CP Guidebook As of January 20201 1

CONTINGENCY
PLANNING GUIDEBOOK
As of January 2020
TABLE OF CONTENTS
INTRODUCTION.....................................................................................................................1
DEFINITION OF TERMS...............................................................................................................3
ACRONYMS...........................................................................................................................8
OVERVIEW OF CONTINGENCY PLANNING..................................................................................10

Definition of Contingency Planning........................................................................................10
References of Contingency Planning....................................................................................10
Importance of Contingency Planning....................................................................................12
Stakeholders involved in Contingency Planning.......................................................................13
Common Myths and Facts on Contingency Planning...............................................................15
FORMULATING THE CONTINGENCY PLAN.....................................................................................16

Chapter I. Background.......................................................................................................17
Chapter II. Goal and Objectives...........................................................................................18
Chapter III. Response Arrangements........................................................................................19
Chapter IV. Activation........................................................................................................23
Annexes..........................................................................................................................26
CONTINGENCY PLANNING FORMS............................................................................................28

CP Form 1: Hazard Analysis...................................................................................................28
CP Form 2: Anatomy of the Hazard.......................................................................................31
CP Form 3A: Scenario Generation for Natural Hazard................................................................33
CP Form 3B: Scenario Generation for Human-Induced Hazard.....................................................34
CP Form 4A: Affected Population.........................................................................................38
CP Form 4B: Breakdown of Affected Population.......................................................................40
CP Form 5: Cluster Identification.............................................................................................42
CP Form 6: Response Activities...............................................................................................44
CP Form 7: Resource Inventory.............................................................................................46
CP Form 8: Resource Projection............................................................................................48
CP Form 9: Resource Gap Summary.....................................................................................50
CP Form 10: Emergency Operations Center............................................................................52
CP Form 11: Incident Command System...............................................................................55
FREQUENTLY ASKED QUESTIONS.................................................................................................58
REFERENCES.......................................................................................................................62
INTRODUCTION
The Philippines, situated along the Pacific Ring of Fire and the Typhoon Belt, is prone
to natural hazards such as typhoons, earthquakes, volcanic eruptions and tsunamis.
Furthermore, human-induced hazards such as crimes, terrorism and bombing also
threaten the lives of the communities.
Given our disaster risk profile, Republic Act (RA) 10121, otherwise known as the
“Philippine Disaster Risk Reduction and Management Act of 2010,” was enacted on
27 May 2010. Prior to the enactment of RA 10121, government actions relative to
disaster management had been largely concentrated on the response phase where
most of the resources are devoted to the needs of the affected population in the
aftermath of a disaster. Now, the new law paved the way for the institutionalization of
the proactive Disaster Risk Reduction and Management or “DRRM” approach, which is
the “systematic process of using administrative directives, organizations, and
operational skills and capacities to implement strategies, policies and improved
coping capacities in order to lessen the adverse impacts of hazards and the
possibility of disaster.”
As provided for in RA 10121, one of the known DRRM mechanisms that we can use
is Contingency Planning (CP). It is used to establish preparedness measures and
arrange response priorities ahead of time prior to a certain disaster. CP works well
together with other DRRM tools to help ensure the achievement of safer, adaptive and
disaster-resilient communities towards sustainable development.
With the growing significance of contingency planning, it has become applicable not
only in DRRM but also in Crisis Management (CM), which “involves plans and
institutional arrangement to engage and guide the efforts of government, non-
government, voluntary and private agencies in comprehensive and coordinated ways
to respond to the entire spectrum of crisis needs”. As such, CP has been considered
as one of the operationalizing tools of the National Crisis Management Core Manual
(NCMCM) of 2012, as provided for by the Executive Order (EO) No. 82 series of 2012.
In this context, an effort has been made to integrate the contingency planning
process for managing natural and human-induced hazards.
Development of Contingency Planning in the Philippines
CP was introduced in the Philippines in early 2002 with the support of United Nations
High Commissioner for Refugees (UNHCR). Then Vice President and Department of
Social Welfare and Development (DSWD) Secretary, Gloria Macapagal- Arroyo, met
with former UNHCR High Commissioner Sadako Ogata to discuss the plight of
internally- displaced persons (IDPs) in Mindanao. UNHCR sent a mission to assess
possible technical assistance to the Government of the Philippines for the
management of IDPs.
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Among the recommendations of the UNHCR was the organization of an Emergency
Management Training Program for the National Disaster Coordinating Council
(NDCC).
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One of the significant activities under this program was the publication of
“Contingency Planning for Emergencies: A Manual for Local Government Units,” which
was the product of the CP workshop held in Mindanao. Through the following years,
contingency planning gained attention not only in managing displaced population but
also in handling emergencies. Hence, CP was rolled out to other parts of the country
and has gained an important role, not only as a preparedness plan for human-
induced hazards, but also as a disaster reduction strategy.
However, the circumstances regarding emergencies became even more complex

with the phenomenon of the “new normal”, characterized by the increasing
frequency, magnitude and scope of disasters, as well as the blurring of division between
the disasters caused by natural and human-induced hazards. Hence, the United
Nations Economic and Social Commission for the Asia and the Pacific (UN ESCAP) sent
a technical expert in the Philippines to help the government revisit the CP process.
Through the assistance of the technical expert, the National Disaster Risk Reduction
and Management Council (NDRRMC) through the Office of Civil Defense (OCD), the
Department of the Interior and Local Government (DILG), and the Department of
Social Welfare and Development (DSWD), in collaboration with the National Security
Council (NSC), worked to enhance the contingency planning manual of the NDCC,
with the objective of integrating the response arrangements for natural and human-
induced hazards into one reference. This collaboration resulted to the development of
the CP Guidebook to be used by all DRRM and CM practitioners.
The Contingency Planning Guidebook
The CP Guidebook serves as a handy reference for planners in preparing the

contingency plan as a basis for actions before and during an emergency. It provides
guidance on how stakeholders can develop coping strategies to minimize the adverse
consequences of a certain hazard.
The contents of the CP Guidebook are consistent with the existing policies and
guidelines of the NDRRMC, NSC, and other relevant institutions. It has been formally
adopted through the NDRRMC-NSC Joint Memorandum Circular No. 1 s 2016. As such,
the CP Guidebook contributes to better understanding of the roles of responsibilities of
individuals, offices or agencies involved in DRRM and CM to improve their capacities
to anticipate and respond.
To assess the effectiveness of CP, the OCD partnered with the Polytechnic University
of the Philippines in 2018 to conduct the study entitled “Effectiveness of Contingency
Planning during Typhoon Lawin (Haima) in selected LGUs in Region I and CAR.” Based
on the study’s findings, there is a need to develop a less technical CP template with
direction- setting and action-oriented elements.
Recognizing the importance of the study’s findings, the OCD, as the agency
mandated to standardize the CP process, updated the CP Guidebook and simplified
the associated forms and tools. The updated CP Guidebook will be implemented in
2020 and beyond.
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DEFINITION OF TERMS
Affected Population: a group of people who (1) lives in a disaster-affected area and
has sustained direct disaster impacts (e.g. casualties and lost sources of livelihoods);
(2) lives within the disaster-affected area and sustained indirect disaster impacts (e.g.
disruption of basic services); or (3) lives outside the disaster-affected area and
sustained secondary disaster impacts (e.g. increase in market costs).
Capacity: a combination of all strengths and resources available within a community,

society or organization that can reduce the level of risk, or effects of a disaster.
Capacity may include infrastructure and physical means, institutions, societal coping
abilities, as well as human knowledge, skills and collective attributes such as social
relationships, leadership and management. Capacity may also be described as
capability.
Casualty: a person who is injured, killed, or gone missing as a result of an accident, mishap,
or disaster.
Civil Society Organizations (CSOs): organized group of individuals, to include non-

government organizations, trade unions, faith-based organizations, indigenous
people’s movements and foundations, working together for a common goal.
Coordination: system for gathering information, making decision, and recording

action that must be clear and known to all.
Command and Control: exercise of authority and direction by the Incident

Commander over resources checked-in to accomplish the objectives.
Cluster: a group of agencies that gather to work together towards common

objectives within a particular sector or area of concern in emergency response.The
NDRP enumerates the clusters at the national level, the lead and member agencies,
as well as their duties and responsibilities during emergencies.
Cluster Approach:a coordination system of the NDRRMC that aims to ensure a more
coherent and effective response by mobilizing groups of agencies, organizations and
non-government organizations to respond in a strategic manner across all key sectors
or areas of activity, each sector having a clearly designated lead, in support of
existing government coordination structure and emergency response mechanisms.
Contingency Plan (CP): a scenario-based plan for a specific and projected natural
and/or human-induced hazard. It aims to address the impacts of the hazard to
people, properties, and environment; and/or to prevent the occurrence of the
emerging threats through the arrangement of timely, effective, appropriate, and
well-coordinated responses as well as the efficient management of resources.
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Contingency Planning: a management process that analyzes specific potential events
or emerging situations that might threaten society or the environment and
establishes arrangements in advance to enable timely, effective and appropriate
responses to such events and situations.
Crisis: also known as emergency; a threatening condition that requires urgent action
or response
Crisis Management (CM): involves plans and institutional arrangement to engage

and guide the efforts of government, non-government, voluntary and private
agencies in comprehensive and coordinated ways to respond to the entire spectrum
of crisis needs.
Crisis Management Committee (CMC): a governing body that undertakes CM

activities and takes decisive actions to resolve crisis or emergency. Its powers and
functions are defined in the NCMCM 2012.
Disaster: a serious disruption of the functioning of a community or a society

involving widespread human, material, economic or environmental losses and
impacts, which exceeds the ability of the affected community or society to cope using
its own resources. Disasters are often described as a result of the combination of: the
exposure to a hazard; the conditions of vulnerability that are present; and insufficient
capacity or measures to reduce or cope with the potential negative consequences,
Disaster impacts may include loss of life, injury, disease and other negative effects
on human, physical, mental and social well-being, together with damage to property,
destruction of assets, loss of services, Social and economic disruption and
environmental degradation.
Disaster Impacts: immediate consequences of a disaster requiring extraordinary response
Disaster Risk: the potential disaster losses in lives, health status, livelihood, assets
and services, which could occur to a particular community or a Society over some
specified future time period.
Disaster Risk Reduction: the concept and practice of reducing disaster risks through
systematic efforts to analyze and manage the causal factors of disasters, including
through reduced exposures to hazards, lessened vulnerability of people and
property, wise management of land and the environment, and improved preparedness
for adverse events.
Disaster Risk Reduction and Management (DRRM): the systematic process of using
administrative directives, organizations, and operational skills and capacities to
implement strategies, policies and improved coping capacities in order to lessen the
adverse impacts of hazards and the possibility of disaster. Prospective disaster risk
reduction and management refers to risk reduction and management activities that
address and seek to avoid the development of new or increased disaster risks,
especially if risk reduction policies are not put in place.
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Disaster Risk Reduction and Management Council (DRRMC): organized and
authorized body of government agencies, to include the civil society organizations
and private sector, mandated to undertake DRRM activities from the national to
local levels. The composition, powers and functions of the DRRMC are defined in RA
10121.
Early Warning Signs: observable or science-based information that will indicate the
unfolding of an event or incident.
Emergency Indicators: quantifiable thresholds that signal whether a situation is

under control and whether there is a need for urgent remedial action.
Emergency Operations Center (EOC): a designated facility that is staffed and

equipped with resources to undertake multi-stakeholder coordination, manage
information, and facilitate resource mobilization in anticipation of and/or to support
incident operations.
Exposure: the degree to which the elements at risk are likely to experience hazard
events of different magnitudes.
Goal: an observable and measurable end result having one or more objectives to be
achieved within a more or less fixed timeframe.
Hazard: a dangerous phenomenon, substance, human activity or condition that may

cause loss of life, injury or other health impacts, property damage, loss of livelihood
and services, social and economic disruption, or environmental damage
Human-Induced Hazard: a significant incident due to human interventions resulting in

acts of terrorism, destabilization, criminal activities, industrial accidents, disruption of
normal day-to-day activities, and other related emergencies that require prompt
intervention to contain the incident, mitigate the effects, and normalize the situation.
Incident Command System (ICS): a standard, on-scene, all-hazard incident

management concept that can be used by all DRRMCs member agencies and
response groups. It allows its users to adopt an integrated organizational structure to
match the complexities and demands of single or multiple incidents without being
hindered by agency or jurisdictional boundaries.
Incident Management Team (IMT): a team composed of Command Staff and General
Staff who will take the lead in ICS implementation.
Mitigation: the lessening or limitation of the adverse impacts of hazards and related
disasters.
Natural Hazard: natural process or phenomenon that may cause loss of life, injury or
other health impacts, property damage, loss of livelihoods and services, social and
economic disruption, or environmental damage.
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Need: a motivating force that compels action for its satisfaction, range from basic survival
needs satisfied by necessities, to cultural, intellectual, and social needs.
New Normal: characterized by the increasing frequency, magnitude and scope of

disasters, as well as the blurring of division between the disasters caused by natural
and human-induced hazards.
Objective: implementation step to attain identified goals. It is specific, measurable, has

a defined completion date, and outlines the “who, what, when, where, and how” of
reaching the goals.
Pre-Disaster Risk Assessment (PDRA): a process to evaluate a hazard’s level of risk

given the degree of exposure and vulnerability in a specific area. PDRA presents the
possible impacts to the populace and form as a basis to determine the appropriate
level of response actions from the national level government agencies down to the
local government units (LGUs). It is hazard-specific, area-focused, and time-bound
method of assessment.
Post-Disaster Needs Assessment (PDNA): a multi-sectoral and multidisciplinary

structured approach for assessing disaster impacts and prioritizing recovery and
reconstruction needs. It is undertaken by the government agencies also in
collaboration with international development partners and the private sector.
Probability: frequency of occurrence or the return period of losses associated with

hazardous events.
Rapid Damage Assessment and Needs Analysis (RDANA): a disaster response tool that
is used immediately in the early emergency phase to determine the extent of impacts
and assess the priority needs of the communities.
Resources: machineries, manpower, methodology, materials, and monetary assets

that can be drawn on by an organization in order to function effectively.
Risk: the combination of the probability of an event and its negative consequences.
Risk Assessment: a methodology to determine the nature and extent of risk by

analyzing potential hazards and evaluating existing conditions of vulnerability that
together could potentially harm exposed people, property, services, livelihood and
the environment on which they depend
Root Causes: the underlying natural or human-induced sources or origins of the hazard
Sector: distinct and large subdivision defined on the basis of some common factor
State of Calamity: a condition involving mass casualty and/or major damages to

property, disruption of means of livelihoods, roads and normal way of life of people in
the affected areas as a result of the occurrence of natural or human-induced hazard.
7
Threat: an indication of something undesirable coming; a person or thing as a likely
cause of harm; refers to people, phenomena, situations and trends in the environment
that can adversely affect the welfare and well-being of the people.
Triggering Factors: factors that could cause the unfolding of an event.
Vulnerability: the characteristics and circumstances of a community, system or asset

that make it susceptible to the damaging effects of a hazard. Vulnerability may arise
from various physical, social, economic, and environmental factors such as poor
design and construction of buildings, inadequate protection of assets, lack of public
information and awareness, limited official recognition of risks and preparedness
measures, and disregard for wise environmental management.
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ACRONYMS
CBMS: Community Based Management Information System
CLUP: Comprehensive Land Use Plan
CM: Crisis Management
CMC: Crisis Management Committee
CP: Contingency Planning
CSO: Civil Society
Organization DRR: Disaster
Risk Reduction
DRRM: Disaster Risk Reduction and Management
DRRMC: Disaster Risk Reduction and Management Council
DRRMF: Disaster Risk Reduction Management Fund
EO: Executive Order
EOC: Emergency Operations Center
GAA: General Appropriations Act
HADR: Humanitarian Assistance and Disaster Response
IMT: Incident Management Team
IC: Incident Commander
ICS: Incident Command System
IHA: International Humanitarian Assistance
INGO: International Non-Government Organization
IRR: Implementing Rules and Regulations
JMC: Joint Memorandum Circular
LDRRMF: Local Disaster Risk Reduction and Management Fund
LGU: Local Government Unit
MC: Memorandum Circular
NCMCM: National Crisis Management Core Manual
NDRP: National Disaster Response Plan
NDRRMC: National Disaster Risk Reduction and Management Council
NGA: National Government Agency
NGO: Non-Government Organization
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PDNA: Post-Disaster Needs Assessment
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PDRA: Pre-Disaster Risk Assessment
PDRRMS: Philippine Disaster Risk Reduction and Management System
PSF: Presidential Social
Fund PWD: Persons with
Disabilities QRF: Quick
Response Fund RA:
Republic Act
RDANA: Rapid Damage Assessment and Needs Analysis
RO: Responsible Official
SFDRR: Sendai Framework for Disaster Risk Reduction
SOP: Standard Operating Procedure
SUC: Schools, Universities, and Colleges
UNESCAP: United Nations Economic and Social Commission for Asia and the Pacific
UNHCR: United Nations High Commissioner for Refugees
UNISDR: United Nations International Strategy for Disaster Reduction
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OVERVIEW OF CONTINGENCY PLANNING
Definition of Contingency Planning
CP is a scenario-based plan for a specific and projected natural and/or human-

induced hazard. It aims to address the impacts of the hazard to people, properties,
and environment; and/or to prevent the occurrence of the emerging threats through
the arrangement of timely, effective, appropriate, and well-coordinated responses as
well as the efficient management of resources.
The UNHCR Handbook of Emergencies defines contingency planning as “A forward

planning process, in a state of uncertainty, in which scenarios and objectives are
agreed, managerial and technical actions defined, and potential response systems
put in place in order to prevent or better respond to, an emergency or critical
situation.”
The United Nations International Strategy for Disaster Reduction defines CP as a

management process that analyses disaster risks and establishes arrangements in
advance to enable timely, effective and appropriate responses.
RA 10121 describes contingency planning as “a management process that analyzes

specific potential events or emerging situations that might threaten society or the
environment and establishes arrangements in advance to enable timely, effective
and appropriate responses to such events and situations.”
References of Contingency Planning
At the international level, the conduct of CP is our commitment to the Sendai

Framework for Disaster Risk Reduction (SFDRR) 2015-2030. Specifically, in Paragraph 33,
Priority 4 of the Framework, it states that “…national and local governments shall
prepare or review and periodically update disaster preparedness and contingency
policies, plans and programs…”
The conduct of CP in the Philippines is also required by RA 10121. Specifically, in Rule

6, Section 4 (3) of the Implementing Rules and Regulations (IRR) of the law, it states that
“The Provincial, City and Municipal DRRMOs or BDRRMCs, in coordination with
concerned national agencies and instrumentalities, shall facilitate and support risk
assessments and contingency planning activities at the local level.”
Recognizing the need to develop contingency plans for both natural and human-
induced hazards, it is indicated in item 6.1.1 of the NDRRMC-NSC JMC No. 1, 2016 that
“All DRRMCs at all levels, CMCs at the local level, and individual government
departments, bureaus, agencies, offices, units, and instrumentalities shall formulate
contingency plans for natural and/or human-induced hazards appropriate to their
areas in accordance with the prescribed Contingency Planning Guidebook.” Moreover,
in item 6.1.2, “Other governance stakeholders, including civil society organizations
12
and the private sector, are
13
enjoined to adopt the Contingency Planning Guidebook for formulation of their
respective contingency plans.”
Further, under the NDRRM Plan 2011 – 2028, Thematic Area 2: Disaster
Preparedness, Outcome 10, it is also indicated that there shall be “Developed and
implemented comprehensive national and local preparedness and response policies,
plans, and systems.”
The formulation of CP is also embodied in various national issuances, policies,

programs and guidelines:
 Executive Order No. 82, s 2012: Operationalizing the Practical Guide for National
Crisis Managers and the National Crisis Management Core Manual; Establishing
National and Local Crisis Management Core Manual; Establishing national and
Local Crisis Management Organizations; and Providing Funds Therefor
 NDRRMC Memorandum No. 04, s 2012: Implementing Guidelines on the Use of

Incident Command System as an On-Scene Disaster Response and Management
Mechanism under the Philippine Disaster Risk Reduction and Management System
 NDRRMC Memorandum No. 23, s 2014: National Disaster Response Plan for
Hydro- meteorological hazards
 NDRRMC Memorandum No. 43, s 2016: Guidelines on the Interoperability of the

Incident Management Teams and Response Clusters
 NDRRMC Memorandum No. 44, s 2016: Guidelines on the Mobilization of Incident

Management Teams
 NDRRMC Memorandum No. 22, s 2017: NDRRMC National Disaster Response Plan
for Hydro-Meteorological, Earthquake, Tsunami, and Consequence Management
for Terrorism Related Incidents
 NDRRMC Memorandum No. 50, s 2017: Checklist of Actions and Milestones for
Earthquake Preparedness
 Department of Budget and Management (DBM)-NDRRMC-DILG JMC 2013-1:

Allocation, Utilization of the Local Disaster Risk reduction and Management Fund
 NDRRMC-DILG-DBM-Civil Service Commission (CSC) JMC 2014-1: Implementing

Guidelines for the Establishment of Local DRRM Officers (LDRRMOs) or Barangay
DRRM Committees (BDRRMCs) in LGUs
 RA 11292: The Seal of Good Local Governance Act of 2019
 DILG Operation Listo
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Importance of Contingency Planning
It is a common fact that disasters exist in the Philippines primarily because of its
geographic location within the Pacific Ring of Fire and Pacific Typhoon Belt. The
Philippines is currently the 9th country at risk to disasters worldwide, based on the
World Risk Index Report 2019.
For a disaster prone country like the Philippines, CP yields a number of benefits:
 It helps to ensure the availability of resources and establishes a mechanism for

rapid decision-making based on authority, responsibility and accountability.
 It contributes to enhancing coordination and networking among individuals,

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

and resources prior to the occurrence of any emergency.
CP is applicable to all forms of hazards. It is also applied as part of preparations for

planned events. Below are some examples of where CP can be applied:
 Natural hazards such as tropical cyclones, volcanic eruptions, floods, El Niño and
La Niña, earthquakes, tsunamis, storm surge, landslides and lahar/mud flows
 Human-induced hazards such as conflagration, aircraft crash, vehicular accident,

oil spills, hazardous material/chemical incidents, industrial incidents, garbage
avalanche, crimes, bombing, terrorist acts and armed conflict situations
 Planned events and high density population gatherings such as fiestas, concerts,
anniversaries, conferences, etc.
 Shortages of resources, food or other commodities
 Epidemic or outbreak of serious health problems
The existence of natural and human-induced hazards, even the preparations for
planned events, prompts the need for CP. Some early warning signs usually precede an
event that requires emergency response. Often, it is simply a matter of good
knowledge mixed with experience that encourages one to recognize the need to do
planning. However, even if one is not sure that such event may indeed occur, it is
still best to formulate a CP. In other words, the moment we have projected a
disaster or an incident, we should start formulating the CP now. As rule of thumb, “It
is better to plan when it is not needed, than not to have planned when it was
necessary.”
Further, there should only be one CP for every hazard. If various kinds of hazards exist, CPs
must be formulated for each. If there are secondary hazards resulting from one
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specific hazard, these must be specified in one CP as part of the scenario generation.
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Stakeholders involved in Contingency Planning
The process of contingency planning becomes most effective when it is participatory

and collaborative, i.e., it involves the individuals, offices or agencies concerned who
will work together in the event of an emergency.
Practically speaking, all government and private entities are the stakeholders involved
in conduct of contingency planning and have the responsibility to formulate their
CPs. Specifically, here are the stakeholders involved in contingency planning across
all levels of governance:
Member agencies of the National/ Regional Disaster Risk
Reduction and Management Council (DRRMC)
Member agencies of the National/ Regional Crisis

Management Committee (CMC)
Technical experts (to help in risk assessment and provide other

technical information) such as:
 Philippine Atmospheric Geophysical and Astronomical

Services Administration (PAGASA) for hydro-
meteorological hazards
 Philippine Institute of Volcanology and Seismology

(PHIVOLCS) for geological hazards
Stakeholders
at the  Mines and Geosciences Bureau (MGB) for rain-induced
National/ landslides
Regional  Department of Health (DOH) for health-related hazards
Level
 Climate Change Commission (CCC) for climate-related
hazards
 Philippine National Police (PNP) for security-related

hazards
 Armed Forces of the Philippines (AFP) for armed

conflict situations
 National Intelligence Coordinating Agency (NICA) and

Anti-Terrorism Council (ATC) for terrorist-related hazards
CSOs, private sector groups and individuals offering

augmentation
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Local DRRM Officers (focal persons in
DRRM) Sanggunian members
Representatives of local committees
Member offices of the Local
DRRMC Member offices of the local
CMC
Stakeholders
at the
technical information) such as:
Local Level
 PAGASA for hydro-meteorological hazards (Provincial/ 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
CSOs, private sector groups and individuals offering augmentation
Division/unit heads
Planning officers and other action officers/ technical staff (finance,

logistics, operations, human resource, etc.)
Disaster Control Group members

Stakeholders technical information) such as:
at the  PAGASA for hydro-meteorological hazards
Agency/  PHIVOLCS for geological hazards
 MGB for rain-induced landslides
Office /  DOH for health-related hazards
Organization  CCC for climate-related hazards
 PNP for security-related hazards
Level  AFP for armed conflict situations
 NICA and ATC for terrorist-related
hazards Local authorities (coordination for
augmentation)
CSOs, private sector groups and individuals offering augmentation

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Common Myths and Facts on Contingency Planning
Misconceptions about CP exist. Hence, it is important to demystify such misconceptions

by understanding the common myths and facts about CP:
Myths Facts
CP is expensive CP requires only an appropriate funding
source.
CP is too technical. External expertise is 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.
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FORMULATING THE CONTINGENCY PLAN
Although a mechanism for disaster response, CP formulation remains as a disaster
preparedness activity. It works best if sensitization activities are successfully done
during peace time such as environmental scanning, awareness raising, risk
assessment and administrative preparations.
Before proceeding with the planning process, it is important to “sell the idea” of CP
to officials and the relevant authorities. It must be made clear to them that
formulating CP is part of the DRRM mandate as provided for in RA 10121 and other
issuances. However, it is also important to emphasize the protection of human lives
from worst-case disaster situations as among the top convincing reasons why there
is a need for CP. The buy-in and approval of the authorities will provide support and
justification to do the next steps required for the formulation of CP.
Further, it is important to generate situation awareness. As described by the

NCMCM, situation awareness is the ability to extract and integrate information in a
continuously changing environment and to use such information to direct future
actions. It entails understanding of the operational environment that will provide the
basis for the conduct of contingency planning.
To generate situation awareness, planners need to do the following:

 Do risk assessment
 Detect early warning signs for hazards
 Analyze historical data on previous disasters
MATERIALS TO PREPARE
or crises
Maps
 Determine the level of participation in the
Disaggregated population data
planning process
Inventory of resources
 Invite technical experts
Relevant plans and policies
 Prepare and review relevant materials
Proper situational awareness will enable the planners to planners can proceed with
the writing of the CP, which is broken into the following parts:
Chapter I. Background
Chapter II. Goal and Objectives
Chapter III. Response Arrangements
Chapter IV. Activation, Deactivation and Non-Activation
Annexes
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Chapter I. Background
A. Introduction
Write a narrative to describe the overall profile of the LGU/ agency/ office/ organization.
Refer to existing relevant sources in coming up with the narrative.
COMMON SOURCES FOR CP NARRATIVES

Documentation of history of the LGU/ agency/ office/ organization
Ecological profile
Maps (hazard, risk, base, administrative, political, etc.)
Disaggregated data on population and resources
Situation reports and statistics
Disaster and crisis advisories
Historical data/ records on past disasters or crises
DRRM and CM updates and trends
Community Based Management Information System (CBMS) for LGUs
Other existing plans related to DRRM and CM such as comprehensive land use
plan (CLUP), DRRM plan, etc.
B. Hazard Analysis
1. Accomplish CP Form 1: Hazard Analysis. This will allow identification and analysis of
hazards based on their “Probability” and “Impact.”
2. Write a narrative to further describe the results of the accomplished form. Refer
to existing relevant sources in coming up with the narrative.
C. Hazard to Plan for
1. State the specific hazard to plan for. This is the hazard that ranked as number
one in the accomplished CP Form 1.
2. Accomplish CP Form 2: Anatomy of the

Hazard for the selected hazard to be IMPORTANT
included as part of Chapter I.
There are instances in which the
3. Write a narrative to further describe the hazard to plan for is already pre-
results of the accomplished form. Refer determined based on
to existing relevant sources in coming up management or organizational
with the narrative. priorities. In such case there is
no need to do CP Form 1.
21
D. Scenario
1. Develop the scenario for the identified

hazard, which will be the focus of the CP. IMPORTANT
a. If planning for a natural hazard, CP is focused on planning for
accomplish CP Form 3A: Scenario the worst-case scenario.
Generation for Natural Hazard However, other scenarios are
still useful as they provide layers
b. If planning for a human-induced of benchmarking for
hazard, accomplish CP Form 3B: preparedness and response
Scenario Generation for Human- operations.
Induced Hazard
2. Determine the projected number of individuals

who will be affected by the hazard based on worst-case scenario. For this
purpose, accomplish CP Form 4A: Affected Population. If there is a need to do
disaggregation, accomplish CP Form 4B: Breakdown of Affected Population, as
appropriate.
3. Write a narrative to further describe the results of all the accomplished forms.
Refer to existing relevant sources in coming up with the narrative.
Chapter II. Goal and Objectives
A. Goal
State the overall goal or the end state that the CP aims to achieve.
B. Objectives
Enumerate the objectives of the CP to achieve the desired goal. The objectives must be
stated SMARTER.
SMARTER OBJECTIVES
S – pecific : clearly and exactly presented or stated; precise or
M– exact
easurable A – : an adequate or due portion is quantifiable
ttainable R – : capable of being achieved
ealistic : resembles real life; very much like in the actual setting
T – ime bound : a period of time is planned for a particular action
E – xtending : can be continued and replicated in other situations
R – ewarding : recompenses effort; generates feeling of fulfillment
22
Chapter III. Response Arrangements
It is important for the LGU/ agency/ office/ organization to have an organized

response system in order to accomplish the goal and objectives of the CP. Such
requires technical information about the different response arrangements used in
DRRM and CM, particularly the Response Clusters, Emergency Operations Center
(EOC) and Incident Command System (ICS).
A. Response Clusters
IMPORTANT
1. Organize the Response Clusters
that will serve as the resource
The National Disaster Response Plan (NDRP)
providers during the worst-case
pre-identifies the Response Clusters,
situation. For this purpose,
with corresponding heads and members:
accomplish CP Form 5: Cluster
Identification. This will enable  Food and Non-food  Education
Items  Search, Rescue
the determination of Response  Health and Retrieval
Clusters, with their corresponding  Protection  Management of the
 Camp Coordination Dead and the
heads and members. and Management Missing
 Logistics  Law and Order
 Emergency  Phil. International
2. For each Response Cluster, Telecommunications Humanitarian
Assistance
formulate a separate and detailed However, the local authorities have the
Implementation Plan. The liberty to organize their own Response
contents of the Implementation Clusters based on needs.
Plan are as follows:
a. Lead and Members: Enumerate the lead and members of the Response
Cluster based on CP Form 5.
b. Scenario: Describe the specific scenario that will be faced by the Response
Cluster. The said scenario must be consistent with the worst-case.
c. Objectives: Enumerate the specific objectives for the Response Cluster.

These should be in accordance with the CP goal and general objectives.
d. Roles and Responsibilities: Enumerate the roles and responsibilities of the

head and members of the Response Cluster. Protocols may be added as
well.
e. Response Activities: Accomplish CP Form 6: Response Activities. The will

indicate the detailed activities to be undertaken with corresponding
timeframes.
f. Resource Inventory: Accomplish CP Form 7: Resource Inventory. This will

account all existing resources of the Response Cluster.
g. Resource Projection: Accomplish CP Form 8: Resource Projection. The will

23
indicate the gaps in resources and the possible resources to fill-in the said
gaps.
24
3. Once all clusters have formulated their respective implementation plans,
consolidate and make a summary of the resource gaps and costs using CP Form
9: Resource Gap Summary. This will provide a quick look on the investments that
must be made for all Response Clusters in terms of resources.
B. Emergency Operations Center (EOC)

IMPORTANT
The EOC serves as the central facility for
coordination should the worst-case disaster or The EOC should be in a location
crisis affect the LGU/ agency/ office/ that is FREE from exposure to the
organization. It will serve as the contact point for hazard’s projected impacts. Do
all Response Clusters and external stakeholders not situate the EOC in a location
that will provide assistance and augmentation that is hazard-prone.
of resources during the emergency.
1. Accomplish CP Form 10: Emergency Operations Center to indicate the location

of the EOC, its contact information and the personnel who operate and
manage the facility.
2. Develop and illustrate the organization structure showing the persons in charge
of manning the EOC. Here is an example of a typical organization structure for
the EOC. The structure may vary depending on the organization:
For reference, here are the roles and responsibilities for each position within the
EOC:
POSITION ROLES AND RESPONSIBILITIES

EOC Manager Takes guidance from Responsible Official
Provides overall leadership in the EOC
Assigns responsibility to the EOC staff
Operations Coordinator Coordinates requirements for emergency response
Planning Coordinator Collects, analyzes and displays information
Develops, maintains and disseminates situation reports
Prepares action plan
Tracks resources
Logistics Coordinator Maintains EOC facilities and equipment
Provides transportation, food, and medical services for all
duty personnel
Finance and Manages all financial and administrative concerns of the EOC
Administration
Coordinator
3. Write a narrative to further describe the results of the accomplished form and
the organization structure of the EOC.
25
C. Incident Command System (ICS)
ICS is an on-scene response mechanism that is being implemented for tactical

response. Once all teams have been mobilized on the ground during the worst-case
scenario, they will all operate under this system. The team of experts to lead the
implementation of ICS is referred to as Incident Management Team (IMT).
1. Accomplish CP Form 11: Incident Command System

IMPORTANT
to indicate the location of the ICS facilities and
assign the personnel who will serve as the Incident
The ICS facilities should
Management Team (IMT).
be in a location that are
FREE from exposure to
2. Develop and illustrate the organization structure
the hazard’s projected
showing the persons assigned in the IMT. Here is an
worst- case scenario
example of a typical organization structure for the
impacts.
IMT:
For reference, here are the general roles and responsibilities of the IMT:

Incident Commander Overall manages the incident
Command Staff
 Public Information Officer Interacts with the media and public
 Safety Officer Assesses all operational safety concerns
 Liaison Officer Point of contact for other agencies
General Staff
 Operations Section Chief Implements tactical activities
 Planning Section Chief Collects information and prepares reports
 Logistics Section Chief Provides facilities and services support
 Finance and Administration Section Chief Monitors and approves expenditures
3. Write a narrative to further describe the results of the accomplished form and
the organization structure of the IMT.
26
D. Interoperability
1. Illustrate using a diagram the interoperability of the EOC, ICS and clusters. Here
is an example:
2. Write a narrative to describe the interoperability as shown in the diagram.
IMPORTANT
If planning for the WORST-CASE disaster or crisis, the response
arrangements cannot be undertaken by a single LGU, agency, office or
organization. Collaboration with external stakeholders to provide
augmentation is essential because one’s personnel and resources will largely
become affected. This is where the technical knowledge on the Response
Clusters, EOC, and ICS and their interoperability become crucial in the CP
process.
27
Chapter IV. Activation
Illustrate using a flow chart to indicate how the CP will be activated for
implementation. The flow chart must clearly depict the activation triggers. Here are
some examples of triggers that are commonly used for DRRMCs or CMCs:
 Pre-Disaster Risk Assessment (PDRA): In the presence of early warning signs

related to an impending hazard, PDRA shall be conducted. PDRA presents the
possible impacts of the hazard to the populace to determine the appropriate
level of response actions. The assessment provides basis for the activation of
the CP.
 Rapid Damage Assessment and Needs

Analysis (RDANA): A CP may be activated IMPORTANT
as recommended by RDANA teams working
on the ground. This is applicable especially In situations with predicted or
in the absence of early warning signs as expected dates when the
well as communication from the ground. hazard may take place
The actual findings of the RDANA teams can (festivals, conferences, and
be used as justification for activating the other planned events), a CP
contingency plan. must be activated days or even
weeks before the actual start of
 Intelligence Reports: Based on the the event.
intelligence reports gathered, a CP may be
activated to help suppress the threat of a Subsequently, the deactivation
predicted human-induced crisis and prepare procedures must take place
to assist the communities that might after the expected dates of the
possibly be affected event.
Likewise, the flow chart should also indicate how the response operations based on
the CP will be deactivated. Deactivation triggers must clearly be depicted. As a
general rule, the recommendation to terminate the operation should emanate from
the Incident Commander (IC) operating on the ground. This also signifies the trigger
for the deactivation of the response based on CP.
Non-Activation of the CP
There may be no need to activate the CP if the predicted hazard or event did not
take place or the situation is no longer threatening.
Depending on the nature of the hazard, the CP may be maintained as a “continuing

plan” or a plan that can still be utilized for future use in case the same hazard will
occur. Otherwise, it will be incorporated to the overall plan of the LGU/ agency/
office/ organization to improve their preparedness and response capacities.
28
Sample CP Activation Flow Chart for Typhoon
START
PAGASA
forecasts
Typhoon
DRRMC
conducts
PDRA
Typhoon makes
landfall. DRRMC
conducts RDANA
1
2
EOC on red Yes Activate No

contingency EOC on blue
alert status alert status
plan?
RO convenes
Responders
the clusters at
conduct normal 3
the EOC
operations using
ICS
RO mobilizes and
deploys IMT Clusters provide
continuous support
to responders
Clusters and IMT
operate based on
contingency plan
No
Situation
3
normalize
No
Situation
improved? 1 Yes
IC recommends
Yes demobilization
IMT recommends
deactivation of RO approves recommendation
contingency plan for demobilization
RO directs deactivation Responders and clusters demobilize.

of contingency plan Clusters for early recovery operate.
2 EOC returns to white

status
END
29
Sample CP Activation Flor Chart for Planned Event
RO mobilizes and
START
deploys IMT
DRRMC activates
contingency plan
EOC on red alert

status
RO convenes the
clusters at EOC
Clusters and IMT

operate based on
contingency plan
No
Planned
event
Yes
IMT recommends
deactivation of
contingency plan
RO directs deactivation
of contingency
IMT, respondersplan
and
clusters demobilize
OpCen on white
alert status
END
30
Annexes
Working Group
An important part of the CP is the identification of the Working Group who will be
the overall responsible for the completion of the plan. This group will initiate the
conduct of follow-through activities such as testing, evaluation, packaging, updating
and improvement.
1. State the purpose of the working group. For example:
The Working Group will be responsible for the refinement, finalization, testing, evaluation,
packaging, updating and improvement of the CP.
2. Enumerate the duties and responsibilities of the working group. For example:
1. Facilitate the refinement and finalization of the CP to include testing, evaluation,

packaging, updating and improvement;
2. Develop work plan for the completion and updating of the CP;
3. Organize consultation meetings with the planners and relevant technical experts
regarding the development of the CP; and
4. Facilitate the presentation and endorsement of the CP to the authorities for
comments and approval.
3. Specify the members of the working group and the contact details. The
working group is typically composed of the following:
Head Overall in charge; monitors the CP progress; initiates the conduct of

meetings to review, evaluate and update the CP; disseminates
updates on the CP to concerned stakeholders; leads the conduct of
exercises to
test the CP.
Facilitator Facilitates meetings, workshops and exercises; drives the contingency
planning participants to achieve the target outputs.
Secretariat Documents and assimilate comments and recommendations during
meetings, workshops and exercises into the CP; provides other
secretariat Services.
Cluster Facilitates the completion of detailed implementation plans for the
Representatives Respective Clusters, including the accomplishment of the CP forms;
ensures the availability of data for the specific Response Cluster;
coordinates with other clusters to ensure consistency of
implementation
plans.
IMPORTANT
Members and functions of the working group may be added, as
appropriate to the agency or organization.
A directive or issuance to formally constitute the working group is

highly recommended.
31
Other Annexes
Aside from the Working Group, there are many important annexes that form part of
the contingency plan. Here are some examples:
o Maps (hazard, risk, administrative, etc.)

o Relevant disaster reports
o Agreed standards in humanitarian assistance and disaster response to be
observed for operations
o Directory of agencies and participants during the contingency plan formulation
o List of relevant policies and guidelines
Approval of the Contingency Plan
Once all the contents of the CP have been completed, the Working Group will
endorse and submit the plan to the relevant authorities for approval, i.e. Chairperson
of DRRMC, Crisis Manager of CMC, or head of office/agency. During the
endorsement, the working group should provide enough justification to the authorities
that in case such emergency takes place, the amount of resources specified in the
plan will be required.
Also, it is highly recommended to have a formal issuance that officially approves the
plan. In the said issuance, it should be stated that the CP is approved as a “living”
document.
Once completed and approved, the CP does not end within the four corners of the
planning room or kept in drawers and bookshelves. It does not also mean that the plan
is ready for immediate execution. Subject the plan for continuous testing,
evaluation, assessment, updating and improvement. There should be continuous risk
assessment to measure its applicability in a real worst-case situation. The scenarios
and response arrangements indicated in the CP must be updated as necessary.
Upon detection of early warning signs for the occurrence of a disaster or crisis, a CP
can swiftly be transformed into a response plan since it already identifies all the
response arrangements including standby resources. The response actors shall
perform their roles and responsibilities as specified in the CP.
32
CONTINGENCY PLANNING FORMS
CP Form 1: Hazard Analysis
HAZARD PROBABILITY IMPACT AVERAGE RANK

PROBABILITY + IMPACT
RATE REMARKS RATE REMARKS
2
28
Instructions:
IMPORTANT
1. List all the possible hazards that may affect the
LGU/ community/ agency/ office/ organization The rating scales below
under the column “Hazard.” are just examples. In
actual planning, refer to
2. Under “Probability”, provide corresponding rating significant historical
on the frequency of occurrence of the hazard trends and data on past
based on the agreed rating scale. Indicate other disasters or crises to
relevant details under “Remarks”, as necessary. develop the probability
and impact rating
3. Under “Impact”, provide corresponding rating on scales.
the severity of the effects of the hazard based on
the agreed rating scale. Indicate other relevant Planners can also refer
details under “Remarks”, as necessary. to scientific data such as
hazard maps and Rapid
4. Under “Average”, calculate the average rating Earthquake Damage
by adding the probability and impact ratings, Assessment System
then divide by 2. outputs for
earthquakes.
5. Under “Rank”, rank the hazards with the highest
average as 1, the next highest average as 2, and Overall, coming up with
so on. The hazard with the highest average will the ratings should be
be the priority for Contingency Planning. based on the consensus
of the planners and
Sample Rating Scale for Probability
1 2 3 4 5
Most Unlikely Unlikely Likely Very Likely Almost Certain
The event may The event could The event might The event will The event is
occur only occur at some occur at some probably occur in expected to occur in
in time, but time, and most or many many or most cases
exceptional probably will not probably will cases
cases
Sample Rating Scale for Impact

1 2 3 4 5
Negligible Minor Moderate Severe Devastating
No casualty  Injured: 1-5  Injured: 1-20  Injured: 1-50  Injured: 50 & above
(dead, injured,  Dead: 0  Dead: 1-2  Dead: 1-20  Dead: 21 & above
missing)  Missing: 0  Missing: 1-2  Missing: 1-20  Missing: 21 & above
No damage to Minor loss and/or Significant loss Major loss and Catastrophic loss and
property damage to and/or damage damage to damage to property
property (up to to property property (Php (Php 10M above)
Php 500,000) (Php 500,001- 3- 10M)
3M)
No delay in Up to one day Up to 1 week Between 1 month More than 1 month
normal delay in delay in delay in operations delay in operations
functioning operations operations
29
Example:
Cp Form 1: Hazard Analysis
HAZARD PROBABILITY IMPACT AVERAGE RANK

PROBABILITY + IMPACT
RATE REMARKS RATE REMARKS
2
Tropical Cyclone 5 Tropical cyclone and 4 Previous tropical cyclone 4.5 1
other weather brought heavy rainfall
disturbances frequently with windspeed ranging
pass through the area from
185 kph to 215 kph. The
tropical cyclone caused
major floods in the area.
Earthquake 4 Area is proximal to a fault 5 Last major earthquake 4 2
line. resulted to 30 deaths and
500 injuries. The area has
been isolated for 24 hours.
Fire 3 Some houses in the area 2 There are available fire 3 4
are made of light engines with firefighters
materials prone to fire who can readily suppress
outbreaks. fire outbreaks.
Landslide 3 Some areas are declared 2 Structural interventions to 2.5 5
as landslide prone. prevent landslides are in
place.
Armed Conflict Situation 4 Based on intelligence 3 Security measures are in 3.5 3
reports, there is the place. The Crisis
presence of armed rebel Management Committee
groups in the area. is organized.
30
CP Form 2: Anatomy of the Hazard
HAZARD TO PLAN FOR

EXISTING
ROOT CAUSES EARLY WARNING SIGNS TRIGGERING FACTORS
MITIGATING MEASURES
31
Detailed Instructions:
1. Indicate the specific hazard to plan for (the hazard IMPORTANT

with the highest rank from CP Form 1).
Filling-up this form requires
2. Under “Root Causes”, describe the factors or reasons review of documents
that explain the existence of the hazard in the area. such as hazard maps,
risk maps and results of
3. Under “Early Warning Signs”, describe the outputs of risk assessment.
indicators that provide warning on the impending It also requires
threat posed by the hazard. consultation with
experts from science
4. Under “Triggering Factors”, describe the factors or agencies and intelligence
situations that turn the hazard into an actual disaster or units.
crisis.
5. Under “Existing Mitigating Measures”, describe the existing measures of the

LGU/ community/ agency/ office/ organization to prevent or mitigate the
impacts of the disaster.
Example:
CP Form 2: Anatomy of the Hazard
HAZARD TO PLAN FOR Tropical Cyclone

EXISTING
ROOT CAUSES EARLY WARNING SIGNS TRIGGERING FACTORS
MITIGATING MEASURES
Poorly built houses
Installation of early warning
and infrastructures
system
Forest denudation
Area is situated Construction of dikes as flood
beside the shoreline control structures
All forms of weather Poor drainage
where tropical storms
disturbances
and weather Regular de-clogging of
system
disturbances waterways and canals
normally emanate.
Construction of houses
Presence of mangroves and
and buildings along
forest trees
riverbanks
Deforestation
32
CP Form 3A: Scenario Generation for Natural Hazard
PARTICULARS BAD WORSE WORST

(CAN BE CUSTOMIZED)
General Description of Event
No. of Affected Individuals

No. of Dead
No. of Injured
No. of Missing
EFFECTS
Communication
Power/ Electricity
Transportation
Environment
Response Capabilities
Government Trust
Others
Others
Others
33
CP Form 3B: Scenario Generation for Human-Induced Hazard
PARTICULARS MOST LIKELY BEST

WORST
(CAN BE CUSTOMIZED) (NORMAL ACTIVITIES) (WITH COUNTER-MEASURES)
General Description of Event
No. of Affected Individuals

No. of Dead
No. of Injured
No. of Missing
EFFECTS
Communication
Power/ Electricity
Transportation
Environment
Response Capabilities
Government Trust
Others
Others
Others
34
Instrutions:
IMPORTANT
1. Use CP Form 3A for natural hazard and CP Form 3B
for human-induced hazard. No need to fill-up all
fields. Only accomplish
2. Under “Particulars” are the conditions to describe those that are
how the situation will unfold in case the hazard relevant.
affects the LGU/ community/ agency/ office/
organization. The fields can be
customized depending
Describe each condition as “Bad”, “Worse” or on the situation, as
“Worst” for CP Form 3A and “Most Likely”, “Best”, or long as it is agreed
“Worst” for CP Form 3B. upon by the planners.
CP Form 3A CP Form 3B
(For Natura-Hazardl) (For Human-Induced Hazard)
Bad a severe situation that can Most Likely the normal situation that can
possibly occur based on possibly occur based on typical
scientific security interventions
information, historical experience,
and consensus of the planners.
Worse a situation more severe than the Best the most desirable situation
bad scenario that can possibly that can possibly occur given
be occur based on scientific the heightened security
information, historical experience, interventions and counter-
and consensus of the planners. measures to address the threat.
However, the crisis may still
occur because the effects of
security interventions and
counter-measures are still
uncertain.
Worst the most severe situation that Worst the more severe situation that
can possibly to occur based on can possibly to occur when all
scientific information, historical security interventions and
experience, and consensus of counter-measures are
the planners. compromised.
35
Example:
CP Form 3A: Scenario Generation for Natural Hazard
PARTICULARS
BAD WORSE WORST
(CAN BE CUSTOMIZED)
Tropical cyclone made landfall with
Tropical cyclone made landfall
Tropical cyclone made landfall with maximum sustained wind of more 220
with maximum sustained wind of
maximum sustained winds of 62 to 117 kph, categorized as super typhoon.
General Description of Event kph, categorized as tropical storm. Around
118 to
There is possible occurrence of
220 kph, categorized as typhoon.
20% of the area in the locality is storm surge. Around 80% of the
Around 50% of the area in the
submerged in flood. area in the locality is submerged in
locality is submerged in flood.
flood.
No. of Affected Individuals 1,000 individuals 2,000 individuals 4,000 individuals
No. of Dead 5 individuals 25 individuals 50 individuals
No. of Injured 10 individuals 40 individuals 100 individuals
No. of Missing 5 individuals 10 individuals 30 individuals
EFFECTS
Communication lines are disrupted

Communication Communication lines are still operational
in some areas.
Communication lines are totally cut.
Power/ Electricity No power interruption Power is interrupted in some areas. Total power shutdown
Several roads are no longer

Transportation Few roads are submerged in flood waters. All roads are no longer passable.
passable.
Around 10,000 houses are Around 80,000 houses are

Around 500 houses are
Housing totally damaged and 5,000 are totally damaged and 10,000 are
partially damaged.
partially damaged. partially damaged.
Even the local responders are

All local responders are able to address the While the responders are mobilized,
Response Capabilities unable to address the situation; they
situation. there is a need for augmentation.
are part of the victims as well.
While government trust is observed, People lose confidence on the

Government trust is observed. People are
Government Trust people are demanding for more government. They resort to own
cooperative to the government.
assistance. self- help and survival.
36
CP Form 3B: Scenario Generation for Human-induced Hazard
PARTICULARS MOST LIKELY BEST WORST

(CAN BE CUSTOMIZED) (NORMAL ACTIVITIES) (WITH COUNTER-MEASURES)
A bombing incident using IEDs Perpetrators are unable to IEDs are detonated one after
takes place to disrupt the plant or detonate IEDs due to the other on specific targets
ongoing international target hardening measures on such malls, bars, restaurants, and
General Description of Event conference, discredit the the part of the security and other business establishments.
government, and gain police forces. There are also attacks on critical
attention by creating fear and infrastructures such as ports.
chaos.
No. of Affected Individuals 100 individuals 0 300 individuals
No. of Dead 5 individuals 0 30 individuals
No. of Injured 10 individuals 0 50 individuals
No. of Missing 0 0 0
EFFECTS
Roads near the impact areas
Transportation No effects No effects are impassable due to chaos
and debris pile up.
There are minimal damages to Several properties and
Properties properties within the impact No effects establishments within the locality
area. are damaged.
There is maximum security Security forces are unable to
There is adequate number of
presence for deterrence. contain the situation and
Response Capabilities security forces to address the
Target hardening measures require augmentation. Several
situation.
are optimized. medical and rescue teams are
deployed.
Government trust is observed. Government trust is observed. People lose confidence on the
Government Trust People are cooperative to the People are cooperative to the government. Higher government
government. government. authorities require intervention.
37
CP Form 4A: Affected Population
DISPLACED POPULATION
NO. OF INDIVIDUALS (FOR LOCAL GOVERNMENT UNITS ONLY)
AREA/ LOCATION
AFFECTED NO. OF INDIVIDUALS INSIDE NO. OF INDIVIDUALS OUTSIDE REASONS FOR
EVACUATION CENTERS EVACUATION CENTERS DISPLACEMENT
TOTAL
38
Instructions:
IMPORTANT
1. Under “Affected Area/Location”,
specify the area/location (such as Displaced population only applies
barangay, street, floors, building for LGU-based CPs since they
location, room number) that will be manage evacuation centers for the
affected by the hazard. displaced population.
2. Under “No. of Affected Individuals”, For individual offices or organizations,

estimate the number of individuals no need to fill-up the portion on
who will be affected. displaced population.
3. For the “Displaced Population”, this will be accomplished primarily for LGU-
based CPs only and for hazards that will expectedly result to displacement.
Under “No. of Individuals Inside Evacuation Centers” are those who are displaced
and temporarily moved to evacuation centers established by the LGUs.
On the other hand, under “No. of Individuals Outside Evacuation Centers” are
those who were displaced but did not stay in evacuation areas like taking shelter
in their relatives’ houses, etc.
Under “Reasons for Displacement”, indicate the factors that will lead to the
displacement of the population affected.
Example:
CP Form 4A: Affected Population
DISPLACED POPULATION
NO. OF (FOR LOCAL GOVERNMENT UNITS ONLY)
AREA/
INDIVIDUALS NO. OF INDIVIDUALS NO. OF INDIVIDUALS
LOCATION REASONS FOR
AFFECTED INSIDE EVACUATION OUTSIDE EVACUATION
DISPLACEMENT
CENTERS CENTERS
Barangay X 875 300 200 Living near costal
areas
Barangay Y 1,440 250 500 Living near
costal
areas
Barangay Z 1,632 400 300 Houses are mostly
made of light
materials
TOTAL 3,947 950 1,000
39
CP Form 4B: Breakdown of Affected Population
BREAKDOWN
NO. OF (FILL-UP ONLY WHEN APPROPRIATE)
AREA/ INDIVIDUALS CHILDREN ELDERLY PERSONS WITH WITH PREGNANT OTHERS
INFANT ADULT
AFFECTED (17 YO (60 YO DISABILITY SICKNESS WOMAN
LOCATION (0-11 MONTHS)
&
(18-59 YO)
& (PWD)
BELOW) ABOVE)
M F M F M F M F M F M F M F
TOTAL
40
Instructions:
IMPORTANT
1. Use CP Form 4B to specify the breakdown of the composition of the
affected population. CP Form 4B is optional.
Some CPs may not
2. For every number of individuals affected, provide data disaggregation. In necessarily need detailed
the absence of actual data, use estimates or percentages instead. breakdown of affected
population.
Example:
CP Form 4B: Breakdown of Affected Population
BREAKDOWN
NO. OF (FILL-UP ONLY WHEN APPROPRIATE)
AREA/ INDIVIDUALS CHILDREN ELDERLY PERSONS WITH WITH PREGNANT OTHERS
INFANT ADULT
AFFECTED (17 YO & (60 YO DISABILITY SICKNESS WOMAN
LOCATION (0-11 MONTHS) BELOW) (18-59 YO)
& (PWD)
ABOVE)
M F M F M F M F M F M F M F
Barangay X 675 200 140 42 210 63 210 63 70 21 18 5 18 5 10
Barangay Y 371 1069 75 225 113 338 113 338 38 113 9 28 9 28 15
Barangay Z 1339 293 281 62 421 93 421 93 140 31 35 8 35 8 5
TOTAL 2,385 1,562 496 329 744 494 744 494 248 165 62 41 62 41 30
IMPORTANT:
The fields in CP Form 4B are derived from the DILG
Operation LISTO template for disaggregation of community
members at the barangay level.
For the purpose of CP, the said fields may be customized

depending on the planning needs of the end-user and the
nature of the agency/office/organization.
41
CP Form 5: Cluster Identification
AGENCIES/OFFICES INVOLVED
(NUMBER OF FIELDS CAN BE INCREASED OR REDUCED)
RESPONSE CLUSTER LEAD AGENCY/OFFICE
42
Instructions:
IMPORTANT:
1. Under “Response Cluster”, list the
organized Response Clusters that will This process requires coordination
be required to address the needs that primarily with the local authorities
will be required by the worst-case within the area of responsibility to
scenario. It is important to note that determine the Response Clusters.
Response Clusters to be listed are
based on what the worst-case For reference, below is the list of
scenario demands. Response Clusters pursuant to the NDRP.
While the Response Clusters are pre-
2. Under “Agencies/Offices Involved”, identified at the national level, the
indicate the name of agencies/offices local authorities are provided the
involved in the CP process. Put a autonomy to organize their own
“check” mark under the name of Response Clusters:
agency/office that will have a role to
play for the corresponding Response  Food and Non-food
Items


Education
Search, Rescue
Cluster.  Health an Retrieval
 Protection  Management of t
 Camp Coordination Dead and the Mis
3. Under “Lead Agency/Office”, choose and Management  Law and Order
among the agencies/offices the one  Logistics  Phil. International
 Emergency Humanitarian
that will act as the lead to supervise Telecommunications Assistance
the cluster.
4. After completing CP Form 5, summarize the presentation of the clusters using

this matrix below:
RESPONSE CLUSTER LEAD AGENCY/ OFFICE MEMBER AGENCIES/OFFICES
Example:
CP Form 5: Cluster Identification
AGENCIES/OFFICES INVOLVED
(NUMBER OF FIELDS CAN BE INCREASED OR REDUCED) LEAD
RESPONSE CLUSTER
CDRRMO CHO CSWDO CEO AFP PNP BFP AGENCY/OFFICE
Food and / / / CSWDO
Non- Food
Items
Health / / / / CHO
Law and Order / / PNP
Search, Rescue / / / / AFP
and Retrieval
Logistics / / / / CDRRMO
43
CP Form 6: Response Activities
RESPONSE CLUSTER
TIMEFRAME RESPONSE ACTIVITIES RESPONSIBLE AGENCIES/OFFICES
44
Instructions:
1. Indicate the name of the Response Cluster

on the above portion of the form. IMPORTANT
2. Under “Timeframe”, specify the expected All Response Clusters specified

time for the Response Cluster to initiate in CP Form 5 will have the
action. Here is the prescribed format: corresponding CP Form 6.
o “D” corresponds to the actual date of the occurrence of the hazard or

start of the planned event.
o In the blank next to “D”, indicate D minus (-) a given number N or D plus
(+) a given number N:
D minus (-) N The numerical value in “D - N” to corresponds to the expected

time of initiating the action before the occurrence of the
hazard or event. “N” can be expressed in months, days
and even
minutes, as appropriate.
D plus (+) N The numerical value in “D + N” to corresponds to the
expected time of initiating the action after the occurrence of
the hazard or event. “N” can be expressed in months, days
and even minutes,
as appropriate.
3. Under “Response Activities”, specify the activities of the Response Cluster that
must be accomplished for the identified timeframe. The activities should be
sequential and should be stated as generic as possible.
4. Under “Agencies/Offices”, determine the agencies/offices as members of the

Response Cluster that will be responsible for the needs and/or activities. The
members should have the adequate capacities and resources.
Example:
CP Form 6: Needs and Activities Inventory
RESPONSE CLUSTER Search, Rescue and Retrieval

RESPONSIBLE
TIMEFRAME NEEDS / ACTIVITIES
AGENCIES/OFFICES
D – 2 days Conduct accounting of teams AFP, BFP, CDRRMO, CHO
available for mobilization
D – 1 day Pre-position teams to staging areas AFP, BFP, CHO
D Commence search, rescue and AFP, BFP, CHO
retrieval operations
D + 1 day Undertake continuous monitoring, AFP, BFP, CDRRMO, CHO
coordination for the response, and
augmentation
45
CP Form 7: Resource Inventory
RESPONSE CLUSTER
AGENCY/OFFICE RESOURCE QUANTITY REMARKS
46
Instructions:
IMPORTANT
1. Indicate the name of the Response Cluster on the
above portion of the form. All Response Clusters
specified in CP Form 5
2. Under “Agency/Office”, specify the agency/office as will have the
member of the Response Cluster. corresponding CP Form
7.
3. Under “Resource”, indicate the existing personnel, teams, vehicles or major
equipment that can be committed by the member of the Response Cluster.
4. Under “Quantity”, indicate the actual/existing number of the specific resource.
5. Under “Remarks”, provide other important information about the resource such
as location where it can be accessed, sub-classification of the resource, etc.
Example:
CP Form 7: Resource Inventory
RESPONSE CLUSTER Search, Rescue and Retrieval

AGENCY/OFFICE RESOURCE QUANTITY REMARKS
AFP Search, Rescue and 5
Retrieval Team
BFP Search, Rescue and 3
Retrieval Team
BFP Fire Engine 2
CHO Emergency Medical 3
Team
CHO Ambulance 2
CDRRMO Service Vehicle 1
CDRRMO Rescue Boats 2
IMPORTANT
Adhering to the principles of Incident Command
System, indicate only the personnel, major
equipment and vehicles as resources. Do not
indicate small tools as resources such as tables, chairs,
office supplies, etc.
47
CP Form 8: Resource Projection
RESPONSE
CLUSTER
ACTIVITIES/ SOURCES COST ESTIMATES SOURCE OF FUNDS
GAPS
RESOURCE NEED HAVE (FILL-UP ONLY WHEN (FILL-UP ONLY WHEN
(NEED – HAVE) TO FILL THE GAPS APPROPRIATE) APPROPRIATE)
TOTAL
48
Instructions:
IMPORTANT
1. Indicate the name of the Response Cluster on the
above portion of the form. All Response Clusters
specified in CP Form 5
2. Under “Resource”, indicate the existing personnel, will have the
teams, vehicles or major equipment that will be corresponding CP Form
required for the operations. 8.
3. Under “Need”, determine the number of required resources in terms of

quantity. Project the number based on the expected duration for the Response
Cluster to operate, as indicated in CP Form 6.
4. Under “Have”, indicate how many resources are currently available. Refer to CP
Form 7.
5. Under “Gaps”, obtain the number of additional resources needed by the

Response Cluster to undertake the operation. To do this, get the difference
between the “Need” and the “Have.”
IMPORTANT 6. Under “Activities/Sources to

Fill the Gaps”, specify where the
Remember that you are planning for the additional resources will be
WORST-CASE. Your actual existing resources obtained.
may be affected as well and may no
longer be able to operate. Consider this in 7. Under “Cost”, indicate the
your resource projection. estimated amount needed to obtain
the additional resources. Fill-up this
field only when applicable.
Example:
CP Form 8: Resource Projection
RESPONSE Search, Rescue and Retrieval

CLUSTER
ACTIVITIES/ SOURCE OF
GAPS COST ESTIMATES
RESOURCE NEED HAVE SOURCES TO (FILL-UP ONLY WHEN FUNDS
(NEED – HAVE) (FILL-UP ONLY WHEN
FILL THE GAPS APPROPRIATE)
APPROPRIATE)
Search, Rescue 10 8 2 Augmentation
and Retrieval from RDRRMC
Team and nearby
Fire Engine 2 2 0 LGUs
Emergency 4 2 2
Medical Team
Service Vehicle 4 1 0
Rescue Boats 10 8 2 Procurement 2,000,000.00 LDRRMF
49
CP Form 9: Resource Gap Summary
RESPONSE CLUSTER TOTAL RESOURCE GAPS TOTAL COST ESTIMATES
TOTAL
50
Instructions:
IMPORTANT
1. On the first column, list all the Response Clusters.
If there are no costs
required to obtain the
2. Refer to the accomplished CP Form 8 for each
resources for the
Response Cluster and determine the following:
Response Cluster, no
need to fill-up the “Total
o Total Resource Gaps
Cost Estimates.”
o Total Cost Estimates
Example:
CP Form 9: Resource Summary
RESPONSE CLUSTER TOTAL RESOURCE GAPS TOTAL COST ESTIMATES
Search, Rescue and 2 Search, Rescue and Retrieval PHP2,000,000

Retrieval Team
2 Emergency Medical team
2 Rescue Boats
51
CP Form 10: Emergency Operations Center
LOCATION
CONTACT INFORMATION
Primary Alternate
Landline: Satellite Phone:
Mobile: Radio
Email Address: Frequency:
Social Media: Others:
Others:
EOC MANAGEMENT TEAM
POSITION NAMES AND AGENCY/ CONTACT INFORMATION
(CUSTOMIZE AS APPROPRIATE) OFFICE/ ORGANIZATION (PRIMARY AND ALTERNATE)
(PRIMARY AND ALTERNATE)
EOC Manager
Operations Coordinator
Planning Coordinator
Logistics Coordinator
Finance/ Admin
Coordinator
Others
Others
Others
52
Instructions:
IMPORTANT
1. Under “Physical Location”, indicate the specific
location where the EOC will be established at the The EOC should be in a
time of the disaster or crisis. Note that. location that is FREE from
exposure to the hazard’s
2. Under “Primary Contact Information”, provide projected impacts. Do not
contact details of the EOC through primary situate the EOC in a
means such as landline, mobile phones, and location that is hazard-
email address. prone.
3. Under “Alternate Contact Information”, provide contact details of the EOC

through alternate means such as satellite phones and radios.
4. Under “EOC Management Team”, specify the persons in charge of managing

the EOC at the time of the disaster or crisis. Indicate their names,
agency/office/organization as well as individual contact information.

EOC Manager Takes guidance from Responsible Official
Provides overall leadership in the EOC
Assigns responsibility to the EOC staff
Operations Coordinator Coordinates requirements for emergency response
Planning Coordinator Collects, analyzes and displays information
Develops, maintains and disseminates situation reports
Prepares action plan
Tracks resources
Logistics Coordinator Maintains EOC facilities and equipment
Provides transportation, food, and medical services for all
duty personnel
Finance and Manages all financial and administrative concerns of the EOC
Administration
Coordinator
IMPORTANT
Remember that this is the WORST-CASE scenario. Consider assigning primary
and several alternate names of personnel for each EOC position. In
case the names of personnel cannot be identified yet, the planners can
resort to determine the names of agencies/offices/organizations/ that
will provide augmentation.
Additional positions may be indicated in the form, as needed.
53
Example:
CP Form 10: Emergency Operations Center
LOCATION Barangay A, City B (open space beside City Mall)

CONTACT INFORMATION
Primary Alternate
Landline: 8888-8888 Satellite Phone: 001 987 654 3210
Mobile: 09188888888 Radio Frequency: 145.500MHz
Email Address: sample@email.com
Social Media: Facebook:

sample@email.com
EOC MANAGEMENT TEAM

EOC Manager Kiana Albert, LDRRMO Mobile: 60544
Hussain Bennett, OCD Mobile: 41045
Roshan Gay, DILG Mobile: 36708
Operations Coordinator Earl Dougherty, LDRRMO Mobile: 72344
Kellan Farrell, OCD Mobile: 74276
Lynden Leblanc, DSWD Mobile: 82503
Eliott Smyth, PNP Mobile: 70407
Jai Roberson, BFP Mobile: 92274
Planning Coordinator Ronaldo Avila, LDRRMO Mobile: 27311
Safiyah Kline, DOH Mobile: 78394
Amir Hirst, AFP Mobile: 71329
Logistics Coordinator Lori Frederick, LDRRMO Mobile: 97331
Willow Needham, OCD Mobile: 96864
Hettie Wharton, AFP Mobile: 58189
Finance/ Admin Arley Mcmillan, LDRRMO Mobile: 42741
Coordinator Matas Farrington, OCD Mobile: 13502
Aaminah Rennie, AFP Mobile: 55582
54
CP Form 11: Incident Command System
ICS FACILITIES
FACILITIES LOCATIONS
(CUSTOMIZE AS APPROPRIATE)
Incident Command Post
Staging Area
Base
Camp
Helispot
Helibase
Others
Others
Others
INCIDENT MANAGEMENT TEAM
Incident Commander
Public Information Officer
Liaison Officer
Safety Officer
Operations Section Chief
Planning Section Chief
Logistics Section Chief
Finance/Admin
Section Chief
Others
Others
Others
55
Instructions:
1. Under “ICS Facilities”, indicate the facilities

intended to be established and their IMPORTANT
corresponding location at the time of the
disaster or crisis. The ICS facilities should be
in locations that are FREE
2. Under “Incident Management Team”, from exposure to the
designate the members of the IMT who will hazard’s projected impacts.
managing the tactical response. Indicate Do not situate the facilities in
their names and contact information. locations that are hazard-
prone.
Incident Commander Overall manages the incident
Command Staff
 Public Information Officer Interacts with the media and public
 Safety Officer Assesses all operational safety concerns
 Liaison Officer Point of contact for other agencies
General Staff
 Operations Section Chief Implements tactical activities
 Planning Section Chief Collects information and prepares reports
 Logistics Section Chief Provides facilities and services support
 Finance and Administration Section Chief Monitors and approves expenditures
IMPORTANT
Remember that this is the WORST-CASE scenario. Consider assigning primary
and several alternate names of personnel for each IMT position. In case the
names of personnel cannot be identified yet, the planners can resort to determine
the names of agencies/offices/organizations that will fill-up the position.
Additional positions may be indicated in the form, as needed.
Note that ICS is a highly technical concept. Select the IMT members with
proper qualifications and training. Also, for WORST-CASE scenario, single command
IMT may not be suited. Consider the most appropriate Incident Management
Option.
INCIDENT MANAGEMENT OPTIONS

Single Unified Incident Single Incident Area Command
Command Command Complex Divided
No overlapping Multi-jurisdictional, Multiple Multiple An area
jurisdictional multi- agency incidents/events incidents/events command team
boundaries. A incidents/events managed by a managed by oversees multiple
single Incident Requires multiple single IMT separate IMTs IMTs.
Commander (IC) is ICs
designated
56
Example:
CP Form 11: Incident Command System
ICS FACILITIES
FACILITIES LOCATIONS
(CUSTOMIZE AS APPROPRIATE)
Incident Command Post Barangay B, City B (In front of City High School)
Staging Area Barangay B, City B (Near Incident Command Post)
Staging Area Barangay C, City B (In front of City Elementary School)
Base Barangay B, City B (Near Incident Command Post)
Camp Barangay B, City B (Near Incident Command Post)
INCIDENT MANAGEMENT TEAM
Incident Commander Rodrigo Aldred, LDRRMO Mobile: 59411
Jayden-James Haynes, Mobile: 79784
LDRRMO
Elle-May Schwartz, DSWD Mobile: 44608
Public Information Officer Helen Guy, LDRRMO Mobile: 28309
Penny Quintana, PAO Mobile: 77298
Annalise Harrington, OCD Mobile: 72656
Liaison Officer Lilliana Lutz, LDRRMO Mobile: 31453
Mylo Mason, LDRRMO Mobile: 78564
Ioan Seymour, DSWD Mobile: 78685
Safety Officer Keiran Harris, LDRRMO Mobile: 81535
Bert Garner, BFP Mobile: 34972
Tate Boyd, AFP Mobile: 17273
Operations Section Chief Lucille Munoz, LDRRMO Mobile: 45360
Samiya Plummer, LHO Mobile: 10329
Maxwell Mcnally, DOH Mobile: 81363
Planning Section Chief Brooke Olsen, LDRRMO Mobile: 89513
Zaydan Forster, OCD Mobile: 62282
Cayden Gaines, DILG Mobile: 35657
Logistics Section Chief Ottilie Espinoza, LDRRMO Mobile: 11503
Romana Yates, LENRO Mobile: 44735
Marley Cleveland, DILG Mobile: 60544
Finance/Admin Calvin Irving, LDRRMO Mobile: 41045
Section Chief Frederick Bond, Budget Mobile: 36708
Office
Tyreese Short, DILG Mobile: 72344
57
FREQUENTLY ASKED QUESTIONS
What are the main differences between this new CP process and the old one?
The new CP process is a calibration of the SFDRR. It is also aligned to the provisions of
RA 10121 as it links to the recent DRRM mechanisms such as ICS, cluster approach, PDRA
and RDANA. It is also useful for human-induced hazards by conforming with the
NCMCM.
Although the nomenclatures for the old CP process were revised, the approach
remains the same. Further, the CP forms are now enhanced and simplified.
We have already our emergency plans in place. Why do we still need to create CP?
Emergency plan is a generic response plan for any emergency. A CP is intended to

arrange in advance the specific response mechanisms for a worst-case situation.
What is the difference between a Public Service Continuity Plan (PSCP) and CP?
PSCP is intended to avoid disruptions in the delivery of government services. CP is

intended to address the worst-case situation that the government may encounter.
Is it possible to create CPs for more than one disaster or crises?
No, there should be one CP for every hazard. One hazard yields different impacts and
requires different set of resources, agencies involved, and response arrangements.
What is the difference between “sectors” and “clusters”?
The term “sectors” was used in the previous CP manuals. With the approval of the
NDRP and the adherence of the NDRRMC to United Nations, the use of “clusters” is
now introduced.
The application of “clusters” actually reinforces the concept of “sectors.” While

“sectors” refer to a specific functional area of responsibility at the local level,
“clusters” put emphasis on group of units performing a specific task, which is more
applicable for use at the regional and national level.
Is it possible for an agency or organization to lead other clusters even if it is not within its
mandate?
Yes, especially if the scenario calls for it. For worst-case situations, mandated
agencies may probably be overwhelmed or even be part of the casualties. In this
situation, other agencies with the enough capabilities and technical expertise may
take the lead.
58
Are we required to adopt the Response Clusters specified in the National Disaster
Response Plan (NDRP)?
Adopt the Response Clusters only if appropriate. The clusters specified in the NDRP are
just examples of the many possible clusters that we can organize depending on the
needs of the situation. Remember that CP is a need-driven activity. The existing
clusters may be modified depending on the situation or new clusters may arise as
necessary as agreed upon by the planners.
Are the clusters in the NDRP fixed and final?
No, the NDRRMC is continuously developing the clusters based on the emerging needs.
Do we need training on ICS and EOC to participate in the CP formulation workshops?
No, but it will be an advantage if a CP participant fully understands ICS and EOC.
Other trained facilitators co-participants can provide actual mentoring to their
colleagues during the planning process.
The Cluster approach has already been used prior to the adoption of ICS. Now, ICS may
only lead to confusion when used with the Response Clusters. Why still use ICS?
The use of ICS is provided for in in RA 10121, Executive Order No. 82, s. 2012, and
many other issuances of the NDRRMC. Cluster approach will be used for resource
provision whereas ICS will be used for on-scene operations by the resources
provided by the clusters.
For detailed information on how to use both the Cluster approach and ICS in CP, the
NDRRMC Memorandum No. 43, 2016 provides the guidelines on the interoperability of
the IMTs and Response Clusters.
Are we required to establish EOCs?
Yes, all DRRMCs from the national down to local levels are mandated to establish
EOCs as provided for in RA 10121. Specifically, in Section 12, c 23, LDRRMCs shall
“establish a Provincial/City/Municipal/Barangay Disaster Risk Reduction and
Management Operations Center”. This is further supported in various NDRRMC
issuances.
How is risk assessment formula reflected in CP Form 1?
The intersection of vulnerability and exposure to hazard is reflected in the way we

give scores to probability and impact in CP Form 1.
59
<Name of Office/Agency> is not present in the workshop but their participation is crucial.
How can we proceed with the CP process?
Proceed with the planning even if key representatives are not present. In the ways
forward, organize the Working Group who will coordinate with the relevant agencies
to fill-in the remaining portions of the plan.
Where do we get funds for CP related activities?
According to NDRRMC-NSC JMC No. 1, s. 2016, specifically in the following items:
1.2.1. At the national/regional levels, funding for formulation, dissemination,

pilot- testing, evaluation and updating of contingency plans shall be sourced
against the NDRRMF allocated to the concerned national /regional
government agencies.
1.2.2. At the local government level, funding for formulation, dissemination, pilot-
testing, evaluation and updating of contingency plans shall be sourced
against the LDRRMF.
1.2.3. All individual government department, bureau, agency, office, unit and
instrumentality shall use a portion of their appropriations for formulation,
dissemination, pilot-testing, evaluation and updating of their respective
contingency plans as necessary.
The SPHERE Project prescribes minimum standards provided for disaster response. Do we
have to use the SPHERE Project as our reference for the CP?
Yes, the SPHERE standards can be used as reference. It is a helpful guide to identify
and measure necessary resources that will be needed for the CP. However, the use of
SPHERE standards is not mandatory.
Our office/agency cannot comply with the SPHERE standards. What should we do?
The planners can localize and develop the standards. What is important is that the
standards have been agreed upon by the planning body.
Does the youth sector have a role in the formulation of CP?
Yes, the youth sector has a role not just in CP formulation but in all DRRM and CM
activities. RA 9163, RA 10121 and RA 7077 underscore the vital role of the youth in
nation building during peace and war particularly during national crisis, emergency
and disasters/calamities.
60
What are the other possible sources of funds that can be tapped to meet the identified
resource gaps?
Other sources of funds are as follows:

 Presidential Social Fund (PSF)
 GAA
 Local Social Fund
 LGU Trust Fund
 Savings
 General Fund
 Development Fund
 Grants and Donations from Religious Organizations, I/NGOs, CSOs, GOCCs,
NGAs, IHA, Private and Business groups
Can the unexpended balance of the LDRRM Fund be allocated and used to fund the
programs, projects and activities needed for CP?
Yes. The references for this can be found at the COA Circular Number 2012-002 s.
September 12, 2012 and the DBM-NDRRMC-DILG JMC 2013-1 re Allocation, Utilization
of the LDRRMF. However, it is important to note that according to Section 3, Rule 18,
IRR of RA 10121: “…Any such amount still not fully utilized after five (5) years shall
revert back to the general fund and made available for the social services to be
identified by the local sanggunian.”
Can a CP be used as a substitute to the DRRM Plan?
No. CP is intended for ensuring timely and effective response for the worst-case
disaster or crisis. DRRM Plan, on the other hand, entails identification of programs,
projects and activities for the four DRRM thematic areas.
Is there a liability on the part of the LGUs should they fail to formulate their CPs?
Yes. Failure to formulate CP is tantamount to dereliction of duty defined and covered

under Section 19 of RA 10121. This is so because absence of CP will render the LGU virtually
incapable to respond timely and effectively when disaster strikes the territorial
jurisdiction of the LGU, in which case many lives may be lost and immeasurable
damage to properties may occur. Besides, it is the primary duty of LGUs to protect
the lives of its constituents so clearly provided under Section 16, General Welfare
provision of RA 7160 or Local Government Code of 1991.
61
REFERENCES
Publications
Contingency Planning Guide (2012). International Federation of Red Cross and Red
Crescent Societies. Geneva, Switzerland
Contingency Planning for Emergencies: Manual for Local Government Units (2007).
National Disaster Coordinating Council and United Nations High Commission for
Refugees and National Disaster Coordinating Council
Effectiveness of Contingency Planning during Typhoon Lawin (Haima) in selected LGUs

in Region I and CAR.
National Crisis Management Core Manual. (2012). National Security Council
National Disaster Response Plan. (2017). National Disaster Risk Reduction and
Management Council
National Disaster Risk Reduction and Management Plan 2011 – 2028. (2012). National
Disaster Risk Reduction and Management Council
Handbook of Emergencies (2007). United Nations High Commissioner for Refugees.
Laws, Policies and Issuances
Asia-Pacific Economic Cooperation Disaster Risk Reduction Framework
Department of Budget and Management-National Disaster Risk Reduction and

Management Council-Department of the Interior and Local Government Joint
Memorandum Circular 2013-1: Allocation and Utilization of the Local Disaster Risk
Reduction and Management Fund
Executive Order No. 82, s. 2012: Operationalizing the Practical Guide for National
Crisis Managers and the NCMCM; Establishing National and Local Crisis Management
Core Manual; Establishing national and Local Crisis Management Organizations; and
Providing Funds Therefor
National Disaster Risk Reduction and Management Framework
National Disaster Risk Reduction and Management Council and National Security
Council Joint Memorandum Circular No. 1, s. 2016: Guidelines on the Formulation of
Contingency Plans for Natural and Human-Induced Hazards and Adoption of the
Contingency Planning Guidebook
62
National Disaster Risk Reduction and Management Council Memorandum Circular No 04,
s. 2012: Implementing Guidelines on the Use of Incident Command System as an
On- Scene Disaster Response and Management Mechanism under the Philippine
Disaster Risk Reduction and Management System
National Disaster Risk Reduction and Management Council Memorandum No 43, s.

2016: Guidelines on the Interoperability of the Incident Management Teams (IMTs)
and Response Clusters
National Disaster Risk Reduction and Management Council Memorandum No 43, s.

2016: Guidelines on the Mobilization of Incident Management Teams
National Disaster Risk Reduction and Management Council Memorandum

Memorandum No. 131 s 2018: Guidelines on the Establishment, Operationalization and
Management of Emergency Operations Center
Republic Act No. 10121: An Act Strengthening the Philippine Disaster Risk Reduction
and Management System, Providing for the National Disaster Risk Reduction and
Management Framework, Institutionalizing the National Disaster Risk Reduction and
Management Plan, Appropriating Funds and for Other Purposes
Republic Act No. 7160: The Local Government Code of 1991
Sendai Framework for Disaster Risk Reduction 2015-2030. (2015). United Nations Office for
Disaster Risk Reduction.
Websites/Internet Articles
https://www.google.com.ph/
http://www.ifrc.org/
http://www.merriam-webster.com/
https://www.gfdrr.org/sites/gfdrr.org/files/8.2.How_to_Define_Affected_Population.pdf
63

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CONTINGENCY

OVERVIEW OF CONTINGENCY PLANNING..................................................................................10

FORMULATING THE CONTINGENCY PLAN.....................................................................................16

CONTINGENCY PLANNING FORMS............................................................................................28

FREQUENTLY ASKED QUESTIONS.................................................................................................58

Development of Contingency Planning in the Philippines

However, the circumstances regarding emergencies became even more complex

The Contingency Planning Guidebook

The CP Guidebook serves as a handy reference for planners in preparing the

Capacity: a combination of all strengths and resources available within a community,

Civil Society Organizations (CSOs): organized group of individuals, to include non-

Coordination: system for gathering information, making decision, and recording

Command and Control: exercise of authority and direction by the Incident

Cluster: a group of agencies that gather to work together towards common

Crisis Management (CM): involves plans and institutional arrangement to engage

Crisis Management Committee (CMC): a governing body that undertakes CM

Disaster: a serious disruption of the functioning of a community or a society

Disaster Impacts: immediate consequences of a disaster requiring extraordinary response

Emergency Indicators: quantifiable thresholds that signal whether a situation is

Emergency Operations Center (EOC): a designated facility that is staffed and

Hazard: a dangerous phenomenon, substance, human activity or condition that may

Human-Induced Hazard: a significant incident due to human interventions resulting in

Incident Command System (ICS): a standard, on-scene, all-hazard incident

New Normal: characterized by the increasing frequency, magnitude and scope of

Objective: implementation step to attain identified goals. It is specific, measurable, has

Pre-Disaster Risk Assessment (PDRA): a process to evaluate a hazard’s level of risk

Post-Disaster Needs Assessment (PDNA): a multi-sectoral and multidisciplinary

Probability: frequency of occurrence or the return period of losses associated with

Resources: machineries, manpower, methodology, materials, and monetary assets

Risk Assessment: a methodology to determine the nature and extent of risk by

State of Calamity: a condition involving mass casualty and/or major damages to

Triggering Factors: factors that could cause the unfolding of an event.

Vulnerability: the characteristics and circumstances of a community, system or asset

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

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

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

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

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

 DILG Operation Listo

 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

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,

 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

Member agencies of the National/ Regional Crisis

Technical experts (to help in risk assessment and provide other

 Philippine Atmospheric Geophysical and Astronomical

 Philippine Institute of Volcanology and Seismology

 Philippine National Police (PNP) for security-related

 Armed Forces of the Philippines (AFP) for armed

 National Intelligence Coordinating Agency (NICA) and