RISK MANAGEMENT PLAN

Introduction______________________________________________________________________

The interaction between humans, the environment, and technology has led to
rapid development and an overall improvement in living standards. Nations
have progressed, economic growth has surged, and industries have flourished
across the globe. However, it is crucial to acknowledge the associated
consequences. One of the most challenging outcomes is the occurrence of
disasters, which impact not only human beings but also other living and non-
living entities. These disasters can occur suddenly and unpredictably or
gradually and persistently.

Ongoing disasters of various kinds significantly influence our daily lives and
routines. Historically, human responses to catastrophes have often been
reactive, with communities becoming aware of the dangers they face only after
experiencing negative outcomes. The continuous growth of social and
economic systems has contributed to increased vulnerability, reducing
humans' ability to adapt to disasters and their aftermath.

Furthermore, disasters have devastating consequences, including loss of life,

injuries, diseases, destruction of property and assets, mass displacement,
social and economic disruptions, infrastructure loss, environmental damage,
and more (Mizutori 2020). Hence, disaster preparedness entails crucial
tactical elements such as community education and engagement, emergency
planning, local drills, and the development of comprehensive disaster
response strategies. To ensure preparedness actions align with the needs of
the affected population and situation on the ground, it is essential to have
risk-related data from the prevention and mitigation aspects.

Equally important is Memorandum Circular no. 63, s. 2021, which amends

the guidelines for conducting Pre-Disaster Risk Assessment (PDRA 9.2.5.1) for
all member agencies and offices of the Disaster Risk Reduction and
Management Councils at the National, Regional, and Local levels. PDRA
attendees should include representatives from key DRRMC member agencies,
offices, and organizations, particularly those involved in preparedness and
response, such as DepEd. The agencies, offices, and organizations
represented by the PDRA attendees hold responsibility for implementing
corresponding emergency preparedness and response actions based on
agreed-upon measures.
 Severity
Likeli Impact
hood (I)
(L) Overall
1-
1- Insignifica Rating
Identified Unlikely nt (L x I)
No 2- 2-Minor 1-4, Low Mitigation Strategies
Risks Moderat Significant Priority
e 3- 5-9, Medium
3-Low Significant Priority
4-High 4-Major 10-25, High
5- Significant Priority
Expected 5-Highly
Significant

INSTITUTIONAL
1 Outdated Conduct a thorough structural
Buildings assessment of the building to
identify weak points, areas of
concern, and potential risks.
4 2 8 This assessment can be
performed by professional
engineers or architects
experienced in evaluating
building safety.
2 Insufficient Assess the current usage of existing
Classrooms classrooms and optimize their
utilization. This involves examining
scheduling patterns, identifying
4 2 8
underutilized spaces, and maximizing
the capacity of each classroom by
implementing efficient scheduling and
sharing arrangements.
FINANCIAL
1 Insufficient Explore alternative revenue streams
Government such as partnerships with local
Funding businesses, grants, scholarships, or
2 2 4
fundraising campaigns to supplement
the school's budget and mitigate
reliance on a single source of funding
2 Rising Foster community engagement and
Operational involvement in supporting the school
Costs financially through initiatives like
2 2 4
alumni networks, parent-teacher
associations, or partnerships with
local organizations and businesses.
OPERATIONAL
1 Inadequate Conduct regular training sessions and
Training and emergency drills for students,
Preparednes teachers, and staff members to
s 4 3 12 familiarize them with emergency
procedures, enhance their
preparedness, and ensure a quick and
effective response during crises.
2 Limited Ensure the availability and
Access to accessibility of essential emergency
Emergency resources within the school premises,
4 3 12
Resources including emergency supplies, first aid
kits, communication equipment, and
backup power sources
CAPACITY
1 Lack of Conduct regular training programs
Trained and capacity-building initiatives for
Personnel school personnel involved in DRRM.
This includes training on emergency
4 3 12 response procedures, first aid, search
and rescue techniques, and other
relevant skills to enhance the school's
capacity to handle large-scale
disasters.
2 Inadequate Assess and enhance the school's
Emergency infrastructure to provide
Shelter adequate emergency shelter
Facilities facilities, considering the
potential capacity required
4 2 8 during large-scale disasters.
This may involve designating
specific areas, renovating
existing spaces, or collaborating
with external partners for
additional facilities.
ENVIRONMENTAL
1 Flooding Conduct a thorough hazard
assessment to identify the specific
environmental risks faced by the
4 2 8 school. Develop and implement a
comprehensive DRRM plan that
includes specific actions and protocols
to mitigate the identified risks.
2 Earthquakes Install and maintain early warning
systems, such as sirens or alert
systems, to provide timely and
accurate information about
4 2 8 approaching environmental hazards.
Educate students, staff, and the
community on how to respond to
these warnings effectively.

3 Typhoons Develop and regularly practice

and High emergency evacuation plans to ensure
Winds the safe and orderly evacuation of
students, staff, and visitors during
4 2 8
environmental disasters. Identify safe
assembly points and establish
communication channels for
coordination.

RATE Likelihood – Risk Impact/Consequence

Unlikely 1 No impact on the No chance of success within
organization/process or No the year
Customer Complaint
Moderate 2 Minor impact in the Low chance of success
organization/process or with within the year
minor customer complaint
Low 3 Moderate impact in the Medium chance of success
organization/process or with within the year
customer complaints resulting in
claims
High 4 Major impact in the High chance of success
organization/process or with within the year
customer complaints resulting in
claims with costly compensation
but with alternatives available
Expected 5 Major impact in the Very High chances success
organization/process or with within the year
customer complaints resulting in
claims with costly compensation
involving noncompliance with
government regulation and legal
action but with no alternatives
available