and lactating mothers,
gender sensitive toilet and bathing facilities, medical consultation
area, etc.);
b. Take the lead in the provision of MHPSS services in schools and
refer to the Health Cluster patients needing specialized care; and
c. Assist in school-based surveillance and immunization activities
upon Health Cluster request.
H. PHILIPPINE COAST GUARD (PCG)

a. Provide security for health teams and logistics during sea travel in high
risk areas;
b. Provide transport for Health Cluster personnel and logistics;
c. Provide access to use of sea assets for emergency medical
evacuation;
d. Coordinate with the Health Cluster on the movement and
activities of their health personnel;
e. Provide the Health Cluster with access to use of PCG health facilities;
and
f. Provide the Health Cluster with reports on medical missions
conducted.
I. PHILIPPINE RED CROSS (PRC)

a. Assist the lead cluster agency in the provision of its available
resources related to health responses that can contribute to
addressing the medical and psychosocial needs of community
affected population through the deployment of first aid teams in
evacuation centers, mobilization of logistical assets such as
equipment and medical personnel in the possible setup of an
emergency field hospital based on the gaps in medical
infrastructure.
b. Assist in the provision of safe and potable water through the
deployment of available water filtration units and storage containers
(jerry can) as well as personnel such as hygiene promoters to
conduct hygiene promotion sessions in the communities upon its
conduct of assessment.
c. Ensure access to sufficient blood and blood products in times of
emergencies and disaster through its network of blood service
facilities nationwide.
d. Assist in the conduct of community based psychosocial support
activities and setup of welfare desks in evacuation centers targeting
beneficiaries in the community affected population.
J. Volunteers/Civil Society Organizations/ and other Health Sector

Partners
a. Coordinate with the Health Cluster in the conduct of Health
Cluster Operation activities (e.g. registration, deployment,
assignment, etc.); and
b. Provide Health Cluster reports on Health Cluster Operations activities
conducted.

A. The DOH as Cluster Lead will coordinate all support and requirements of
the Health Cluster in their activities to augment the requirements at the
affected areas during disasters.
B. Barangay Health Workers and other agencies and their subordinate

offices shall utilize their respective internal personnel. Additional personnel
requirements shall be coordinated through the MDRRMC in collaboration
with all Council members.
III. COMMAND AND CONTROL
G. Command Relationship – all DRRM actors and key players will refer and
Composition
H. Command Center – Municipal Disaster Risk Reduction and Management
m. Chairperson, MDRRMC
n. Vice-Chairperson for Disaster Response (MSWDO)
o. F/NFI Cluster Lead (MSWDO)
p. F/NFI Cluster Members

affected areas.
E. EMERGENCY TELECOMMUNICATIONS (ETC) CLUSTER
I. RATIONALE
During disaster, affected areas are so badly hit by disaster that Information and
Communications Technology (ICT) systems are rendered non-operational. These
may result in the non-availability of essential voice, data, Internet, television and
radio broadcast services that are critical during and post disaster management
operations. There have been cases where LGU cannot seek help from other
agencies of government or even their neighboring cities and municipalities. In such
cases, the activation of Emergency Telecommunications Cluster is required to install,
operate and maintain a system of communication that will reconnect the isolated
LGU Emergency Operations Centers to the MDRRMC Operation Center and system.
Moreover, the Emergency Telecommunications Cluster will also respond in all major
emergencies when directed by the MDRRMC requested by other cluster Leads and
where the scale of the emergency is beyond the capacity of local government units.
The purpose of this guidelines is to provide an overarching framework to have an

effective and timely emergency telecommunications services to support other
clusters in carrying out their respective mandates safely and efficiently. The vast
majority of Emergency Telecommunications Cluster key players who will deliver on
this protocol are based in the field, calling on regional and even global level support
as needed.
II. OBJECTIVE
To achieve the Emergency Telecommunications Cluster goal, the broad objective for
the cluster’s strategy is to strengthen ICT capacities at the national Cluster level
down to local levels to prepare for, respond to and recover from the impacts of
disasters.
This will be organized by providing a timely, resilient and predictable Information and
Communications Technology (ICT) support to improve:
a.Response and coordination among response organizations;

b.Decision-making through timely access to critical information;
c.Common operational areas for disaster response;
d.Common system standards and operating procedures; and
e.System architectures for compliance and interoperability.
On orders, the Emergency Telecommunications Cluster (ETC) to provide an effective

and timely emergency telecommunications services and ICT capacities at the
national Cluster level down to local levels in the affected disaster areas.
The Public Information Office will be the lead agency supported by AFP, PNP, BFP,
PCG, MSWDO, and other NGOs, CSO, Volunteer Groups and other Civilian and
Private Organizations recognized and acknowledge by MDRRMC in order to support
other clusters in carrying out their respective mandates safely and efficiently as they
prepare for, respond to and help in the recovery from the impacts of disasters.
1. Lead Cluster Agency: MUNICIPAL DISASTER RISK REDUCTION AND

MANAGEMENTY OFFICE (MDRRMO) THRU OPERATION AND WARNING
DIVISION AND PUBLIC INFORMATION OFFICER (PIO)
1) During Disaster Phase

a. Act as the single focal point local government authorities on behalf of
the humanitarian community for all radio, voice and data
communications-related capabilities including frequency allocation,
communications network diagrams, and mobilization of ICT resources;
b. Alert and conduct immediate inventory of their ICT equipment on-hand;
c. Pre-program all radios to the assigned disaster frequencies and ensure
communications interoperability;
d. Provide radio nets, call signs and manage the frequencies allocated by
PDRRMO;
e. Provide a platform directory services containing the contact
information of the different ICT key players;
f. In coordination with Logistics Cluster, make available mobility assets,
protective suits/gears, shelters/Tents, basic provisions and other essential
needs for the establishment of On-site EOCs;
g. Provide standards for common ICT equipment and procedures;
h. Provide ICT services support for other clusters as needed;
i. Support by sending warning advisories to MDRRMC and Barangay
DRRMC and other line agencies;
j. Collect information regarding the impending disaster and corresponding
situations of preparedness by LGU and related agencies and inform/report
them to MDRRMC;
k. Conduct scenario-based pre-deployment planning meeting in a predefined
location/s;
l. Collect and record all activities of the members for review and documentations
m.Provide basic telecommunications coverage around the main

operational area for the Command Center and other responders;
n. Establish and maintain On-Site Command Operations Coordinating
Center (OSOCC) in disaster area/s;
o. Programming of radios or other equipment belonging to individual
responders, organizations and other key players in disaster areas for
interoperability;
p. Install and maintain internal ICT systems between clusters and individuals
independent from national or local public services;
q. Establish a dedicated GSM/LTE mobile network to be used by the
cluster workers in the operational area in partnership with TELCO(s);
r. Publish and maintain a list of GSM providers and availability of
2G/3G/4G/LTE and data services and its availability and reliability on
partnership with TELCO(s);
s. Provide and update a directory services containing the contact
information of the different key players in disaster areas implied in a
specific humanitarian mission;
t. Conduct repair and maintenance activities as needed;
u. Receive and consolidate reports related to ICT resources;
2. Post Disaster Phase

a. Coordinate the preparation of documentation for ETC requirements, lesson
learned, and best practices;
b. ETC to deactivate all emergency telecommunication systems as soon as
full resumption of the LGU communication system is achieved;
c. Coordinate PDNA activities in case it will be conducted by the Municipal
and Barangay level;
d. Receive and consolidate reports;
e. Consolidate records of all events and activity conducted by each members;
and
f. Conduct debriefing to all members.
3. Cluster Members
A. MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT (MSWDO)

a. Alert all personnel at the local and barangay level or the impending
disaster;
b. Operate 24/7 the Disaster Response Operations Monitoring and Information
Center that will receive reports from the MSWD Office;
c. Make available the Online MSWDO Disaster Response Situation Map
showing all existing Evacuation Centers and population at risk;
d. Activate and deploy personnel in the affected areas to conduct rapid
assessment and provide TARA in DRRM programs and projects;
e. Regularly convene the MSWDO-led Cluster response through ETC;
f. Deploy 24/7 MSWDO representative at the DRMMC OpCen;
g. Collaborate with DRRMCs at all levels for cross-cutting concerns; and
h. Utilize social media in communicating updates, volunteer mobilization and
request for augmentation
2) Post Disaster Phase

a. Participate to the post evaluation;
b. Conduct hand-over duties during Early Recovery and Rehabilitation
Planning; and
c. Submit Terminal report to MDRRMO.
B.ARMED FORCES OF THE PHILIPPINES (AFP)


a. Shall provide personnel/technical and equipment assistance for
communication between disaster site and MDRRMC and BDRRMCs,
consistent with defense priorities;
b. Shall coordinate with the MDRRMC and BDRRMCs on the optimum
employment of communications assets, both manpower and equipment;
c. Shall establish operations procedures consistent with the communications
flow of the MDRRMC and BDRRMCs;
d. Shall assist the MDRRMC and BDRRMCs in managing the spectrum by
discouraging employment of unauthorized communications equipment; and
e. Perform other tasks as directed.

a. Shall provide MDRRMC and BDRRMCs the good practices employed during the
disaster phase to serve as “lessons learned” documents;
b. Shall be prepared to provide debriefing as part of communications education;
c. Shall conduct retraining of technical personnel and refurbish ICT equipment
to ensure operational readiness status; and
d. Perform other tasks as directed.
C.PHILIPPINE COAST GUARD (PCG)

a. Disseminate early warning on weather forecast issued by PAGASA or
PHIVOLCS to coastal barangays, local fisher folks and other maritime stake
holders through effective and fastest means of communications (text, Notice
to Mariner, VHF/HF radio and e- mail);
b. Shall provide communications assistance and render
reports/updates on activities and incidents to MDRRMC and Cluster Lead.
a. Provide reports of debriefing activities;
b. Shall provide MDRRMC and BDRRMCs the good practices employed during the
disaster phase to serve as “lessons learned” documents;
c. Shall be prepared to provide debriefing as part of communications education; and
d. Shall conduct retraining of technical personnel and refurbish ICT equipment
to ensure operational readiness status.
D.BUREAU OF FIRE PROTECTION (BFP)

a. Shall provide personnel/technical and equipment assistance for
communication between disaster site and MDRRMC, consistent with defense
priorities;
b. Shall coordinate with the MDRRMC on the optimum employment of
communications assets, both manpower and equipment;
c. Shall establish operations procedures consistent with the communications
flow of the M DRRMC;
d. Shall assist the MDRRMC in managing the spectrum by discouraging
employment of unauthorized communications equipment; and
e. Perform other tasks as directed

a. Shall provide DRRMCs the good practices employed during the disaster phase to
serve as “lessons learned” documents;
b. Shall be prepared to provide debriefing as part of communications education; and
E. PHILIPPINE NATIONAL POLICE (PNP)

a. Shall provide assistance in communication between disaster site and
MDRRMC;
b. Maintain communications connectivity (voice and data) between
NMDRRMC/BDRRMC and PNP;
c. Provide equipment support;
d. Provide technical assistance to radio users and to maintain serviceability of
all issued communication equipment & system for PNP units deployed in
disaster area; and
e. Ensure availability & operational readiness of all issued equipment.

a. Shall provide MDRRMC the good practices employed during the disaster phase
to serve as “lessons learned” documents;
b. Shall be prepared to provide debriefing as part of communications education; and
F. NGOs, CSO, Volunteer Groups and other Civilian and Private Organizations
recognized and acknowledged by MDRRMC

a. Identify Key People and Resources for Disaster Response (work with
Cluster members for easy transport and facilitation);
b. Network Resiliency Check for both wired and wireless;
c. Ensure that all alert/monitoring systems running on network are available
(Infoboard, Social Media assets, NOAH, Weather alerts)
d. If functional, Informing and Alerting Systems to be used during the Disaster;
- Cell Broadcast, in accordance with MDRRMC request;
- Establish an InfoText;
- Communications Support to Responders;
- Libreng Tawag/Cellphone Charging Stations/Internet;
- Social Media engagements via Rappler, Relief.PH, rescue.ph;
- Provision of reports for areas with no signals or communication networks;
and
- Act as courier/messenger using motorcycle/bikes if needed arises.
e. Deployment of Quick Communications Solution
- Satellite voice communications;
- Satellite Internet;
- Instant Network (in partnership with Vodafone and Telecoms Sans
Frontiers);
- Cell site – On - Wheels (prepositioned with satellite); and
- Connectivity augmentation in OpCen
f. Social Media and other Emerging Technologies*

- Crisis mapping;
- Big data analytics; and
- Mobile apps

a. Network Audit for Fixed and Wireless to consider 'adaptation' strategies;
b. Ensure that all alert/monitoring systems running on network are available
(Infoboard, Social Media assets, NOAH, Weather alerts); and
c. Perform other request as directed.

A. The MDRRMO and PIO as Cluster Lead will coordinate the dispatch
and will handle all its needs to support its operation at the affected
area;
B. All members of the cluster acting on request from the MDRRMO and
PIO will make available necessary and operational
telecommunication equipment at the disposal at the affected area.;
and
C. Concerned government agencies and their subordinate offices shall
utilize their respective personnel. Additional personnel requirements
shall be coordinated through the MDRRMC in collaboration with all
Council members.
IV. COMMAND AND CONTROL
I. Command Relationship – all DRRM actors and key players will refer and
Composition
J. Command Center – Municipal Disaster Risk Reduction and Management
q. Chairperson, MDRRMC
r. Vice-Chairperson for Disaster Response (MSWDO)
s. F/NFI Cluster Lead (MSWDO)
t. F/NFI Cluster Members

affected areas.
LOGISTICS CLUSTER
I. RATIONALE
In anticipation of any disaster or during and post disaster, the Logistic Cluster shall
provide assistance to other clusters for their logistical requirements.
II. OBJECTIVES
To provide an efficient and effective strategic emergency logistics services all

clusters deployed by the Municipal Response Cluster and encourage regular info-
sharing among all stakeholders and other partners on emergency road network,
status of critical infrastructure/lifelines, etc. The Cluster also formulates, updates,
implements and monitors logistical policies, plans, programs and procedures that will
harmonize the activities of each cluster.
On activation, the Logistics Cluster shall provide an efficient and effective strategic
emergency logistics services for all clusters deployed by the Municipal Response
Cluster in disaster affected areas in terms of mobility, warehousing, and supplies and
inventory management.
The cluster shall organize four (4) sub-clusters, namely:
a. Transportation (land, sea, and air) – provide mobility assets for all cluster
operations;
b. Warehousing – provide space for the storage and safekeeping of relief
goods, supplies, materials and equipment of the different clusters;
c. Supplies and Inventory – provide fuel, generators, and other emergency
resources for cluster operations. Further, ensure the tracking of deployed items;
and
d. Services – provide road clearing operations including the restoration and
maintenance of utilities such as electricity and water supplies
The Cluster will be activated by the Vice Chairperson for Response when necessary.
Upon activation, all cluster member agencies and identified partners shall ensure
their attendance in cluster meetings and provide the Cluster Lead with a list of
available assets with its corresponding capacity that can be utilized by all the cluster
to support the activities of the other clusters during disaster operations.
The Logistics Cluster takes into account that the direction of the operations will be
based on the information and requests provided by the other clusters, Vice Chair for
Response, and the Local Disaster Risk Reduction and Management Council of
affected areas. The operation is divided into two (2) phases: During disaster and
Post disaster.
The Municipal Disaster Risk Reduction and Management Office (MDRRMO) as the
Cluster Lead shall head the cluster operations, undertake all major coordinating
functions.
All Clusters requesting for logistical support shall communicate their requests to the
Cluster Lead through the MDRRMC OpCen. The designated focal persons of the
Logistics Cluster shall:
A. Determine the prioritization and identify assets to be used;

B. Coordinate with cluster member agencies the availability and mobilization of
appropriate logistics assets;
C. Facilitate administrative requirements for the mobilization and transport of resources;
D. Provide feedback to requesting agency;
E. Monitor/track deployed assets; and
F. Prepare status reports on deployed resources.
For Transportation requests:

A. Requesting agency shall submit to the Cluster Lead a written request indicating
detailed items with corresponding specifications (weight, volume, dimension)
including the name and contact numbers of the receiving party/ies;
B. Prioritization shall be determined by the Cluster Lead based on the requirements
in the affected area and/or based on the result of initial assessments and
requests from the Barangay;
C. It shall be the prime responsibility of the requesting party to secure and
accompany their goods until its transport to the area and endorsed to the
receiving party; and
D. The proposed use of assets that will be tapped for logistics operations are:
1. Government
2. Any non-government entity
3. Commercial Services (with payment or without cost on the part of the
government)
For Warehousing:
A. The Cluster Members shall provide the Cluster Lead with a list of available
warehouses and its load capacity for the use of the Cluster during Disaster.
B. The Cluster will coordinate all available warehouses for use of all M DRMMC
members for prepositioning and augmentation of needed resources during
disaster.
1. Lead Cluster Agency: MUNICIPAL DISASTER RISK REDUCTION AND

MANAGEMENT OFFICE (MDRRMO) THROUGH THE ADMINISTRATIVE AND
FINANCE DIVISION
The Municipal Disaster Risk Reduction and Management Office (MDRRMO) through
the Administrative and Finance Division, will lead the cluster and perform the following
functions:
a) During Disaster Phase

a. Attend pre-deployment meetings;
b. Inventory of resources (local and national) to identify gaps;
c. Positioning of assets/resources;
d. Receive and facilitate request for logistical support;
e. Coordinate the transport of assistance with concerned agencies;
f. Provide feedback to requesting MDRRMC/BDRRMC/organizations;
g. Institute a tracking system of all HA/DR assistance provided, including
international donations for equipment and coordination;
h. Identify prioritization of aid cargo as "must load";
i. Orchestrate information sharing;
j. Confirmation of Traffic Status: Contact and confirm the following status of
transport conditions:
- DPWH and Clearing team Concerned: Roads and Bridges Condition/Road
Network.
- PCG: Sea Transportation/Voyage Suspension
k. In coordination with member agencies, recommend the transport of food,
equipment, and personnel from supply points to destination mode;
l. Coordinate with the IHAC for the provision of logistical support from the
other municipalities, provincial, regional office and other organizations;
m.Ensure the constant gathering of official reports and significant data; and
n. Update assessment of roads, warehouses stocks, transport capacities to,
from and within the affected areas.
b) Post Disaster Phase

a. Coordinate and request relevant agencies to provide Transportation
Support when it is considered necessary and/or requested by local
governments of affected areas;
b. Coordinate the usage of hauling and delivery means for transport of such
goods to affected areas based on the direction of P/M/BDRRMC;
c. Consolidate reports and prepare cluster report;
d. Update assessments of roads, warehouses, transport capacities to and
from, and available logistic services;
e. Deploy additional food and non-food items in disaster affected areas in
coordination with P/M/DSWDO;
f. Coordinate with concerned agencies the return of deployed resources
(equipment & human resource);
g. Provide data to PDNA Team when necessary; and
h. Engage private agencies for transport assistance.
I. MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT (MSWDO) will

perform the following tasks for each Disaster Phase:

a. Inform the MDRRMO as head of Cluster the current inventory at MSWDO
and its Provincial and Regional Warehouses;
b. Inform the MDRRMO of the transportation capabilities (number of trucks
available) of P/M/DSWDO to transport Food and NFI as well as its
manpower compliments;
c. Inform the Cluster Head for the requirement of additional transportation
assets and manpower for the loading and unloading of supplies;
d. Augment FNI and supplies of Camp Management to the affected areas;
e. Employ tracking system for all food and non-food items sent and received by
MSWDO;
f. Identify needs for logistic support; and
g. Coordinate logistical requirements/request for transport to the Cluster Lead.

a. Replenish FNI inventories; and
b. Provide additional augmentation of FNI to the affected areas.
II. PHILIPPINE NATIONAL POLICE (PNP) will perform the following tasks for
each Disaster Phase:

a. Coordinate with concerned agencies for safe route;
b. Identify fuel depot for safe re-fuelling, and;
c. Coordinate with line units and concerned agencies re passable route and
d. Coordinate adjacent line units re availability of necessary equipment.

a. Line units remove obstacles/debris from roads in coordination with Provincial
Office, , DPWH, AFP
III. ARMED FORCES OF THE PHILIPPINES (AFP) will perform the following
tasks for each Disaster Phase:
a) During Disaster Phase:

a. Participate in joint logistics cluster meetings;
b. Conduct inventory of troops and organizational equipment and supplies
(firepower, mobility, quartermaster, POL, medical and other items) for
operations;
c. Prepare and submit inventory of mobility (air, land, sea) and other
logistical assets (temporary shelter tents, engineering assets, etc.);
d. Strengthen camp/base facilities to improve disaster resilience;
e. Preposition respective assets, POL and reserve requirements;
f. Provide transportation assets (air, land, sea) in coordination with the Major
Services (PA, PAF, and PN) to deliver humanitarian assistance in disaster
affected areas;
g. Provide warehousing/storage of supplies and other items as required in
coordination with the MSWDO for the repacking of goods; and
h. Coordinate adjacent line units re availability of necessary equipment.
b) Post Disaster Phase:

a. Sustain logistics support to AFP units conducting limited transportation,
medical and manpower support to the early recovery activities as required
by the Provincial and Local government;
b. Provide engineering equipment to support DPWH in road-clearing
operations if necessary; and
c. Provide transportation support for the return of deployed assets.
IV. MUNICIPAL ENGINEERING OFFICE (MEO)
a) During Disaster
a. Assist in clearing of roads and identification of alternate routes for response
operations.; and
b. Tap partners in the use of assets for the provision of an alternate road
network going to and from the affected areas to facilitate unhampered
transportation of goods and personnel.
a) Post Disaster
a. Provide logistical support in hauling and delivery of
goods/commodities to affected areas;
b. Remove obstacle and urgently rehabilitate the affected national,
municipal and Barangay roads;
c. Exchange information on damage condition of infrastructure
facilities to Barangay and LGU
d. Report national roads and bridges and other infrastructure
facilities’ damage condition and rehabilitation status to M/BRMMCs;
e. Be responsible for distributing traffic information to road users, if
traffic is restricted in national roads; and
f. Conduct Post Disaster Needs Assessment and develop plans for a
build back better infrastructure.
V. PHILIPPINE COAST GUARD (PCG)

a. Alert all PCG Districts/Stations/Detachments and floating units in the
possible area of disaster;
b. Alert/activate Deployable Response Groups (DRGs) with their equipment;
c. Coordinate with MDRRMC; and
d. PCG shall contribute to emergency transportation by operating their
vessels and aircraft based on needs and requests from MDRRMC and
affected Local Governments.
b) Post-Disaster Phase
a. Support the urgent rehabilitation activities such as removing obstacles,
transporting, relocating residents, and transporting basic commodities
needed under emergency in coordination with MDRRMC;
b. Provide assets for clearing operation of sediments or any hazard to ensure
safe navigation within coastal areas and passage ways;
c. Evaluate and assess the effectiveness and sufficiency of deployed assets
during the emergency response;
d. Evaluate the concept of operations if it needs improvements or rectification;
and
e. Coordinate with MDRRMC prior pull-out of deployed/utilized assets.
VI. BUREAU OF FIRE PROTECTION (BFP) will perform the following tasks for
a) Pre Disaster
a. Alert stations prior to disaster
b. Shall direct emergency transport activities to its lower offices based on needs
and requests from MDRRMC and affected local governments.

a. Provide assets for clearing operations.
G. Volunteer and Private Groups acknowledged by MDRRMC

Provide necessary transportation assets, supplies and warehouses to support the

disaster management operations of the MDRRMC.
A. The MDRRMO as Cluster Lead will coordinate all support and requirements of
response committee in their activities to augment the requirements at the affected
areas during disasters; and
B. Concerned government agencies and their subordinate offices shall utilize their
A. Command Relationship – all DRRM actors and key players will refer and based
their actions as prescribed in IRR of R.A. 1021, Rule 3, Section 2. Composition
a. Logistics Cluster Lead (MDRRMO-Logistics, Interoperability and Force Management
Div)
b. Logistics Cluster Members
VII. LAW AND ORDER CLUSTER
I. RATIONALE
Loss of lives and casualties, protection and preservation of the populace and
properties, security of responding personnel and the populace in general are the
main concerns of all government agencies involved in disaster management and
response operations, specifically the Security, Law and Order requirements.
The efficiency of doing security response operations during disasters relies on the
timely and organized deployment of security forces. The disaster shall include but
not be limited to tsunamis, earthquakes, landslides and other natural disasters that
may lead to immense loss of lives and properties
The Law and Order Cluster shall organize to deal directly with the security needs of
member agencies and the community.
In order to keep abreast with the national government’s enhanced concepts on

disaster risk reduction and management system, an inter-agency cooperation
between agencies with law enforcement functions shall align their respective disaster
operations and procedures.
II. OBJECTIVE
The Law and Order Cluster will assist the Response Operations and provide
assistance to the affected areas through the:
a. Provision of security to the Response Clusters operating in the affected area;
b. Provision of traffic management that will facilitate the speedy movement of

people, goods and equipment to the affected population and responding
agencies; and
c. Enforce law and order in the community through the provision of information on
the disaster response operations and the maintenance of community policing to
reduce or arrest criminality in the area.
On orders, the PNP as lead in the Law and Order and Security Operations together
with the members of the Law and Order Cluster; AFP, PCG, BFP, and such other
agencies as may be called upon by the PNP Lead Cluster, will assist the Response
Operations by providing security and other law and order measures. Other agencies
may be included based on their law enforcement functions, as situation warrants.
Clusters members shall maintain interoperability through their established

Operations Center (OPCEN). At the Municipal level down to the Barangays the
leadership in the conduct of law and order shall be determined by the Local DRRMC
depending which component of government (AFP, PNP, BFP, LGU-CSO) is
necessary.
The Law and Order Cluster shall perform its task in coordination with the designated
Incident Commander through the Incident Management Team (IMT), security
operations will be conducted through collaborative efforts with cluster member
agencies and other agencies to ensure that safety and security is being maintained
in the area.
The condition/s that will trigger the deployment of security personnel on Law and
Order operations will depend on:
A. Orders from MDRRMC Chairperson;
B. The result of the Rapid Damage Assessment and Needs Analysis (RDANA)
conducted by MDRRMC concerned in the affected area/s. Result of RDANA shall
be provided immediately to MDRRMC Operations Center to determine what
security response is needed.
The Law and Order shall consider the immediate establishment of communications
through Emergency Telecommunication Cluster and advance command post from
the possible affected areas by the nearest territorial forces to stabilize security
situation.
1. Lead Cluster Agency: PHILIPPINE NATIONAL POLICE (PNP)
a. Establish Command Post and Sub-Command Post in the possible
affected area; Situational/regular conduct of police presence (Mobile,
Motorcycle and foot patrol) at the possible area that may be affected;
b. Review of the Crime Environment in the possible affected area;
c. Participate in the conduct of PDRA (Municipal level);
d. Prepare appropriate number of security personnel to identified evacuation
areas in coordination with Barangays;
e. Recommend to MDRRMO to conduct trainings to improve inter-
operability among member agencies;
f. Activate the Law and Order Security Response Unit (SRU) with the
established PNP Critical Incident Management Operational Procedures
(CIMOP) in collaboration with member support agencies;
g. Prioritize strategic support (land, air and sea transport with consideration
of other response agencies);
h. Prepare SRU based on the immediate requirements on the ground;
i. Participate in the conduct of Rapid Damage and Needs Assessment

(RDNA) Municipal level;
j. Establish coordination with the MDRRMC; and
k. Perform other tasks as directed

a. Submit reports on the damage assessments and Needs analysis of
affected areas;
b. Provide security to evacuation areas in collaboration with other agencies
and force multipliers;
c. Assist in the relief and recovery operations and maintain Law and Order
to affected areas;
d. Conduct debriefing and Post assessment review; and
A. ARMED FORCES OF THE PHILIPPINES

a. Be prepared to provide security augmentation (infantry unit/s; K9
team/s; EOD team/s; CDM units) in support of the PNP’s law enforcement
operations;
b. Be prepared to provide security augmentations at the designated
evacuation centers in support of the PNP;
c. Be prepared to provide security augmentation in securing the repacking,
transport and distribution of relief goods at the evacuation and/or
distribution areas in support of the PNP, LGU and MSWDO; and
d. Perform other tasks as directed
2) Post Disaster Phase:

a. Coordinate with the PNP for the release of security augmentation;
b. Consolidate security units for redeployment;
c. Be prepared to participate in Law and Order Cluster planning meeting/s;
d. Coordinate with PNP for the capability enhancement program/inter-
agency training; and
B. BUREAU OF FIRE PROTECTION (BFP)

a. Mobilize and deploy personnel in the identified affected area in coordination
with MDRRMC;
b. Assists in the security requirements of evacuation centers; and
c. Perform other tasks as directed

a. Assist in the security; and
b. Perform other tasks as directed
C. PHILIPPINE COAST GUARD (PCG)

a. Deploy appropriate number of security personnel to devastated areas;
b. Support other tasks as requested by Cluster Lead; and
c. Perform other tasks as directed

a. Maintain necessary security requirements; and
b. Perform other tasks as directed
D. VOLUNTEERS/CIVIL SOCIETY ORGANIZATIONS

All Volunteer force multipliers will coordinate with the local Cluster Lead for briefing
and deployment to the affected areas.
A. The PNP as Cluster Lead will coordinate all movement of incoming products,
personnel and equipment from the point of embankment prior to turnover to the
Response Clusters activated for any disaster: and
B. Concerned government agencies and their subordinate offices shall utilize their
A. Command Relationship – all DRRM actors and key players will refer and based
their actions as prescribed in IRR of R.A. 1021, Rule 3, Section 2. Composition

c. LAO Cluster Lead (PNP)
d. LAO Cluster Members
VIII. EDUCATION CLUSTER
I. RATIONALE
The occurrence of earthquake and/or tsunami has significant effects to the education
sector. Suspension of classes, as an immediate and initial response, is announced to
prevent exposure of learners to the impact of these disasters. The Education Cluster
is one of the clusters responding to the needs of affected learners and schools
during earthquake and tsunami disasters. The safety of students and personnel
during these hazards, without early warning, is the top priority of the Education
Cluster.
II. OBJECTIVE
The Education Cluster aims to ensure safety of learners and personnel. It also aims
to provide continued access to quality education to all affected learners. Specifically,
the cluster will:
a. Prepare field offices and schools by issuing alerts and warnings based on
PAGASA/PHIVOLCS bulletins and/or local issuances;
b. Conduct impact and needs assessment on affected teaching and non-teaching
personnel, learners, and education resources;
c. Provide the required temporary learning spaces, teaching and learning materials
to allow for resumption of classes and education service delivery;
d. Promote and activate the use of alternative delivery modes of learning in affected
areas;
e. Coordinate the provision of psychosocial support and services to both learners
and personnel with concerned agencies; and
f. Mobilize resources to facilitate delivery of other relevant assistance to affected
teaching and non-teaching personnel.
On orders, the Education Cluster will ensure immediate access of all children in the
affected areas to quality education in a safe and secure environment and ensure that
all needs related to emergency education services are addressed as part of the
overall response of the cluster.
This will be accomplished through coordination with cluster members such as

Technical Education and Skills Development Authority (TESDA), Commission on
Higher Education (CHED), Local and International Non-Government Organizations,
Civil Society Organizations, Individual and Private Corporate Partners, and Inter-
cluster coordination and response operation. The cluster lead agency, Department
of Education (DepEd) will convene the member agencies to provide updates and
discuss available resources of each member agencies for prepositioning that will be
used in providing such emergency education services. This includes the provision of
technical support and services to affected areas.
In the event of escalation and need for international assistance to augment national
capacities and resources, the coordination shall be done through the Philippine
International Humanitarian Assistance Cluster (PIHAC) and Education Cluster co-
leads namely, Save the Children and United Nations Children Fund (UNICEF).
Composition: The Education Cluster shall be composed of the following agencies:
1. Lead Agency: DEPARTMENT OF EDUCATION (DepEd)
The roles and responsibilities of the Lead Agency shall be as follows:
1. Cluster Lead Agency: DEPARTMENT OF EDUCATION (DepEd) through the

Disaster Risk Reduction and Management Service (DRRMS) will lead the
coordinating functions of the Cluster. Specifically, DepEd will do the following for

a. Issue initial alerts and warnings as projected by relevant agencies (PAGASA,
DOST-PHIVOLCS and MGB, NDRRMC) to Field Offices and Education Cluster
Members;
b. Attend pre-deployment Meetings;
c. Prepare baseline reports of projected affected areas (e.g. enrolment,
classrooms, and personnel);
d. Reinforce alerts issued to field offices and education cluster members as may
be appropriate upon advice made by MDRRMC;
e. Enforce the strict implementation of school safety and preparedness protocols,
such as ensuring protection of education property;
f. Provide advisory on preemptive evacuation, if necessary;
g. Project the possible impact of the impending threat to the following: safety of
learners and personnel, destruction of properties, and disruption of educational
services;
h. Adhere to the policies on suspension of classes based on EO 66 (s. 2012). If

learners and personnel are already in school upon suspension, it should
consider their safety before allowing them to leave the school premises;
i. Prepare for the possible activation of Emergency Operation Centers (EOC);
j. Convene the Education Cluster for response operations;
k. Activate EOC at concerned levels;
l. Convene the Education Cluster;
m. Attend PDRA and response coordination meetings;
n. Closely coordinate with relevant government agencies (DRRMC, OCD, DOST-
PAGASA, PHIVOLCS, DSWD, DOH, among others) to appropriately inform
offices on the possible occurrence of related events;
o. Track key officials and personnel;
p. Monitor the status of office operations in affected divisions and regions;
q. Conduct rapid assessment to gather data on impact to education and generate
reports;
r. Monitor school operations such as class suspensions and schools used as
Evacuation Center;
s. Submit reports to Management for appropriate and immediate action from
concerned offices;
t. Disseminate situation reports to MDRRMC, Inter-Cluster, Education Cluster,
and field offices affected;
u. Monitor possible escalation of situation that may aggravate impact on learners,
personnel, and properties;
v. Prepare for the deployment/provision of resources (i.e. personnel, learning
materials, support for Temporary Learning Spaces (TLS), psychosocial support
and services);
w. Coordinate with Health Cluster for the provision of health services and
psychosocial support to affected learners and personnel;
x. Coordinate with Camp Coordination and Camp Management (CCCM) for the
schools used as evacuation center; and
y. Coordinate with Search Rescue and Retrieval (SRR) Cluster for reports related
to SRR of affected learners and personnel, if necessary;
z. Coordinate with Law and Order (LAO) Cluster to provide necessary security to
affected schools and local EOC, if necessary; and
aa. Perform other tasks as directed.

a. Continuous tracking of key officials and personnel;
b. Monitor school operations such as class suspensions and resumption, and
schools used as Evacuation Center and decampment;
c. Establish temporary learning spaces in affected schools and schools used as
evacuation centers;
d. Monitor the availability of areas for temporary learning spaces in affected schools;
e. Mobilize appropriate educational interventions such as, but not limited to, the
following:
- Psycho-social support and services;
- Teaching and learning materials;
- Conduct of life skill education and alternative delivery modes;
- School clean-up;
- Emergency feeding programs;
- Minor repairs of school facilities; and
- Life-saving supplies for education (health, nutrition, protection).
f. Mobilize and facilitate appropriate personnel assistance;
g. Attend MDRRMC coordination meetings;
h. Conduct Education Cluster meetings;
i. Conduct Post-Disaster Needs Assessment (PDNA) in coordination with other
cluster members;
j. Coordinate with Logistics Cluster to transport education supplies and services;
k. Coordinate with Health Cluster for the provision of health services and
psychosocial support to affected learners and personnel;
l. Coordinate with Camp Coordination and Camp Management (CCCM) for the
schools used as evacuation center;
m. Coordinate with Law and Order (LAO) Cluster to provide necessary security to
affected schools and local EOC, if necessary;
n. Coordinate with Philippine International Humanitarian Assistance Cluster (IHAC)
for the education services and support, if necessary; and
o. Perform other tasks as directed.
A. The Education Cluster lead agency will coordinate all requests and
updating of reports for emergency education services in affected areas;
B. All cluster members will make available all necessary operational

resources that will be used in providing such emergency education
services; and
C. Concerned government agencies and their subordinate offices will utilize

their respective internal personnel during disaster response. Additional
personnel requirements shall be coordinated through MDRRMC in
collaboration with all Council members.
Command Relationship – all DRRM actors and key players will refer and
base their actions as prescribed in IRR of R.A. 10121, Rule 3, Section 2.
Composition
A. Command Center – Municipal Disaster Risk Reduction and
Management Operations Center (MDRRMOC).
a. Education Cluster Lead (DepEd DRRMS)
b. Education Cluster Members
2. Inter-agency Communication System Support
For the entire duration of operations, the existing means of communications will be
utilized. However, the Emergency Telecommunication Cluster will be activated once
communication is cut- off from the affected areas.
IX. MANAGEMENT OF THE DEAD AND THE MISSING (MDM) CLUSTER
In emergency or disaster management, most efforts are being concentrated on the

management of the living victims while very least considerations are being given to
the dead and the missing to the extent that there are no clear specific tasks and
assigned agencies to handle them. The major disasters in the past years served as
eye opener to the affected governments in giving focus and attention to the
management of the dead and the missing (MDM). It is an accepted reality that MDM
is a major component of the over-all management of consequences of disasters.
Retrieval operation of all dead casualties is a critical service and a very tedious
responsibility in managing disasters, with the aim of providing closure to the affected
families. The demand for the speedy identification of human remains is a challenge
and requires an efficient system of coordination between the national government
agencies (NBI, PNP-CL, DOH) and the LGU.
The MDRRMC, through the Management of the Dead and the Missing (MDM)
Cluster, has a critical role in providing standards and guidelines in the proper
handling of human remains (storage, identification, transfer and final disposal),

building the capacities and capabilities of all member agencies, ensuring that legal
norms are followed, and guaranteeing that the dignity of the deceased and their
families is respected in accordance with their cultural values and religious beliefs.
II. OBJECTIVE
The Management of the Dead and Missing Cluster aims to provide policies,
standards, guidelines, systems and procedures to institutionalize MDM in all
concerned agencies and stakeholders at all levels during emergencies and disasters.
Specifically, the Cluster aims to:

a. Provide assistance in the proper identification and disposition of human
remains in a sanitary and dignified manner with caution to prevent negative
psychological and social impact on the bereaved family and the community;
b. Strengthen coordination, collaboration and partnerships among agencies and
stakeholders (non-government agencies, international humanitarian country
teams, private sector) of MDM at all levels (national, regional and local); and
c. Establish resource-sharing mechanisms among key players in the MDM.
III.CONCEPT OF OPERATIONS
On orders, the MDM Cluster operations aim to enhance the government’s capacity in
ensuring the proper identification and disposition of human remains, guaranteeing
that the dignity of the deceased and their families is respected in accordance with
their cultural values and religious beliefs during emergencies and disasters.
The DILG, as lead of the cluster, shall head the operations and coordinate all support
and resource requirements among member-agencies and their activities in order to
address/augment MDM needs in the affected areas.
The MDM Cluster will have four (4) major activities:
a. Disaster Victim Identification

b. Final Arrangement for the dead
c. Management of the missing persons
d. Management of the bereaved families
The recovery and retrieval of human remains shall be done through the different
Search and Rescue Units (SARs) and shall be coordinated with the SRR Cluster.
The SRR Cluster will ensure that the retrieved human remains underwent
decontamination process before turn-over to the MDM Cluster.
Disaster Victim Identification
The National Bureau of Investigation (NBI) shall lead the activities needed for proper
identification and accounting of all declared human remains, supported by experts
from PNP-CL, AFP, BFP and DOH. The medico legal officer of NBI shall issue the
Certificate of Identification of all processed/examined and identified bodies, while the
Local Health Officer shall issue the Certificate of Death. The NBI will be guided by
the current guidelines drafted for the proper management of the dead and the
missing.
Final Arrangement for the Dead
The DILG, shall lead the final arrangement for the dead. All identified human remains
and body parts shall be turned over to the rightful/legitimate claimant as identified by
the LGU and will be responsible for the ultimate disposal. For identified dead
foreigners, embassies shall be immediately informed, through the Humanitarian
Assistance Cluster (HAC), and the repatriation of these bodies shall be their
responsibility.
The LGU shall be responsible for the final disposition of the unidentified bodies to be
buried in the collective or individual graves, marked with their unique case numbers
and/ or labels. Further, LGU shall consult the community and religious leaders
regarding the final disposition of the unidentified bodies.
Management of the Missing Persons
The PNP shall lead the Management of the Missing Persons, with the support from
the MSWDO, PRC, MHO, and NBI.
A person can only be considered missing upon the report of the relatives or other
concerned persons to the local police station. The PNP shall verify the identity of the
reported missing person/s from the records of its Warrant Section along with the
verification of MSWDO from its records of Children in Conflict with the Law (CICL),
and a certification from the Punong Barangay that the reported missing person is a
resident of the affected community. In exceptional cases such as huge magnitude
calamities, the latest National Census shall be the basis for validating reports of
missing persons. The PNP shall immediately inform the Incident Commander, who
initiates active search and rescue / retrieval and provides feedback.
The MSWDO shall establish Social Welfare Inquiry Desks for data generation and
information management of missing persons presumed to be dead during the
disaster, and their surviving families.
The validated list of missing persons presumed to be dead shall be submitted to the
DILG for endorsement to the MDRRMC and for the issuance of the Certificate of
Missing Person Presumed to be Dead.
Management of the Bereaved Families
The Municipal Social Welfare and Development Office (MSWDO) is the lead agency
in the over-all management of the bereaved families. DepEd, PRC, MHO and other
development partners shall provide assistance and resource augmentation on the
over-all management of the bereaved families for the following:
- Physiological needs to the bereaved shall include: Food Assistance; Financial

Assistance; Livelihood Assistance; Clothing Assistance; Shelter Assistance;
Management of the Orphans; and Food/Cash for Work;
- Social needs of the bereaved in terms shall include: Family/Peer Support

System; Social Welfare Inquiry Desk/Information Center; Educational
Assistance and Legal Needs; and
- Psychological needs of the bereaved shall include: Psychological First Aid and
other Special Needs like Psychiatric or Mental Health Services.
The MDRRMO shall coordinate with other agencies to facilitate the processing of
requirements for the benefit claims of the bereaved families:
- Certification from the Punong Barangay that the claimant is the legal
beneficiary and a resident of the barangay;
- Incident Report from the local PNP or the MDRRMC;
- Death certificate from the local civil registrar; and
- Endorsement for payment of benefits from MDRRMC
In the event of incidents resulting to the identification of foreign national casualties or

a rising need for international assistance to augment additional capacities and
resources on MDM, coordination shall be done through the International
Humanitarian Assistance Cluster (IHAC).
Lead and Member Agencies
1. Lead Cluster Agency: DEPARTMENT OF THE INTERIOR AND LOCAL

GOVERNMENT (DILG) through the MLGOO
a) During Phase
a. Activate the MDM Cluster;
b. Coordinate with the MDRRMO for the confirmation of all available MDM
Teams of all agencies for possible deployment;
c. Submit to the MDRRMC a list of available government MDM Teams for
immediate possible deployment;
d. Meet with Response Cluster to do scenario building activities to determine
the projected areas for deployment of MDM Teams. This includes the system
for receiving MDM Teams from provincial, regional, national and other level;
e. Deploy MDM Teams to the projected affected areas and its adjacent LGU/s;
f. Deploy pre-positioned MDM Teams to assist the affected areas. MDM Teams
are to coordinate with the LCE of the affected areas for proper endorsement
to the Incident Command posts on ground;
g. Collect status reports and requests of the deployed MDM Teams on ground;
h. Submit status reports, requests and proposed actions to the MDRRMC to
integrate all activities at the MDRRMC Operations Center;
i. Establish command posts at the Manila office and at the affected areas for
multi-MDM Teams;
j. Coordinate with other response clusters for their MDM requirements;
k. Deploy batches of MDM Teams for augmentation at the affected areas;
l. Coordinates with the LGU to determine the areas for proper management
of mass dead; and
m. Submit the MDM Task Force status reports to the MDRRMC.

Prepares and submits a report of all operations to the MDRRMC.
A.MUNICIPAL DISASTER RISK REDUCTION AND MANGEMENT OFFICE

(MDRRMO)

a. Monitor and collect situation reports from the MDRRM Operations Center;
b. Alert national MDM groups for possible activation;
c. Coordinate the prepositioning of MDM groups in critical areas;
d. Issue and disseminate activation orders;
e. Monitor the situation on the ground from the MDRRM OpCen;
f. Receive request for MDM augmentation;
g. Issue and disseminate deployment orders; and
h. Deploy MDM augmentation groups in coordination with the DRRMCs and
Cluster head.

a. Consolidate and prepare report for submission; and
b. Conduct debriefing of MDM groups at the national level in coordination with

MHO.
B.MUNICIPAL HEALTH OFFICE (MHO)
a. Provide support for medical services/ MHPSS for responders and bereaved
families;
b. Provide technical assistance on health and safety concerns;
c. Assist in validation and reporting of casualties; and
d. Augment manpower for the DVI process.
C.MUNICIPAL SOCIAL WELFARE AND DEVELOPMENT OFFICE (MSWDO)

a. Assist the DILG in providing resources and psychosocial assistance to the
bereaved families.
D.PHILIPPINE RED CROSS (PRC)

a. Assist in the provision of resources both personnel and logistical equipment
(cadaver bags) needed in the management of the dead through its deployed
SRR teams as the need arises and gap is identified.
b. Assist in establishing welfare desks to facilitate information gathering on
affected population as well as missing persons and mobilize its RC143
volunteers to conduct tracing in restoring family links (RFL).
c. Assist in the management of bereaved families through the conduct of
community based psychosocial support and referral.
E.NATIONAL BUREAU OF INVESTIGATION (NBI)

a. Lead the identification of the declared human remains;
b. Coordinate and manage the requirements of identifying and burial of all
dead victims with the MDM Task Force;
c. Submit status reports to the Cluster Lead including request for additional
manpower to hasten the process of identification and proper burial of the
dead; and
d. Coordinate with the Interpol for the appropriate guidelines for identification
and documentation of the dead victim/s.
F. PHILIPPINE NATIONAL POLICE (PNP) – Crime Laboratory (PNP-CL)

Assist the NBI in the identification of human remains.
A. The DILG as Cluster Lead will coordinate all support requirements of member
agencies in their activities to augment the affected areas during disasters.
B. Concerned government agencies and their subordinate offices shall utilize
their respective personnel. Additional personnel requirements shall be
coordinated through the MDRRMC.
A. Command Relationship – all DRRM actors and key players will refer and base
their actions as prescribed in IRR of R.A. 10121, Rule 3, Section 2.
Composition
a. MDM Cluster Lead (DILG)
b. PNP-CL
c. NBI
The MDM Cluster must have its own effective and efficient internal
telecommunication support system with high-speed data transmission
capability in order to accurately transmit data and communicate with its
support agencies/units to facilitate the performance of its tasks and
responsibilities.
CHAPTER IV
ACTIVATION
A. ACTIVATION AND DEACTIVATION
The contingency plan shall be activated based on the findings of Pre-Disaster Risk
Assessment by the MDRRMC, leading to the activation of the EOC. MDRRMC
Chairman shall then convene all the clusters to assess the situation. Afterwards,
MDRRMC Chairman shall officially activate ICS and delegate authority to the IC coming
from the Municipal DRRMO. The IC shall then proceed to organize the IMT and
implement tactical activities based on the strategic decisions of the clusters.
The contingency plan shall be deactivated once the situation has improved and when
heightened alert is no longer required. The recommendation for deactivation shall
emanate from the IC going to MDRRMC Chairman via the EOC. Once deactivated,
operation will still remain until such time that the EOC will be back to “white alert” status.
At this point, the operation is already terminated.
B. NON-ACTIVATION
In case that disaster will not take place, the contingency plan will not be activated. In
this case, the plan will be maintained as a perpetual plan for future use in the event of
upcoming disaster.
Figure 7: CP Activation Flow Chart
START
Activation of Operation
for EREID
DRRMC conducts
PDRA
Formal Start of
Operation
1 2
EOC on red alert status Yes Activate No EOC

contingenc
y plan?
RO convenes the clusters at Respon
the EOC cond
norm
opera
RO mobilizes using
and deploys Cluster
IMT supp
Clusters and
IMT operate
based on
Yes Situation
contingency
normalize
Yes plan No
Situation ?
1
improved?
IC
recomm
IMT recommends demobi
RO directs deactivation deactivation of RO approves recommendan
2
of contingency plan contingency plan demobilization
2 EOC returns to white

status
ANNEXES
CONTINGENCY PLAN TECHNICAL WORKING GROUP
Purpose: The Working Group shall be the focal body in charge of the refinement,
finalization, testing, evaluation, packaging, updating and improvement of the
contingency plan under the supervision of the Municipal DRRM Officer. The group shall
work closely with the planners of the municipality for the attainment of the CP
objectives.
Functions:
1. Facilitate the refinement and finalization of the contingency plan to include
Testing, evaluation, packaging, updating and improvement;
2. Develop work plan for the completion and updating of the contingency plan;
3. Organize consultation meetings with the planners and relevant subject matter
experts regarding the development of the contingency plan; and
4. Facilitate the presentation and endorsement of the contingency plan to
Chairperson, MDRRMC Chairman and Local Sanggunian for comments and
approval.
Composition:
Table 10. Composition of Technical Working Group for Contingency Planning

ROLE NAMES DESIGNATION
Lead CARLOS C. LOMALLO LDRRMO III
Secretariat
MDRRMO STAFFS
Cluster Rep:
Communication and MUNICIPAL
Warning ARNILO A. BARRAMEDA ADMINISTRATOR-
DESIGNATE
Cluster Rep: Relief
and Registration NELIE M. ERA MSWDO
Cluster Rep:
Evacuation ROCHELLE B. DE VERA DEPED
Cluster Rep: Medical DRA. RACHELL ANNA T. MHO
BUSTOS
Cluster Rep: Security PMAJ. EVA O. GUIRUELA COP, BMPS
Cluster Rep: BASTRA, BACAMTODA,
BARITODA, BASUD PRESIDENT/
Transportation
RIDERS ORGANIZATION REPRESENTATIVE
Cluster Rep: SRR INS. RONALDO R. MOJAL BMFS
Cluster Rep: ENGR. HECTOR G.
Engineering and UBANA MEO
Restoration
Members’ Duties and Responsibilities:
1. Head: overall in charge of coordinating the entire CP process; monitors the progress
of the contingency plan; initiates the conduct of meetings to review, evaluate and
update the contingency plan, as necessary; disseminates updates on the contingency
plan to agencies/offices concerned; leads the conduct of simulation exercises to test the
coherence and integrity of the plan.
2. Facilitator: facilitates meetings on contingency planning, workshops and simulation

exercises; drives the contingency planning participants to achieve the target outputs.
3. Secretariat: documents and assimilate comments, inputs and recommendations

gathered during meetings, workshops and exercises into the contingency plan;
consolidate the outputs from the clusters and integrates them into the contingency plan;
provides other secretariat services.
4. Cluster Representative(s): facilitates the completion of detailed implementation plans

for the respective cluster, including the accomplishment of the CP forms; ensures the
availability of data for the specific cluster; coordinates with other clusters to ensure that
the preparation of sub-plans is on track, that the different cluster plans are consistent
with each other, and that all clusters are familiarized with their tasks likely to be
performed in case of an emergency.
MDRRMC DIRECTORY
Table 11. MDRRMC Directory

NO NAME DESIGNATION CONTACT EMAIL ADDRESS

NUMBER
1. MUNICIPAL
HON. ADRIAN S.
MAYOR/MDRRM 09190010024
DAVOCO
C CHAIRMAN
2. MUNICIPAL
MR. ARNILO A. 09159975818 /
ADMINISTRATO
BARRAMEDA 09998826731
R DESIGNATE
3. HON. MELVIN SB COMMITTEE
SAMONTE ON DRR
4. MR. HARRY JAMES 0908685 basud_fits@ya
MAO 4482 hoo.com
FELOMINO
5. MR. CARLOS 0999336 mdrrmobasud
LDRRMO III 9991 @gmail.com
LLOMALO
6. planning_lguba
ENGR. MARJORY A. 0920977
MPDO sud@yahoo.co
SANTILLAN 5742
m
7. 0927252 mswdobasud@
MRS. NELIE N. ERA MSWDO 4181 gmail.com
8. MS. MARY GRACE B.
MDAO 09097140586
FAROL
9. ENGR. HECTOR G.
MEO 09392650123
UBAÑA
10. MRS. EMERLITA S. MUN.
09985374585
DE VERA ACCOUNTANT
11. DRA. RACHELE 0921420 mhobasud@gm
MHO-ACTING 5421 ail.com
ANNA T. BUSTOS
12. MR. ROBERTO B. 0928224 rcanariajr@yah
MBO 4152 oo.com
CANARIA JR.
13. MS. NEIL ANGELIE 0977811 barramedaneila
MTO 1620 ngelie@gmail.c
BARRAMEDA om
14. MRS. ROCHELLE B.
DEPED BASUD
DE VERA
15. 2LT JAMES F.
AFP
BACOLORES
16. MR. ARNOLD
BACAMTODA
FALCON
17. MR. ANACITO
BARITODA
ROSALES, JR.
18. MR. ALEX
BRO
RODRIGUEZ
19. MR. REYNALDO A.
KB-BIKOL
PAJARES
20. MR. FERDINAND camarines.nort
0998793 e@redcross.org
SALVADOR Q. PRC-CN 7170
FERRER .ph
21. CPO MARIO ALLAN
PCG
E. ROSALES PCG
22. BADEVCO
Mrs. Ctnthia E.
Chairman of the
Fulgueras
Board
23. PMAJ EVA O. 0998598 basud_mps@y
PNP 5952 ahoo.com
GUIRUELA
24. SF INSPECTOR. 0998547 basudfscamnort
BFP 0484 e@gmail.com
RONALDO R. MOJAL
25. HON. JESUS B.
LNB PRESIDENT 09994306169
SALOMON
26. CONIFIER B. CODIA MLGOO V 09952123613
27. MARLON C. FRANCIA DENR
MDRRMO ORGANIZATIONAL CHART
Figure 12. MDRRMO Organizational Chart
MDRRMO DIRECTORY
Table 13. MDRRMO Directory

N NAME DESIGNATION CONTACT EMAIL ADDRESS
O NUMBER
1. Carlos C. Lomallo LDRRMO III 09297090494
2. LDRRM Assistant/
arianerodrigueza@gma
Ariane Joy M. Rodrigueza Research & 09634457568
il.com
Planning
3. LDRRM Assistant/
marlonjazmin41@gmail
Marlon A. Jazmin Operation & 09159183590
.com
Warning
4. LDRRM Assistant/ 095119356 Syching_r@yahoo.c
Ruby A. Syching 16 om
Admin & Finance
5. 093023137 apap3001@yahoo.c
Aileen P. Guadines Clerk 75 om
6. IT / System
Mharvin V. Raña 09465430415 mmharvin@gmail.com
Developer
7. IT / System jancyedtesorero@gmail.c
Jancy Ed B. Tesorero 09561728898
Developer om
8. Emergency 095039421 angelica.aloc01@g
Angelica S. Aloc 33 mail.com
Responder
9. Vincent Ryan A. Clerk 094837258 fernandvince@gmail
14/
Fernandez 095659066 .com
85
10. Beth Fajardo Utility
11. 091641509
Michael Angelo G. De Clerk/Emergency 72/ michaelangelod153
Vera Responder 097014657 @gmail.com
01
12. Emergency 094714761
Dante O. Alolon 19
Responder / Driver
13. Emergency rodolfoburce@gmail.co
Rodolfo L. Burce 09519263138
Responder / Driver m
14. Emergency ferrerareynante26@gmail
Reynante A. Ferrera 09637252977
Responder / Driver .com
15. Emergency neugutierrez1987@gmail
Neu A. Gutierrez 09218467593
Responder / Clerk .com
16. Emergency
Edgar M. Jacob 09464110234
Responder / Driver
17. Emergency
Responder / markjohnlabrador05@ya
Mark John D. Labrador 09272087370
Trainer / Team hoo.com
Leader
18. Emergency
Melvin E. Laviña 09307293322 mlavina699@gmail.com
Responder
19. Emergency carterobusan80@gmail.c
Carter S. Obusan 09494668959
Responder om
20. Emergency
Responder / adengjoan0302@gmail.c
Andy S. Salazar 09487168495
Community om
Organizer
21. Emergency
Responder /
Ryan E. Sumbi 09389982499 ryansumbi@gmail.com
Community
Organizer
MAPS
A. BASE MAP
Image 1. Base Map
B. HAZARD MAPS
Image 2. Flood Hazard Map

Image 3. Rainfall induced Landslide Hazard Map
Image 4. Storm Surge Hazard Map

Image 5. Groundshaking Hazard Map
Image 6. Liquefaction Hazard Map

Image 7. Earthquake Induced Landslide Hazard Map
Image 8. Tsunami Hazard Map

C. RISK MAPS
Image 9. Flood Risk Map
Image 10. Rainfall Induced Landslide Risk Map

Image 11. Groundshaking Risk Map
Image 12. Liquefaction Risk Map

Image 13. Earthquake Induced Landslide Risk Map
Image 14. Storm Surge Risk Map

Image 15. Tsunami Risk Map
D. EXPOSURE MAPS
Image 16. Flood Exposure Map

Image 17. Rainfall Induced Landslide Exposure Map
Image 18. Groundshaking Exposure Map

Image 19. Liquefaction Exposure Map
Image 20. Earthquake Induced Landslide Exposure Map

Image 21. Tsunami Exposure Map
Image 22. Storm Surge Exposure Map

E. MAP OF EXISTING INFRASTRUCTURE
Image 23. Map of Existing Facilities
Image 25. Map of Critical Lifelines

Image 25. Road Map
F. EVACUATION MAP
Image 26. Evacuation Map

LAYMANIZED IEC
Image 27. Flood IEC
Image 28. Landslide IEC

Image 29. Groundshaking IEC
Image 30. Tsunami IEC

Image 31. Storm Surge IEC

CONTINGENCY PLANNING WORKSHOP DOCUMENTATION

JULY 14-16, 2021
CONTINGENCY PLANNING FORMS
CONTINGENCY PLAN FORM 1: HAZARD ANALYSIS
Municipality of Basud is exposed to seven (7) natural hazards: Flood, Earthquake

Induced Landslide, Rainfall Induced Landslide, Liquefaction, Groundshaking,
Tsunami and Storm Surge. Man-Made and Health related hazards are also present in
the municipality. Contingency Form 1 shows the analysis on the ranking of hazards
mentioned to the municipality.
CP Form 1: Hazard Analysis

Probablity Impact Average
Hazard Rate Remarks Rate Remarks P+I Rank
2
Past experiences Most
such as, Typhoons communit
Flood 5 5 ies live in 4 1
Undoy, Senyang, flood
Usman, Tisoy, Rolly prone
and Ulysses, areas
Guinyang
an Fault
of
Quezon
Province
affects
Earthquake
Geographic location the
Induced 2 2
2 province; 3
Landslide
the
Basud
Municipal
ity are not
directly
affected
Most
Rainfall Distribution communit
Rainfall increases from
Induced October to ies live in
3 December with 5 flood 4 1
Landslide 1.388.1 mm prone
areas
Most
Identified areas communities
Liquefactio Live in
prone to
n 2 5 liquefactio 3.5 2
liquefaction
n areas
Guinyanga
n Fault of
Quezon
Province
affects the
Groundsha Geographic location 2 province;
king 2 2 3
the Basud
Municipalit
y are not
directly
affected
Geographic location Coastal
Tsunami 1 Basud has 2 coastal 1 1 4
barangays Barangays
are far from
Pacific
Ocean
Geographic location;
typhoons which
range to Super
Typhoons with gale There are
communiti
Storm warning and strong es living
Surge 4 winds has been 3 near 3.5 2
coastal
recorded such as, barangay
Undoy, Senyang,
Usman, Tisoy, Rolly
and Ulysses,
Deaths
The whole due to
CoVid-19 & municipality was CoVId-19
5 5 was also 5 1
EREID greatly affected by recorded
the pandemic (28 as of
2022)
As seen in the above probability and impact ratings of the hazards, flood and rainfall
induced landslide ranks as number 1. Based on historical records, these two hazards
left most devastation in the lives and properties of the communities which was
commonly caused by strong typhoons. Some of the devastating typhoons that occurred
in the Municipality from year 2000 to 2020 were TY Senyang in 2000, TY Ondoy in
2009, TY Usman in 2018, Tisoy in 2019, and TY Rolly and Ulysses in 2020.
During the TY Usman, four casualties were recorded as per the records of MDRRMO.
At least 4,000 families from were evacuated the water passing along the rivers has
reached red level warning. Approximately damaged to infrastructure reached at 2M.
Damaged to agriculture and fisheries reported was 11.9M.
Health related hazards were also present in the municipality due to geographic location,
developing and urbanized baragays and casualties were recorded since the pandemic
began. Risk factors that contributed to high cases were the presence of vulnerable
sectors and lack of facilities and equipment.
CONTINGENCY PLAN FORM 2: ANATOMY OF THE EVENT
A. NATURAL HAZARDS
I. Flood
Based on the assessment of the hazards, Municipality of Basud requires having a

contingency plan for flood that shall help ensure preparedness for effective response in
the 29 barangays and the entire municipality.
The anatomy of flood is shown below:
CP Form 2: Anatomy of Event Flood

Existing
Root Causes Early Warning Triggering Factors Mitigating
Signs Measures
 Deforestation  PAGASA Weather  Base on the  Non-structural
 Poor drainage Bulletins; records of measures like de-
system  Tri media (TV, radio PAGASA the clogging and planting
 Illegal construction and internet); geographic mangroves and trees;
of houses and  Water level location of  Structural measures
building on no monitoring Municipality of such as seawalls and
build zone areas,  Rain gauge Basud, Province flood control
waterways and of Camarines structures.
riverbanks. Norte
experiences 4 to
5 tropical
cyclones and
can develop to
super typhoons
which
characterized
with sustained
winds to 195-200
km/h and
precipitation of at
least 30% of the
annual rainfall
and can raised
up to red alert
level in water
level monitoring.
This precipitation
can cause
increase in water
level which may
cause increase
in water level to
flood prone
barangays in the
municipality.
The root cause of flood mostly caused by humans, such as deforestation and illegal
construction of houses and building on no building zone areas, waterways and on the
riverbanks. Other cause is poor drainage system.
The early warning signs that the MDRRMC needs to watch out for are the PAGASA
Weather Bulletins; tri media (TV, radio and internet); water level monitoring and rain
gauge.
The categories of super typhoons usually has 30 percent precipitation of the annual
rainfall which can cause flooding and sustained wind of 195-200 km/h which can cause
gale warning and issuance of sea travel advisory for coastal barangays with sea ports.
At the very least, Municipality of Basud has established existing mitigating measures in
response to a flooding caused by typhoons. These include non-structural measures like
de-clogging and planted mangroves and trees as well as structural measures such as
seawalls and flood control structures.
II. Earthquake Induced Landslide
The anatomy of earthquake induced landslide is shown below:
CP Form 2: Anatomy of Event Earthquake Induced Landslide

Existing
Root Causes Early Warning Triggering Mitigating
Signs Factors Measures
 The geographic  PHIVOLCS  Earthquake  Non-structural
location of the  Tri media (TV, measures like
Municipality of radio and internet); planting of trees to
Basud which is  Natural landslide prone
affected by the Phenomenon or areas;
Guinyangan Fault Indigenous  Structural measures
from Quezon knowledge such such as building of
Province, though unexplained slope protection
the municipality is migration of birds;
likely not directly blood red
affected. coloration of the
sky during sunset
and sunrise and
convergence of
cirrus clouds at
one point in the
horizon.
The root cause of landslide is the geographic location of the Municipality which is likely
affected by the Guinyangan Fault from Quezon Province.
The early warning signs that the MDRRMC needs to watch out for are the PHIVOLCS
issuance; tri media (TV, radio and internet); and natural phenomenon or indigenous
knowledge such unexplained migration of birds; blood red coloration of the sky during
sunset and sunrise and convergence of cirrus clouds at one point in the horizon.
The triggering factors of landslide can be initiated in slopes already on the verge of
movement by rainfall, snowmelt, changes in water level, stream erosion, changes in
ground water, volcanic activity, disturbance by human activities, or any combination of
these factors. In the Municipality of Basud the most common triggering factor of
landslide is the earthquake.
response to earthquake induced landslide. These include non-structural measures like
planting trees as well as structural measures such building of slope protections.
III. Rainfall Induced Landslide

The anatomy of rainfall induced landslide is shown below:
CP Form 2:Anatomy of Rainfall Induced Landslide

Existing
Signs Measures
 Heavy torrential  PAGASA Weather A tropical cyclone  Non-structural
rains caused by Bulletins; which may landfall in measures like
tropical cyclones  Tri media (TV, or within the vicinity planting of trees to
or other weather radio and internet); of Basud may be landslide prone
disturbances  Water level enhanced by the areas;
 the area has poor monitoring following weather  Structural measures
vegetation usually  Rain gauge conditions: such as building of
the area is  Habagat or slope protection
incapable to hold Southwest
the water Monsoon
specifically if it is  Low Pressure
a stiff slope area Area
Inter-tropical
Convergence
Zone (ITCZ)
The root cause of landslide is heavy torrential rains brought by tropical cyclones or other
weather disturbances and the area usually has poor vegetation which is incapable to
hold the water if on stiff slope area.
gauge.
rainfall which can cause landslide in landslide prone or hilly area in the municipality.
response to earthquake induced landslide. These include non-structural measures like
planting trees as well as structural measures such building of slope protections.
IV. Liquefaction
The anatomy of liquefaction is shown below:
CP Form 2: Anatomy of Event Liquefaction

Existing
 loose, granular  PHIVOLCS  Common  Research on
sediment or fill  Tri media (TV, triggering factor of mitigating measures
 saturation by radio and internet); liquefaction is to prevent or lessen
groundwater  Natural earthquake the effect of
 strong shaking Phenomenon or liquefaction such as
Indigenous soil compaction
knowledge such techniques or
unexplained improvement of
migration of birds; building
blood red infrastructures.
coloration of the
sky during sunset
and sunrise and

convergence of
cirrus clouds at
one point in the
horizon.
The most common root cause of liquefaction is loose, granular sediment or fill,
saturation by groundwater, and strong shaking.
In the Municipality of Basud the triggering factor of liquefaction can be initiated by

earthquake. And based on the geographic location of the Municipality which can be
affected by Guinyangan Fault the municipality is likely to be affected by earthquake.
response to earthquake. These include non-structural measures like planting trees as
well as structural measures such building of slope protections. But research on the
prevention of the severe damage of liquefaction can be added to the mitigating
measures and improvement of building structures.
V. Groundshaking
The anatomy of groundshaking is shown below:
CP Form 2: Anatomy of Event Earthquake Induced Landslide

Existing
Signs Measures
 The geographic  PHIVOLCS  Tectonic  Improving the buiding
location of the  Tri media (TV,  Induced structures in the
Municipality of radio and internet);  Volcanic municipality
Basud which is  Indigenous  collapse  IECs on what to do
affected by knowledge such before, during, and
Guinayangan unexplained after groundshaking
Fault migration of birds;
blood red
coloration of the
sky during sunset
and sunrise and
convergence of
cirrus clouds at
one point in the
horizon.
The root cause of Groundshaking is the geographic location of the Municipality which
Guinyangan Fault.
issuance; tri media (TV, radio and internet); and indigenous knowledge such
unexplained migration of birds; blood red coloration of the sky during sunset and sunrise
and convergence of cirrus clouds at one point in the horizon.
In the Municipality of Basud the most common triggering factor of groundshaking are
tectonic which usually occurs at the boundaries of tectonic plates, induced caused by
human activity, volcanic, which generally are not as powerful as tectonic, collapse which
are triggered by such phenomena as cave-ins.
At the very least, Municipality of Basud should improve the existing building structures
and IECs on groundshaking.
VI. Tsunami
The anatomy of tsunami is shown below:
CP Form 2: Anatomy of Event Tsunami

Existing
 The geographic  PHIVOLCS  Large earthquake  Evacuation to high
location of the  Tri media (TV, on the seafloor grounds
Municipality of radio and internet);  Landslide on the  Resettlement area
Basud which is  Natural seafloor for the affected
near the Phenomenon or  Volcanic eruption, communities
Philippine Trench Indigenous less common  IEC about the
and Pacific Ring knowledge such tsunami
of Fire a major unexplained
fault considered migration of birds;
as potential blood red
earthquake and coloration of the
tsunami sky during sunset
generator. and sunrise and
convergence of
cirrus clouds at
one point in the
horizon.
The most common root cause of tsunami is earthquake. And based on the geographic
location of the Municipality which is the Philippine Trench and Pacific Ring of Fire the
municipality is less likely to be directly affected.
The triggering factors of tsunami are large earthquakes or landslide on the seafloor and
volcanic eruption which is less common.
response to tsunami such as, evacuation to high grounds, resettlement area for the
affected communities and information, education, campaign about tsunami.
VII. Storm Surge
The anatomy of storm surge is shown below:
CP Form 2: Anatomy of Event Storm Surge

Existing
 Base on the  PAGASA Weather  A tropical  Non-structural
records of Bulletins; cyclone which measures like
PAGASA the  Tri media (TV, categorizes to planting mangroves
geographic radio and super typhoon and trees;

location of internet); with at least  Structural measures
Municipality of  Water level 30% such as seawalls
Basud, Province monitoring precipitation of and shoreline
of Camarines  Rain gauge the annual protection
Norte rainfall and
experiences 4 to sustained wind
5 tropical of 195-200 km/h
cyclones and can
develop to super
typhoons which
characterized
with sustained
winds to 195-200
km/h and
precipitation of at
least 30% of the
annual rainfall
The root cause of storm surge is the location of the Municipality which is based on the
records of PAGASA the municipality experiences 4 to 5 tropical cyclones per year that
can develop into super typhoons. The usual characteristics of super typhoons contains
precipitation of at least 30% of the annual rainfall with sustained winds of 195-200km/h.
gauge.
rainfall which can cause flooding and sustained wind of 195-200 km/h which can cause
gale warning and issuance of sea travel advisory for coastal barangays with sea ports.
response to a storm surge caused by typhoons. These include non-structural measures
like planted mangroves and trees as well as structural measures such as seawalls and
shoreline protection.
B. MAN-MADE AND HEALTH RELATED HAZARD
X. Co-Vid-19 and Other Emerging/Re-Emerging Infectious Diseases
The anatomy of CoVid-19 and Other Emerging/Re-Emerging Infectious Diseases is

shown below:
CP Form 2: Anatomy of CoVid-19 and Other Emerging/Re-Emerging Infectious

Diseases
Existing
 Outbreak of  Tri media (TV,  Transmission  Non-structural
infectious radio and of the disease measures like MOA
disease to other internet); from one with public and private
municipalities/cit  IEC advocacy person to establishments for the
ies using pamphlets, another usage of facilities as
 Geographical tarpaulin,  Highly isolation facilities;
location of the bandillio; infectious  IEC on prevention of
Municipality  Continues diseases infectious disease;
meeting with  Presence of  Procurement of
BHERTS; vulnerable disinfecting materials

 Opisyal na population  Structural measures
Pahayag of such as building of
Municipal Mayor; isolation facilities
 Establishment of BIU
or Barangay Isolation
Unit
The root cause of infectious diseases is outbreak of the disease to the other
municipalities/cities and the geographical location of the municipalities.
The early warning signs present is the tri-media such as TV, radio and internet or other
forms of social media, IEC advocacy using pamphlets, tarpaulin, bandillio, continues
meeting with BHERTS, and Opisyal na Pahayag of the Municipal Mayor.
The triggering factors are transmission of the disease from one person to another,
highly infectious disease and the presence of vulnerable population.
response to CoVid-19 and Other Emerging/Re-Emerging Infectious Diseases. These
include non-structural measures like establishment of MOA with private and public
establishments for the usage of facilitiesas isolation facilities, IEC on prevention of
infectious disease, Procurement of disinfecting materials as well as structural measures
such as building of isolation facilities.
CONTINGENCY PLAN FORM 3A: SCENARIO GENERATION FOR NATURAL

HAZARD
The following table describes the three different scenarios that may occur in the event
that the identified hazards hit the Municipality of Basud.
CP Form 3A: Event to Plan For: Flood, Rain Induced Landslide, and Storm
Surge
SITUATIONS BA WOR WORST

D SE
Tropical Depression Typhoon made landfall Super typhoon made
made landfall or or within the vicinity of land fall in or within the
within the Municipality Basud; vicinity of Municipality
Description of the vicinity of maximum sustained Basud, Province of
Event Municipality wind of 64 to 117 kph Camarines Norte with
Basud; is observed the maximum sustained
maximum sustained wind of greater than 250
winds of less than 24 -72 hours kph is experienced with
63 kph is observed. continuous rainfall possible occurrence of 5
experience meters storm surge. The
12 - 24 hours typhoon could trigger the
continuous rainfall occurrence of flooding
observed. and rain-induced
landslides in the
identified areas.
72 hours or more
continuous rain fall
Possible occurrence of
storm surge, flood and
flash flood along river
area and low-lying areas
and possible rain
induces landslide on the
hill and stiff slope areas.
Impact on Human Displacement of Loss of life from 5-10 Loss of life from 50-or
Lives families persons, injuries 10-20 more persons, injuries
persons, missing 5-10 50-100 persons, missing
persons and 20-30 persons and
displacement of displacement of families
families
Impact on Minor affected Severe affected Devastated

Agriculture
Impact on infra Roads and bridges: Road and bridges: no Road and bridges: totally
and facilities passable longer passable damage of bridges, all
Communication: no Communication: some roads are not passable
communication cut areas have Communication: no more
Power: no power communication communication
interruption Power: some areas Power: totally power
Water: supply is have power interruption shutdown
enough Water: not enough Water: no more water
water supply supply
Response Functional 50% of personnel were Response group are also
Capabilities deploy and ready to victims of disaster; no
respond capacity to respond
The MDRRMC of Basud will have to prepare for the worst-case scenario as described
in the above Contingency Plan Form. In this case, a super typhoon shall make a
landfall with maximum sustained winds of greater than 250 kph, possibly triggering the
occurrence of 5 meters storm surge. The typhoon could also lead to the occurrence of
flooding and rain-induced landslides.
A total of 45,000 individuals/5,000 families will be affected. Death toll will reach 400
with 10,000 injured and 500 missing persons.
600 houses are projected to be totally damaged while1000 will be partially damaged.
Power blackout will be experienced. Communication facilities will be totally damaged.
Transportation will be interrupted and roads and bridges will not be passable. There will
also be damages on water and drainage facilities.
The agricultural land and products will suffer extensive damages. Tourism industry will
be severely affected as well.
Based on the scenario, it is assumed that the priority barangays will be those located
along coastal areas namely: Barangay Mangcamagong and Taba-taba; followed by
Barangay Mampili, Mocong, San Jose, Poblacion 1, Poblacion 2, Langga,
Pagsangahan, Laniton, Hinampacan, Pinagwarasan, Matnog, Bactas, Tacad, Angas,
and Guinatungan which are located along riverside and low-lying areas respectively.
While Barangay Caayunan, San Pascual, Tuaca, Guinatungan, Lidong, Plaridel,
Angas, Binatagan, Langga, Mangcamagong, Taba-taba, Tacad, and Taisan will likely
be affected by rainfall induced landslide. Municipal Incident Management Team (IMT)
will have to be activated with few response groups from local and private clusters.
However, more response capabilities will be needed due to the severity of the impact
brought about by the typhoon.
CP Form 3A: Event to Plan For: Groundshaking, Earthquake Induced

Landslide, Liquefaction, and Tsunami
SITUATIONS BA WOR WORST
D SE
Earthquake Intensity Earthquake Intensity VI Earthquake Intensity VIII
IV with magnitude 4 with magnitude 5 with magnitude 7
generated by the generated by the generated by the nearby
Description of the nearby Guinayangan nearby Guinayangan Guinayangan Fault
Event Fault, Philippine

Fault Philippine Trench Philippine Trench and
Trench and Pacific
and Pacific Ring of Pacific Ring of Fire, hit
Ring of Fire hit the
Fire, hit the province of the province of Ragay,
province of Ragay,
Ragay, Camarines Sur. Camarines Sur. Weak to
Camarines Sur. Weak to strong strong aftershocks are
Weak to strong aftershocks are expected.
aftershocks are expected.
expected. Earthquake induced
Earthquake induced landslide or liquefaction
Earthquake induced landslide or occurred.
landslide or liquefaction occurred.
liquefaction Tsunami alert were
occurred. Tsunami alert were raised specially on
raised specially on coastal barangays.
Tsunami alert were coastal barangays.
raised specially on
coastal barangays.
Impact on Human Displacement of Loss of life from 5-10 Loss of life from 50-or
Lives families persons, injuries 10-20 more persons, injuries
persons, missing 5-10 50-100 persons, missing
persons and 20-30 persons and
displacement of displacement of families
families
Impact on Minor affected Severe affected Devastated
Agriculture
Impact on infra Road and bridges: Road and bridges: no Road and bridges: totally
and facilities passable longer passable damage of bridges, all
Communication: no Communication: some roads are not passable
communication cut areas have Communication: no more
Power: no power communication communication
interruption Power: some areas Power: totally power
Water: supply is have power shutdown
enough interruption Water: no more water
Water: not enough supply
water supply
Response Functional 50% of personnel were Response group are
Capabilities deploy and ready to also victims of disaster;
respond no capacity to respond
The MDRRMC of Basud will have to prepare for the worst-case scenario as described
in the above Contingency Plan Form. In this case, an Intensity VIII earthquake with
magnitude 7 hits the province of Ragay, Camarines Sur. The Municipality of Basud
were affected by the earthquake. Aftershocks are expected. Landslide, liquefaction
occurred in the Barangay of Tuaca and San Pascual. Tsunami alert were raised
specially to coastal barangays, Mangcamagong and Taba-taba and its nearby
barangay which will likely be affected by the tsunami, Hinampacan and Lidong.
A total of 45,000 individuals/5,000 families will be affected. Death toll will reach 400
with 10,000 injured and 500 missing persons.
600 houses are projected to be totally damaged while1000 will be partially damaged.
Power blackout will be experienced. Communication facilities will be totally damaged.

Transportation will be interrupted and roads and bridges will not be passable. There will
also be damages on water and drainage facilities.
The agricultural land and products will suffer extensive damages. Tourism industry will
be severely affected as well.
Municipal Incident Management Team (IMT) will have to be activated with few
response groups from local and private clusters. However, more response capabilities
will be needed due to the severity of the impact brought about by earthquake.
CONTINGENCY PLAN FORM 3B: SCENARIO GENERATION FOR MAN-MADE AND

HEALTH HAZARD
The following table describes the three different scenarios that may occur in the event
that the identified hazards hit the Municipality of Basud.
CP Form 3B: Event to Plan For: CoVid-19 and Other Emerging/Re-Emerging

Infectious Diseases
SITUATIONS BAD WORSE WORST
Covid surge and
Lack of thorough
Unreliable information deaths are
Description of the knowledge about CoVid-
regarding the Covid status imminent due to
Event 19
easing restrictions;
Impact on Human Restricted human Community discrimination Deaths recorded
Lives mobility; due to Covid
Increase number of totaled to 28;
pregnancies; Emotional
distress;
Affected economic
status;
Impact on Delayed transport of Increase price on basic Affected economic
Agriculture agricultural commodities; status;
products/commodities Shortage of agricultural
supplies;
Impact on infra and Deferred of funds for Lack of health and isolation Closure of
facilities maintenance of infra and facilities; establishments;
facilities; Structural integrity
of infra and
facilities are
dilapidated;
Response Lack of traning and Lack of health personnel and Limited supplies of
Capabilities knowledge for health other suport staffs; PPEs, other
personnel; medical supplies
No permanent MHO; and equipment;
Physically and
mentally
exhausted for
health personnel
and other
emergency
responders;
Lack of budget or
funds;
Lack of health
benefits;
No proper waste
disposal;
Environment
Spitting in public
areas;
Lack of
cooperation and
support from
Government Trust government and
other agencies;
Conflict on health
protocols;
Increase number
of pregnancies;
Lack of National
Immunization
Program (NIP)
supplies;
Implementation of
other health
programs are
Others: Health
neglected;
Increased amount
of malnutrition in
children;
Limited admission
of patient at
birthing facility due
to antigen test
requirement;
The Municipality of Basud is also affected directly by the recent Corona Virus Disease.
In this case, the worst-case scenario that happened and may possibly cause the re-
emerging of the disease can be caused by the easing of health protocols and
restrictions.
Impacts on human lives are deaths can also be recorded as well as this will also affect
the agricultural or economic sector of the municipality.
On infrastructure and facilities, closure of establishments and structural integrity of infra
and facilities are dilapidated.
Response capabilities of the municipality may be altered such as, limited supplies of
PPEs, other medical supplies and equipment, physically and mentally exhausted for
health personnel and other emergency responders, lack of health benefits and lack of
budget or funds. However, more response capabilities will be needed due to the
severity of the impact brought about by the pandemic.
CONTINGENCY PLAN FORM 4A: AFFECTED POPULATION
CP Form 4A: Affected Population

DISPLACED POPULATION
(FOR LOCAL GOVERNMENT UNITS ONLY)
NO. OF INDIVIDUALS
LOCATION NO. OF INDIVIDUALS NO. OF INDIVIDUALS
AFFECTED REASO
INSIDE EVACUATION OUTSIDE EVACUATION
DISPLA
CENTERS CENTERS
 Living a
55
 Livin
coa
54
 Living
5 landslid
1  Houses
light
9
1
AN
1
N 19
23
10
101
101
100
Y 26
24
GONG 177
177
E 3
33
40
28
8
HAN -
SAN 22
1 47
2 41
90
34
5
AL 35
10
10
27
31
29
CONTINGENCY PLAN FORM 5: CLUSTER IDENTIFICATION
The following are the required clusters, with the corresponding lead and
member offices, that must be activated in response to the identified hazards:
CP Form 5: Cluster Identification

Agencies/Offices Involved
CSO/
Private/
PNP AFP PCG BFP DepEd PIO MHO MNAO MSWDO MDRRMO MEO PRC MPDO DILG
Volunteer
Org.
√ √ √ √
√ √ √ √
√ √ √
√ √ √ √ √ √ √ √ √ √
√ √ √ √ √ √ √
√ √ √ √ √ √ √ √
√ √ √ √ √
√
√ √ √ √ √ √
√ √ √ √ √ √ √
0
1
CONTINGENCY PLAN FORM 6: RESPONSE ACTIVITIES
CP Form 6: Response Activities SRR

RESPONSE CLUSTER SRR
RESPONSIBLE
TIMEFRAME RESPONSE ACTIVITIES
AGENCIES/OFFICES
D - 24 hours Inventory of equipment, teams and AFP, BFP, MDRRMO, MHO
other resources to be use
D - 24 hours Assigned members and team AFP, BFP, MDRRMO, MHO
leaders per staging areas
D - 24 hours Conduct search, rescue and AFP, BFP, MDRRMO, MHO
retrieval operation
D + 1 day continuous SRR operation AFP, BFP, MDRRMO, MHO
CP Form 6: Response Activities F/NFI

RESPONSE CLUSTER F/NFI
RESPONSIBLE
AGENCIES/OFFICES
D - 24 hours Assigned members and team MSWDO, MDRRMO, AFP
leaders per staging areas and MHO
D - 24 hours MSWDO, MDRRMO, AFP,
Inventory of equipment, teams and
MHO, MMO(GSO), MEO,
MTO, MBO and OMA
D - 24 hours MEO, AFP, MDRRMO and
F/NFI operation
MMO (GSO)
CP Form 6: Response Activities CCCM

RESPONSE CLUSTER CCCM
RESPONSIBLE
AGENCIES/OFFICES
D - 24 hours Assigned members and team DepEd, PRC, MSWDO and
leaders per staging areas MHO
MSWDO, MDRRMO, AFP,
D - 24 hours MHO, MMO(GSO), MEO,
MTO, MBO and OMA
D - 24 hours MEO,AFP, PNP, BFP,
CCCM operation
MDRRMO and MMO (GSO)
CP Form 6: Response Activities IDP

RESPONSE CLUSTER IDP
RESPONSIBLE
AGENCIES/OFFICES
D - 24 hours Assigned members and team MSWDO, DILG, PNP and
MSWDO, DILG, PNP and
D - 24 hours MHO, MMO(GSO), MEO,
MTO, MBO and OMA
D - 24 hours MSWDO, DILG, PNP and
IDP operation
MHO
2
CP Form 6: Response Activities HEALTH

RESPONSE
HEALTH
CLUSTER
TIMEFRAME RESPONSE ACTIVITIES RESPONSIBLE AGENCIES/OFFICES
D-1 Assigned members and team MHO, MSWDO, MDRRMO, BFP, DILG,
leaders per staging areas PNP, DepEd, PCG, PRC
Inventory of equipment, teams MHO, MSWDO, MDRRMO, BFP, DILG,
D - 24 hours and other resources to be use PNP, DepEd, PCG, PRC
D - 24 hours MHO, MSWDO, MDRRMO, BFP, DILG,
HEALTH operation
PNP, DepEd, PCG, PRC
CP Form 6: Response Activities ETC

RESPONSE CLUSTER ETC
RESPONSIBLE
AGENCIES/OFFICES
D-1 MDRRMO OPSWAR Division,
Assigned members and team MMO PIO, MSWDO, AFP,
leaders per staging areas PCG, BFP, PNP,
NGO/CSOs/POs
MDRRMO OPSWAR Division,
D - 24 hours Inventory of equipment, teams and MMO PIO, MSWDO, AFP,
other resources to be use PCG, BFP, PNP,
NGO/CSOs/POs
D - 24 hours MDRRMO OPSWAR Division,
MMO PIO, MSWDO, AFP,
ETC operation
PCG, BFP, PNP,
NGO/CSOs/POs
CP Form 6: Response Activities Logistics

RESPONSE CLUSTER LOGISTICS
RESPONSIBLE
AGENCIES/OFFICES
D-1 MDRRMO Admin and Finance
Assigned members and team
Division, MSWDO, AFP, PNP,
MEO, PCG, BFP
MDRRMO Admin and Finance
D - 24 hours Division, MSWDO, AFP, PNP,
MEO, PCG, BFP
D - 24 hours MDRRMO Admin and Finance
LOG operation Division, MSWDO, AFP, PNP,
MEO, PCG, BFP
CP Form 6: Response Activities LAO

RESPONSE CLUSTER LAO
RESPONSIBLE
AGENCIES/OFFICES
D-1 Assigned members and team
PNP, AFP, BFP, PCG, CSOs
PNP, AFP, BFP, PCG, CSOs
D - 24 hours other resources to be use
D - 24 hours LAO operation PNP, AFP, BFP, PCG, CSOs
3
CP Form 6: Response Activities Education

RESPONSE CLUSTER EDUCATION
RESPONSIBLE
AGENCIES/OFFICES
D-1 Assigned members and team DepEd, MDRRMO, MSWDO,
Inventory of equipment, teams and DepEd, MDRRMO, MSWDO,
D - 24 hours other resources to be use MHO
D - 24 hours DepEd, MDRRMO, MSWDO,
Education Cluster operation
MHO
CP Form 6: Response Activities MDM

RESPONSE CLUSTER MDM
RESPONSIBLE
AGENCIES/OFFICES
D-1 Assigned members and team DILG, MDRRMO, MHO,
leaders per staging areas MSWDO, PRC, NBI, PNP,
Inventory of equipment, teams and DILG, MDRRMO, MHO,
D - 24 hours other resources to be use MSWDO, PRC, NBI, PNP,
D - 24 hours DILG, MDRRMO, MHO,
MDM operation
MSWDO, PRC, NBI, PNP,
Response Activities for response clusters includes the assembly of clusters for briefing
of roles and functions, inventory of teams, equipment and other resources.
4
CONTINGENCY PLAN FORM 7: RESOURCE INVENTORY
CP Form 7: Resource Inventory

RESPONSE SRR
CLUSTER
AGENCY/OFFICE RESOURCE QUANTITY REMARKS
AFP SRR Team 5
rescue boat 2
rescue equipment for collapsed 15
building
water rescue equipment 10
BFP SRR Team 5
emergency vehicle 3
PCG SRR Team 5
Rescue boat 6
MDRRMO SRR Team 3
rescue boat 2
rescue vehicle 4
rescue equipment for collapsed 15
building

RESPONSE F/NFI
CLUSTER
MSWDO F/NFI Team 5
Vehicle 6
F/NFI Supplies 50,000
MHO F/NFI Team 5
vehicle 3
AFP F/NFI Team 5
vehicle 6
MDRRMO F/NFI Team 3
vehicle 4

RESPONSE CCCM
CLUSTER
MSWDO CCCM Team 5
Vehicle 6
Supplies and Equipment 10
Other Member CCCM Team 5
Agencies (DepEd,
PRC and MHO)
vehicle 5

5
RESPONSE IDP
CLUSTER
MSWDO IDP Team 5
Vehicle 6
Other Member IDP Team 5
Agencies (DILG,
PNP and MHO)
vehicle 5

RESPONSE HEALTH
CLUSTER
MHO HEALTH Team 5
Vehicle 6
Other Member HEALTH Team 5
Agencies
(MSWDO,
MDRRMO, BFP,
DILG, PNP,
DepEd, PCG,
PRC)
vehicle 5

RESPONSE ETC
CLUSTER
MDRRMO ETC Team 5
OPSWAR Division
Vehicle 6
Other Member ETC Team 5
Agencies (MMO
PIO, MSWDO,
AFP, PCG, BFP,
PNP,
NGO/CSOs/POs)
vehicle 5

RESPONSE LOGISTICS
CLUSTER
MDRRMO Admin Logistics Team 5
and Finance
Division
Vehicle 6
6
Other Member Logistics Team 5

Agencies
(MSWDO, AFP,
PNP, MEO, PCG,
BFP)
vehicle 5

RESPONSE LAW AND ORDER
CLUSTER
PNP LAO Team 5
Vehicle 6
Other Member LAO Team 5
Agencies (AFP,
BFP, PCG, CSOs)
vehicle 5

RESPONSE EDUCATION
CLUSTER
DepEd Education Team 5
Vehicle 6
Other Member Education Team 5
Agencies
(MDRRMO,
MSWDO, MHO)
vehicle 5

RESPONSE MDM
CLUSTER
DILG MDM Team 5
Vehicle 6
Other Member MDM Team 5
Agencies
(MDRRMO, MHO,
MSWDO, PRC,
NBI, PNP,)
vehicle 5
Resource Inventory for response clusters includes the teams, equipment and other
resources.
7
CONTINGENCY PLAN FORM 8: RESOURCE PROJECTION
CP Form 8: Resource Projection

RESPONSE
SRR
CLUSTER
RESOURCE NEED HAVE GAPS ACTIVITIES/ COST SOURCE OF
(NEED – SOURCES TO ESTIMATES FUNDS
HAVE) FILL THE GAPS (FILL-UP (FILL-UP
8
ONLY WHEN ONLY WHEN

APPROPRIAT APPROPRIAT
E) E)
SRR Team
Augmentation from
20 18 2 Provincial, regional
or national offices
rescue boat 15 10 5
rescue
10 7 3
vehicle
rescue
equipment for
40 30 10 Procurement 300,000 LDRRMF
collapsed
building
water rescue
40 35 5 Procurement 300,000 LDRRMF
equipment
TOTAL 125 100 25 600,000

RESPONSE
F/NFI
CLUSTER
COST SOURCE OF
ESTIMATES FUNDS
GAPS ACTIVITIES/
(FILL-UP (FILL-UP
RESOURCE NEED HAVE (NEED – SOURCES TO
ONLY WHEN ONLY WHEN
HAVE) FILL THE GAPS
E) E)
F/NFI Team
Augmentation from
or national offices
vehicle 5 5 0
Supplies and
Equipment 50,00 50,00
0
0 0
50,01 50,01
TOTAL 5
5 5

RESPONSE
CCCM
CLUSTER
COST SOURCE OF
ESTIMATES FUNDS
GAPS ACTIVITIES/
(FILL-UP (FILL-UP
ONLY WHEN ONLY WHEN
HAVE) FILL THE GAPS
E) E)
9
CCCM Team
Augmentation from
or national offices
vehicle 11 11 0
Supplies and
Equipment 10 10 0
TOTAL 31 31 0

RESPONSE
IDP
CLUSTER
COST SOURCE OF
ESTIMATES FUNDS
GAPS ACTIVITIES/
(FILL-UP (FILL-UP
ONLY WHEN ONLY WHEN
HAVE) FILL THE GAPS
E) E)
IDP Team
Augmentation from
or national offices
vehicle 11 11 0
Supplies and
Equipment 10 10 0
TOTAL 31 31 0

RESPONSE
HEALTH
CLUSTER
COST SOURCE OF
ESTIMATES FUNDS
GAPS ACTIVITIES/
(FILL-UP (FILL-UP
ONLY WHEN ONLY WHEN
HAVE) FILL THE GAPS
E) E)
HEALTH
Team Augmentation from
or national offices
vehicle 11 11 0
Supplies and
Equipment 10 10 0
0
TOTAL 31 31 0

RESPONSE
ETC
CLUSTER
COST SOURCE OF
ESTIMATES FUNDS
GAPS ACTIVITIES/
(FILL-UP (FILL-UP
ONLY WHEN ONLY WHEN
HAVE) FILL THE GAPS
E) E)
ETC Team
Augmentation from
or national offices
vehicle 11 11 0
Supplies and
Equipment 10 10 0
TOTAL 31 31 0

RESPONSE
LOG
CLUSTER
COST SOURCE OF
ESTIMATES FUNDS
GAPS ACTIVITIES/
(FILL-UP (FILL-UP
ONLY WHEN ONLY WHEN
HAVE) FILL THE GAPS
E) E)
LOG Team
Augmentation from
or national offices
vehicle 11 11 0
Supplies and
Equipment 10 10 0
TOTAL 31 31 0

RESPONSE
LAO
CLUSTER
COST SOURCE OF
ESTIMATES FUNDS
GAPS ACTIVITIES/
(FILL-UP (FILL-UP
ONLY WHEN ONLY WHEN
HAVE) FILL THE GAPS
E) E)
1
LAO Team
Augmentation from
or national offices
vehicle 11 11 0
Supplies and
Equipment 10 10 0
TOTAL 31 31 0

RESPONSE
EDUCATION
CLUSTER
COST SOURCE OF
ESTIMATES FUNDS
GAPS ACTIVITIES/
(FILL-UP (FILL-UP
ONLY WHEN ONLY WHEN
HAVE) FILL THE GAPS
E) E)
Education
Team Augmentation from
or national offices
vehicle 11 11 0
Supplies and
Equipment 10 10 0
TOTAL 31 31 0

RESPONSE
MDM
CLUSTER
COST SOURCE OF
ESTIMATES FUNDS
GAPS ACTIVITIES/
(FILL-UP (FILL-UP
ONLY WHEN ONLY WHEN
HAVE) FILL THE GAPS
E) E)
MDM Team
Augmentation from
or national offices
vehicle 11 11 0
Supplies and
Equipment 10 10 0
2
TOTAL 31 31 0
Resource Projection for response clusters includes the teams, equipment and other
resources needs, have and the gaps that are need to be fulfilled.
3
CONTINGENCY PLAN FORM 9: RESOURCE GAP SUMMARY
CP Form 9: Resource Gap Summary
RESPONSE CLUSTER TOTAL RESOURCE GAPS TOTAL COST ESTIMATES
25 600,000
I 5 0
M 0 0
0 0
LTH 0 0
0 0
0 0
0 0
ation 0 0
0 0
TOTAL
Resource Gap Summary for response clusters includes the teams, total resource gaps
and the total cost estimates of the gaps.
4
CONTINGENCY PLAN FORM 10: EMERGENCY OPERATION CENTER

(EOC)
CP Form 10: Emergency Operations Center

LOCATION P-yakal St. Pobalcion 2, Basud, Camarines Norte
CONTACT INFORMATION
Primary Alternate
Landline: N/A Satellite Phone: N/A
Mobile: 09214205421 / 09319183286 / Radio Frequency: N/A

09993369991 / 09286623569
Others:
Email Address:
mdrrmobasud@gmail.com
Social Media: Mdrrmo Basud(fb

account)
Others:
EOC MANAGEMENT TEAM
POSITION NAMES AND AGENCY/ CONTACT INFORMATION
(CUSTOMIZE AS OFFICE/ ORGANIZATION (PRIMARY AND
APPROPRIATE) (PRIMARY AND ALTERNATE)
ALTERNATE)
EOC Manager CARLOS C. LOMALLO, 09297090494
MDRRMO
GHYL FULGUERAS, RN/ 09286623596
MHO
NELIE ERA, MSWDO 09189209772
Operations Coordinator MARLON JAZMIN,
LDRRMA/MDRRMO
MARLON MADRID,
RN/MHO
Planning Coordinator ARIANE JOY 09634457568

RODRIGUEZA,
LDRRMO/MDRRMO
ENGR. MARJORY A. 09209775742
SANTILLAN, MPDO
Logistics Coordinator RUBY SYCHING, 09511935616

LDRRMA/MDRRMO
CHERRY ASIS, MMO 09517647350
Finance/ Admin NEIL ANGELIE 09190983198

Coordinator BARRAMEDA, MTO
ROBERTO CANARIA JR. ,
MBO
EMERLITA DE VERA,
OMA
5
Figure 9. Emergency Operation Center (EOC) Flowchart
EOC Manager
MHO
Operations Finance/Admin
Coordinator Planning Coordinator Logistics Coordinator Coordinator
MDRRMO MPDO GSO/MEO Finance and Admin
Division/MTO/OMA
Activation: The EOC shall be activated upon the issuance of alert level from the
Provincial DRRMO and based on the findings of Pre-Disaster Risk Assessment
(PDRA).
The EOC Manager takes guidance from Responsible Official, provides overall
leadership in the EOC and assigns responsibility to the EOC staff. The Operations
Coordinator coordinates requirements for emergency response. The Planning
Coordinator Collects, analyzes and displays information, develops, maintains and
disseminates situation reports, prepares action plan and 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.
6
CONTINGENCY PLAN FORM 11: INCIDENT COMMAND SYSTEM (ICS)
CP Form 11: Incident Command System

ICS FACILITIES
FACILITIES LOCATIONS
(CUSTOMIZE AS
APPROPRIATE)
Incident Command Post MDRRMO
Staging Area Municipal Sports Complex
Base Municipal Function Hall
Camp Municipal Ground
Helispot N/A
Helibase N/A
Others___________ N/A
Others___________ N/A
Others___________ N/A
INCIDENT MANAGEMENT TEAM
POSITION NAMES AND AGENCY/ CONTACT INFORMATION
(CUSTOMIZE AS OFFICE/ ORGANIZATION (PRIMARY AND
APPROPRIATE) (PRIMARY AND ALTERNATE)
ALTERNATE)
Incident Commander CARLOS C. LOMALLO, 09297090494
MDRRMO
GHYL FULGUERAS, RN/ 09286623596
MHO
INSP SOCORRO
TABANIAG
Public Information CHERRY ASIS, MMO 09517647350
Officer ARNILO A. BARRAMEDA
Liaison Officer MARLON JAZMIN,

LDRRMA/MDRRMO
Safety Officer PTCOL MELVIN

ATACADOR, PNP
Operations Section Chief BMPS

BMFS
Planning Section Chief MPDO

MDRRMO RESEARCH
AND PLANNING DIVISION
Logistics Section Chief RUBY SYCHING, 09511935616

LDRRMA/MDRRMO
ENGR. HECTOR UBAÑA,
MEO
Finance/Admin Section NEIL ANGELIE 09190983198

Chief BARRAMEDA, MTO
ROBERTO CANARIA JR. ,
7
MBO
EMERLITA DE VERA,
OMA
The Municipal Incident Commad System that will carry out the tactical
operations of the clusters for the management of health related hazards such
as, CoVid-19 and other emerging/re-emerging infectious diseases are
describe above the Contingency Plan Form 11. Figure __ illustrates the ICS
of the municipality.
Natural Hazards: (Flood, Landslide, Storm Surge, Tsunami,

Groundshaking, and Liquefaction)
Figure 10. Incident Command System (ICS) Natural Hazards Flowchart
EOC Manager
MDRRMO
Liason Officer
Office of the Mayor
Safety Officer
Municipal Fire
Station
PIO
MMO-Municipal
Information Office
Operations Section
Planning Section Chief Logistics Section Chief Finance/Admin Section
Chief
MPDO GSO/MEO Chief
Municipal PNP
Finance and Admin
Division/MTO/OMA
8
Man-Made Hazards:
1. Fire
Figure 11. Incident Command System (ICS) Fire Flowchart
EOC Manager
BFP
Liason Officer
MMO
Safety Officer
Municipal PNP
PIO
MMO-Municipal
Information Office
Operations Logistics Section Finance/Admin Section

Planning Section
Section Chief Chief Chief
Chief
MDRRMO GSO/MEO Finance and Admin
MPDO
Division/MTO/OMA
2. Armed Conflict
EOC Manager
Municipal PNP
Liason Officer
MDRRMO
Safety Officer
AFP
PIO
MMO-Municipal
Information Office
Operations Logistics Section Finance/Admin

Planning Section
Section Chief Chief Section Chief
Chief
MDRRMO GSO/MEO Finance and Admin
MPDO
Division/MTO/OMA
9
Figure 12. Incident Command System (ICS) Health Related Flowchart
EOC Manager
MHO
Liason Officer
MDRRMO
Safety Officer
Municipal Fire
Station
PIO
MMO-Municipal
Information Office
Operations Planning Section Logistics Section Finance/Admin Section

Section Chief Chief Chief Chief
Municipal PNP MPDO GSO/MEO Finance and Admin
Division/MTO/OMA
Single command shall be used in managing the disasters identified. All the operational
teams identified in the clusters shall work under the supervision of the Operations
Section Chief.
The Incident Commander overall manages the incident. The Command Staff
composed of Public Information Officer interacts with the media and public. Safety
Officer assesses all operational safety concerns. Liaison Officer point of contact for
other agencies. The General Staff composition are Operations Section Chief
implements tactical activities. Planning Section Chief collects information and
prepares reports. Logistics Section Chief provides facilities and services support and
Finance and Administration Section Chief monitors and approves expenditures.
0
1. Interoperability
Figure 13. Interoperability Flowchart

Municipal Response Clusters
EOC
Communica Relief and Evacuation Medical Security Transpor SRR Engineering

tion and Registration (DepEd) &
Warning
(MHO) (PNP) tation (BFP)
(MSWDO) Restoration
(MDRRMO (GSO/ (MEO)
(PIO) MEO/
MDRRMO)
Incident Commander (MDRRMO)
PIO (Mayor’s Office-Municipal Info. Office)
Safety Officer (AFP)
Liaison Officer (Office of the Mayor)
OSC PSC FSC

(Municipal Police Municipal Planning and (Municipal Treasurer)
Station) Development Office
LSC
(General Services
Office)
The Chairperson of the MDRRMC Basud shall supervise the coordination activities
and strategic decisions of the clusters. These decisions shall then be communicated
to the IC through the EOC. The IC, on the other hand, shall report the tactical
activities to the EOC going to the clusters.
Incident Management Team
Duties and Responsibilities
It is the primary responsibility of the Incident Management Team (IMT) to:
 As the overall in-charge of on-scene response decisions;

 Manage all resources checked-in;
 Receive and implement the directives of the RO;
 Ensure the safety of all personnel and other resources deployed for
operations;
 Manages the provision of logistical requirements to support the conduct of
the operations;
1
 Documents and reports all situation updates and actions taken to the RO
through the EOC;
 Requests for additional resources from the RO through the EOC; and
 Facilitates the complete process on demobilization of resources.
Qualifications of an IMT Member
 Must come from a government agency/office, local government unit,

civil society organization or private sector, or a private individual with
authorization to operate in the area;
 Preferably must have completed the ICS training requirements and
standards set by the OCD; and
 Must be allowed by the sending agency/ office/ unit/ organization to
be deployed as an IMT member immediately even on short notice
from the RO.
Selection of IMT Members
 The RO shall select the IC through Delegation of Authority;

 The IC shall select the appropriate members of the Command and
General Staff to compose the whole IMT; and
 All selected IMT members shall temporarily be relieved from their
regular office duties and responsibilities to perform in full-time the
pexpected functions of their respective IMT positions.

CP Enhanched Final

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

CP Enhanched Final

Uploaded by

Copyright:

Available Formats

1 ENHANCED MUNICIPAL CONTINGENCY PLAN WITH COVID/EREID

OVERVIEW OF CONTINGENCY PLANNING

CP is a scenario-based plan for a specific and projected natural and/or human-induced

The UNHCR Handbook of Emergencies defines contingency planning as “A forward

The United Nations International Strategy for Disaster Reduction defines CP as a

RA 10121 describes contingency planning as “a management process that analyzes

References of Contingency Planning

At the international level, the conduct of CP is our commitment to the Sendai

The conduct of CP in the Philippines is also required by RA 10121. Specifically, in Rule

The formulation of CP is also embodied in various national issuances, policies,

 NDRRMC Memorandum No. 04, s 2012: Implementing Guidelines on the Use of

 NDRRMC Memorandum No. 43, s 2016: Guidelines on the Interoperability of the

 NDRRMC Memorandum No. 44, s 2016: Guidelines on the Mobilization of Incident

 NDRRMC Memorandum No. 22, s 2017: NDRRMC National Disaster Response

 Department of Budget and Management (DBM)-NDRRMC-DILG JMC 2013-1:

 NDRRMC-DILG-DBM-Civil Service Commission (CSC) JMC 2014-1:

 RA 11292: The Seal of Good Local Governance Act of 2019

 DILG Operation Listo

Importance of Contingency Planning

 It helps to ensure the availability of resources and establishes a mechanism for

 It contributes to enhancing coordination and networking among individuals,

 It helps to protect lives by arranging potential response structures, mechanisms and

CP is applicable to all forms of hazards. It is also applied as part of preparations for

 Human-induced hazards such as conflagration, aircraft crash, vehicular accident, oil

 Shortages of resources, food or other commodities

 Epidemic or outbreak of serious health problems

The process of contingency planning becomes most effective when it is participatory

Local DRRM Officers (focal persons in DRRM)

Representatives of local committees

Member offices of the Local DRRMC

Stakeholders Member offices of the local CMC

National government agencies operating at the local level

Common Myths and Facts on Contingency Planning

Misconceptions about CP exist. Hence, it is important to demystify such misconceptions

FORMULATING THE CONTINGENCY PLAN

Municipality of Basud lies on the southernmost point of Camarines Norte, bounded by

Table 1. LAND AREA BY MUNICIPALITY

Table 2. LAND AREA BY BARANGAY

 POPULATION AND GROWTH RATE

Total Crime Volume 155 170 123

Eight (8) Focus Crime CY 2018 CY 2019 CY 2020 16

The general objectives of the contingency plan are as follows:

1. To ensure the protection of lives and properties in the event of

3. To establish coordination and linkages between and among the

A. SEARCH, RESCUE AND RETRIEVAL (SRR) CLUSTER

III. CONCEPT OF OPERATIONS

The SRR Cluster will have two components:

1. Lead Cluster Agency: MUNICIPAL HEALTH OFFICE in coordination with

A. During Disaster Phase

B. Post Disaster Phase:

2. Cluster Member Agencies

B. Post Disaster Phase - Support other tasks requested by the

III. DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT (DILG)

A. During Disaster Phase

B. Post Disaster Phase

IV. ARMED FORCES OF THE PHILIPPINES (AFP)

A. During Disaster Phase

B. Post Disaster Phase

V. PHILIPPINE NATIONAL POLICE

A. During Disaster Phase

VI. MDRRMO - Municipal Emergency Response Team (MERT)

D. Post Disaster Phase - Support other tasks requested by the

IV. CONCEPT OF SUSTAINMENT

1. All SRR Teams will provide their own logistical requirements;