Table 1.

PUBLIC HEALTH PREVIOUS DISASTERS & LESSONS LEARNED

What were the actions/interventions done before, during and after the disaster? (focus on health Who were the players at each What were the learnings/realizations from managing this
Public Health Effects (Who were affected? What were and preferrably per health sub-clusters & cross-cutting) specific time frame? disaster? Specifically, what are the gaps and weaknesses
Disaster/s or
Year the health effects? How much was the damage in that need to be addressed?
Emergencies
health infrastructure in peso terms?) Before During After
Cross Cutting: Before:

During:
Health:

After:

Nutrition:
Cross Cutting: Before:

During:
WASH:
Health:

After:

Nutrition:
MHPSS:

WASH:

MHPSS:
 Severity (a)
(how serious the health
Hazard
consequences of hazard are)
Frequency (b) Extent (c) Duration (d) Manageability (e)
(number of times that an (the range of damage in (the length of time (how capable the institution is to Total (a+b+c+d-
RANK
emergency/disaster terms of people affected, that an address hazard) e)
happen during particular lifelines, infrastructure, and emergency/disaster
period) others lasts)
Table 3 PUBLIC HEALTH RISK ASSESSMENT

RISKS TO THE COMMUNITY

Prioirty Hazards
People Properties Services Environment Livelihood
Table 4 PUBLIC HEALTH VULNERABILITY ASSESSMENT

VULNERABILITIES OF THE COMMUNITY

Prioirty Hazards Vulnerable Areas
People Properties Services Environment Livelihood
Table 5.1 PUBLIC HEALTH-INTERNAL DRRM-H INSTITUTINALIZATION INVENTORY

Available (Note: LGU can use Checklist No. 3 Internal D

Assessment Tool to answer thi
Head of the Health Office of the
Head of Institution
Institution
Health Emergency
DRRM-H Plan
Response Team

APPROVED ORGANIZED

UPDATED BLS TRAINED

DESSIMINATED SFA TRAINED
TESTED

Others: __________________________________________
LGU Self Assessment as of: _______________ (include date)

The data reflected here were the results of the LGU's self assessment utulizing the Checklist 3: Internal DRRMH Sy
*Note: This portion is in reference to the existing Regional Internal DRRM-H Institutionalization Monitoring Tool.
a.) During field assessment and final validation, duly accomplished forms will be required to b
e Checklist No. 3 Internal DRRMH System Institutionalization
essment Tool to answer this matrix) Available
DRRM Plan
 Health Emergency etc. (g)
Emergency Operations Center
Commodities

AVAILABLE HEALTH
ZED EMERGENCY CONTROL AND COMMAND
COMMODITIES COMMUNICATION
INED
COORDINATED
INED COORDINATED

ACCESSIBLE HEALTH
EMERGENCY
COMMODITIES

ist 3: Internal DRRMH System Institutionalization and BASA Non-UHC-IS.

zation Monitoring Tool.
forms will be required to be filed and updated.
Table 5.2 PUBLIC HEALTH-EXTERNAL DRRM-H INSTITUTINALIZATION INVENTORY

Available (Note: LGU can use Checklist No. 3 Internal DRRMH Institutionalization
Head of the Health
Municiplity/ Barangay Head of Institution Assessment Tool to answer this matrix)
Office of the Institution
Health Emergency  Health Emergency Emergency Operations
DRRM-H Plan
Response Team Commodities Center
 Available
DRRM Plan
etc. (g)
Table 6. PUBLIC HEALTH INVENTORY NETWORKS
Municipality
Government of:agencies/Non-
_________________________________
Services/products that may be
government organizations/Civil utilized in times of disasters/ Contact person/s Contact details Focal person
Society Organizations emergencies
 Resource Agency/ Office/
Strategies and Activities Time frame Person in charge Indicator
Required Source*
CROSS-CUTTING
STRATEGY 1
Activity 1
Activity 2
Activity 3
HEALTH
STRATEGY 1
Activity 1
Activity 2
Activity 3
NUTRITION
STRATEGY 2
Activity 1
Activity 2
Activity 3
WASH
STRATEGY 2
Activity 1
Activity 2
Activity 3
MHPSS
STRATEGY 2
Activity 1
Activity 2
Activity 3
Table 8. PUBLIC HEALTH-RISK REDUCTION PREPAREDNESS PLAN
(10Ps & PER CLUSTER APPROACH)

Time Resource
Risks Strategies and Activities
frame Required Source
CROSS-CUTTING
Strategy 1
Activity 1.1 Time 1.1 Resource Requirement 1.1 Source 1.1
Activity 1.2 Time 1.2 Resource Requirement 1.2 Source 1.2
Strategy 2
Activity 2.1 Time 2.1 Resource Requirement 2.1 Source 2.1
Activity 2.2 Time 2.2 Resource Requirement 2.2 Source 2.2
HEALTH
Strategy 1
Activity 1.1 Time 1.1 Resource Requirement 1.1 Source 1.1
Activity 1.2 Time 1.2 Resource Requirement 1.2 Source 1.2
Strategy 2
Activity 2.1 Time 2.1 Resource Requirement 2.1 Source 2.1
Activity 2.2 Time 2.2 Resource Requirement 2.2 Source 2.2
WASH
Strategy 1
Activity 1.1 Time 1.1 Resource Requirement 1.1 Source 1.1
Activity 1.2 Time 1.2 Resource Requirement 1.2 Source 1.2
Strategy 2
Activity 2.1 Time 2.1 Resource Requirement 2.1 Source 2.1
Activity 2.2 Time 2.2 Resource Requirement 2.2 Source 2.2
Nutrition
Strategy 1
Activity 1.1 Time 1.1 Resource Requirement 1.1 Source 1.1
Activity 1.2 Time 1.2 Resource Requirement 1.2 Source 1.2
Strategy 2
Activity 2.1 Time 2.1 Resource Requirement 2.1 Source 2.1
Activity 2.2 Time 2.2 Resource Requirement 2.2 Source 2.2
MHPSS
Strategy 1
Activity 1.1 Time 1.1 Resource Requirement 1.1 Source 1.1
Activity 1.2 Time 1.2 Resource Requirement 1.2 Source 1.2
Strategy 2
Activity 2.1 Time 2.1 Resource Requirement 2.1 Source 2.1
Activity 2.2 Time 2.2 Resource Requirement 2.2 Source 2.2
 Person in charge Indicator

In charge 1.1 Indicator 1.1

In charge 1.2 Indicator 1.2

In charge 2.1 Indicator 2.1

In charge 2.2 Indicator 2.2

In charge 1.1 Indicator 1.1

In charge 1.2 Indicator 1.2

In charge 2.1 Indicator 2.1

In charge 2.2 Indicator 2.2

In charge 1.1 Indicator 1.1

In charge 1.2 Indicator 1.2

In charge 2.1 Indicator 2.1

In charge 2.2 Indicator 2.2

In charge 1.1 Indicator 1.1

In charge 1.2 Indicator 1.2

In charge 2.1 Indicator 2.1

In charge 2.2 Indicator 2.2
In charge 1.1 Indicator 1.1
In charge 1.2 Indicator 1.2

In charge 2.1 Indicator 2.1

In charge 2.2 Indicator 2.2
Table 9.1 PREPAREDNESS PLAN FOR INTERNAL DRRMH INSITUTIONALIZATION CAPACITY BUILDING STRATEGIES

DRRM-H Resource
Institutionalization Strategies and Activities Time Person in charge
Priorities frame
Required Source
Strategy 1
Activity 1.1 Time 1.1 Resource Requirement Source 1.1 In charge 1.1
DRRM-H Plan 1.1
Strategy 2
Resource Requirement
Acitvity 2.1 Time 2.1 Source 2.1 In charge 2.1
Health Emergency 1.1
Response
Health Team
Emergency
Commodities
Functional Operations
Center
 Indicator

Indicator 1.1

Indicator 2.1
Table 9.2 PREPAREDNESS PLAN FOR EXTERNAL DRRMH INSITUTIONALIZATION CAPACITY BUILDING STRATEGIES

DRRM-H Resource
Institutionalization Strategies and Activities Time Person in charge
Priorities frame
Required Source
Strategy 1
Activity 1.1 Time 1.1 Resource Requirement Source 1.1 In charge 1.1
DRRM-H Plan 1.1
Strategy 2
Activity 2.1
Health Emergency
Response
Health Team
Emergency
Commodities
Functional Operations
Center
RATEGIES

Indicator

Indicator 1.1
Table 10: PUBLIC HEALTH STANDARD OPERATING PROCEDURES FOR RESPONSE

Steps to be undertaken
Activity Pre-impact Impact Post-impact
(0 day) (0-48 hrs) (>48 hrs)
Management of theCenter
Activate Operations Event/Incident
(OpCen) on
a 24/7 basis and Incident Command
System
Raise
Inform (ICS) levelcode
appropriate
higher alertDRRM
of OpCen, if not
Coordinate with respective
DOH-OpCen of the incident through
Office, with partner agencies, and8
fastest means ofmeetings
attend/conduct communication
as necessary
(DRRMC,
Management health
of sector, clusterSystem
Information
Gather information
partners) 8 regarding the
event
-Coordinate with health
representatives and get initial report

-Deploy Rapid Health Assessment

(RHA) Teams when no
communication/report is received
from the health representative in 6
hours post impact

-Submit initial assessment report

using official RHA form

Continuous monitoring and

dissemination of information updates

Submission of daily situation report or

Health Alert Reporting System (HEARS)
report to the upline

Surveillance in Post extreme

Emergencies and Disaster(SPEED)
activation
Management of Service Providers
Check status of health personnel in
affected areas
Mobilize own human resources or
request assistance for:
- Additional RHA team
- Emergency medical and public health
team
- WASH team
- MHPSS team
- Nutrition team
- RESU team
Other teams that may be needed
(maintenance, admin
Provide personal support,
safety kits andetc.)
personal protection gears to service
providers
Management of Non-Human Resources
Update/check status/inventory of
logistics
Preposition logistics as per the result
of inventory
Mobilize own non-human resources or
request assistance for:8
- Medicines and medical supplies
- WASH supplies and equipment
- Nutrition commodities
- MHPSS supplies and commodities
- Funds
- Others
Management of the Victims
Provide pre-hospital and hospital care
Provide quad cluster health services
(e.g. general consultation and
treatment, vaccinations, reproductive
health services, chemoprophylaxis,
health education, promotion and
advocacy including hygiene, nutrition
and psychosocial support)
Responsible Person/ Institution /
Agency
Table 11.1 STANDARD OPERATING PROCEDURES FOR RECOVERY & REHABILITATION

Steps to be undertaken
Activity
Within 1 year 1-3 years
Person-in-charge Person-in-charge
Post damage and needs
assessment

Post incident evaluation and

documentation of lessons
learned
Review and updating of DRRM-
H plan
Psychosocial interventions
Repair of damaged health
facilities and lifelines
Replenishment of utilized
resources
Compensation and recognition
of responders
Responsible Person/ Institution /
Agency
Table 11.2 RECOVERY AND REHABILITATION PLAN (POST DISASTER)
Physical Target
Strategy Programs/ Projects/ Activities

Ye

Ye

Ye
Ye

ar
ar

ar
ar

Medical and Public Health
Ensure the continuity of basic Re-inventory of health emergency
health services following disaster commodities
Nutrition
Ensure the continuity of basic commodities
nutrition services following
disaster
WASH
Ensure the continuity of basic
WASH services following disaster
4
1
Continuity of basic health services of
through program implementation review
-          DRRMH
-          Surveillance 1 1 1 1
-          MNCHN
-          MISP- SRH
4 4 4 4
Replenishments andofstorage arrangement
depleted health
emergency commodities
-          Campolas Kit
-          First Aid Kit
-          Emergency durgs, etc.
Re visit the DRRMH Plan for updating and
strategic planning
Re-inventory of nutrition commodities
Replenishments of depleted nutrition
-          MUAC
Continuity -         
of Vitamin A
basic nutrition services
through program
Strengthening theimplementation
coordination withand
capacity
nutrition building
partnersactivities
through networking and
program implementation review
Re-inventory of WASH commodities
Replenishments of depleted WASH
commodities
-          Aqua tabs
-          Hyposol
-          Hygiene kits
-          Jerry Cans
-          Chlorine Granules
Continuity of WASH services
-          Waster testing and treatment
-          Hygiene Promotion activities
Re-visit involving the community
Sustainabilityimplementation
and of Municipal
of Provincial and the WASH
short and long term plans
WASH Committees through networking for disasters
meetings and program implementation
reviews
MHPSS
Ensure the continuity of basic commodities
MHPSS services following
disaster
Health Facilities, Commodities, and Equipment
Ensure a safe and functional emergencies
health facility
Operation Center and Information Management
Ensure a functional Emergence
Operation Center
Health Promotion Advocacy
Re-inventory of MHPSS commodities and
supplies
-          Psychotropic drugs and meds
Replenishments of depleted MHPSS
Continuity of MHPSS services thru program
implementation and capacity building
activities-          Basic MHPSS
-          Psychological First Aid
-          Psychosocial Processing
-          Caring for carers
Repair of damaged health infrastructures
secondary to disasters
-          Quick fixing
Inventory-         
andFundingreplenishments of emergency
drugs and medicines utilized during
Ensure a safe and resilient warehousing of
logistics and equipment:
-          Creation of warehouse
-          Procurement of palates
-          Ventilation
Procurement of additional generator sets
for vaccine
Downgrading and deactivation of Code
Alert system of events and lessons
Documentation
learned through compilation of reports
-          HEARS
-          HSU
-          Final Report
-          List of Casualties
Conduct of Post Incident Evaluation (PIE)
Procurement of additional communication
devices:
-          Handheld radios for HERT
-          Load Cards for EOC
-          Cellular phones
Ensure continuous community involvement
-          IEC
on improving campaigns
health on health,
behaviors
Re organization, activation andMental
WASH, Nutrition, and
healthof brgy health emergency
sustainability
response team
Management for Human Resources for Health
Recognition and appreciation of unsung
heroes/responders
Conduct of Caring of Carers
 Responsib
Funding Requirement (Php) le/
Source of

Frequ
Rate

ency
Unit
Office/
Funding

Ye

Ye

Ye

Ye
ar

ar

ar

ar
Agency/

4
Person
MHO/
Municipal
Municipal
80,000 20,000 20,000 20,000 DRRMH
meeting Annually 20,000 php DRRMH MHO/
php php php php Manager/
Fund Municipal
Cluster
DRRMH
Leads
Municipal
Manager/
pc 4,000 php Quartelry 1,000 php 1,000 php 1,000 php 1,000 php DRRMH
Cluster
Fund
Leads/Log
istics
Officer
Table 12. DRRM-H OPERATIONAL PLAN
Agency/Office: ___________________
Financial Year: __________________

PRIORITY ACTIVITIES TIMEFRAM PERFORMANCE PHYSICAL TARGETS

FREQUENCY
E

INDICATOR Q1 Q2 Q3 Q4 TOTAL
1 2 3 4 5 6 7 8 9
Prevention and Mitigation Plan
Activity 1
Activity 2
Preparedness Plan
Activity 1
Activity 2
Response Plan
Activity 1
Activity 2
Recovery and Rehabilitation Plan
Activity 1
Activity 2

Prepared by: Approved by:

UNIT COST TOTAL COST SOURCE OF FUND RESPONSIBLE
AGENCY/AGENCY/PERSON

10 11 12 13