CONTINGENCY PLAN FOR VOLCANIC HAZARD

SAPANG MAISAC ELEMENTARY SCHOOL

2024
 SCHOOL CONTINGENCY PLAN

A P PR O V A L S H EE T

This document entitled School Contingency Plan for SY 2024-

2027 of SAPANG MAISAC ELEMENTARY SCHOOL, prepared by the
School Contingency Planning Team is a testament to our commitment
of providing effective, efficient, timely and well- coordinated
requisition mechanism in the event of the occurrence of an
EARTHQUAKE in the locality. In compliance for evaluation and
recommendation and approval.

Prepared by:
School Contingency Planning Team
DAISY B. CORDOVA
School Head
Noted by:
DR. DELAPAZ T. WAJE
Public School District Supervisor
Recommending Approval:
ROMEO M. ALIP, PhD CESO V
Schools Division Superintendent

APPROVED BY:

OFFICE OF THE CIVIL DEFENSE

RESOLUTION
 TABLE OF CONTENTS

INTRODUCTION.................................................................................. 1
DEFINITION OF TERMS...................................................................... 3
ACRONYM.......................................................................................... 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
ChapterI.Background......................................................................... 17
ChapterII.GoalandObjectives..................................................... 18
ChapterIII.ResponseArrangements................................................... 19
ChapterIV.Activation............................................................. 23
Annexes...................................................................... 26
CONTINGENCY PLANNING FORMS ........................ 28
CP Form 2: Anatomy of the Hazard .................................................. 31
CPForm3A: Scenario Generation for Natural Hazard........................... 33
CPForm3B: Scenario Generation for Human Induced Hazard.......... 34
CPForm4A: Affected Population........................................ 38
CPForm4B: Breakdown of Affected Population............................... 40
CPForm5: ClusterIdentification.......................................................... 42
CPForm6: Response Activities................................................... 44
CPForm7: Resource Inventory......................................................... 46
CPForm8: Resource Projection.......................................................... 48
CPForm9: Resource Gap Summary........................................... 50
CPForm10: Emergency Operations Center..................... 52
CPForm11: Incident Command System............................................ 55
FREQUENTLY ASKED QUESTIONS............................................... 58
REFERENCES................................................................................ 62
Chapter I: Background

A. INTRODUCTION
Every school has its own story to tell The content in which teaching
and learning takes place influence the process and procedure which the
school makes plans and decisions around curriculum instruction and
assessment. The context also impacts the way school stay faithful to its
mission and vision . Many factors contribute to the overall narrative such as
an identification of internal and external stakeholders, the trends and issues
affecting the school and the community, and the kinds of programs and
services that a school implements to support students learning.
Sapang Maisac Elementary School is located at in between Magalang
and Angeles City. It has an exixting land use as residential with 48.4 % and
has a proposed area of 58.2% and 14.9% for area development. The
Agricultural land has 49.6%. The total land area is 160.3. Sapang Maisac is
rarely damaged by rain fall and flood because it belongs to upper land. Most
of the frequent damage were caused by Earthquake which resulted the
damage of school buildings. Rivers near by is the Abacan River located at
Angeles City.

1
Sapang Maisac Elementary School is located at the northern part of
MEXICO. A first class municipality under the province of Pampanga.
Majority of the land was originally owned by Mr. Lauriano Lacson, which
was the cabeza de barangay of Culiat ( now Angeles City)in 1800’s.
Currently, the Barangay sapang Maisac has a total land area of only just
158.8 hectares from the original 235 hectares as portion of it was
transferred to barangay Duquit of Mabalacat City and the other part was
transferred to Angeles City, Lapid’s Ville, and Sta. Clara Subdivision are also
part of the barangay. The means of transportation are tricycle and public
jeepneys. There have been incidence of theft and natural hazards like
typhoon and earthquake which caused damages to some classrooms and
buildings. There are 14 buildings in the school with 2 classrooms on going
repair and rehabilitation and 3 class for condemnation.The school is said to
be prone to earthquake because it is near the area of Mt. Pinatubo.
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.

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.
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.
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.
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.
ACRONYMS
CBMS: Community Based Management Information System
CLUP: Comprehensive Land Use Plan CM: Crisis Management
CMC: Crisis Management Committee CP: Contingency Planning CSO: Civil
Society Organization DRR: Disaster Risk Reduction DRRM: Disaster Risk
Reduction and Management
DRRMC: Disaster Risk Reduction and Management Council DRRMF:
Disaster Risk Reduction Management Fund
EO: Executive Order
EOC: Emergency Operations Center
GAA: General Appropriations Act
HADR: Humanitarian Assistance and Disaster Response
IMT: Incident Management Team
IC: Incident Commander
ICS: Incident Command System
IHA: International Humanitarian Assistance
INGO: International Non-Government Organization
IRR: Implementing Rules and Regulations
JMC: Joint Memorandum Circular
LDRRMF: Local Disaster Risk Reduction and Management Fund
LGU: Local Government Unit
MC: Memorandum Circular
NCMCM: National Crisis Management Core Manual
NDRP: National Disaster Response Plan
NDRRMC: National Disaster Risk Reduction and Management Council
NGA: National Government Agency
NGO: Non-Government Organization
PDNA: Post-Disaster Needs Assessment
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
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
humaninduced hazards, it is indicated in item 6.1.1 of the NDRRMC-NSC
JMC No. 1, 2016 that “All DRRMCs at all levels, CMCs at the local level, and
individual government departments, bureaus, agencies, offices, units, and
instrumentalities shall formulate contingency plans for natural and/or
human-induced hazards appropriate to their areas in accordance with the
prescribed Contingency Planning Guidebook.” Moreover, in item 6.1.2,
“Other governance stakeholders, including civil society organizations and the
private sector, are 11 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 Therefore
• 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 Hydrometeorological 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 12 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 specific hazard, these must be specified in one
CP as part of the scenario generation.

STAKEHOLDERS AT THE LOCAL LEVEL

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

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 There are trained local CP experts
 expertise is needed.
Once the contingency plan has been
formulated, only little effort is
needed.
CP is not an integral part of our
work.
CP is sensitive, confidential and
threatening. It should be done in
secret.
CP encourages
displacement.
CP is product oriented.
CP process is too tedious. Just give
us a template for us to fill-in on our
own.
and facilitators.
Contingency plan needs to be
reviewed and updated regularly.
CP should form part of the regular
planning activities.
CP should be prepared, developed,
and disseminated to concerned
agencies.
CP helps to prevent displacement
CP is not a product for sale
CP is not like any other plan.
Multistakeholder involvement and
technical expertise are needed.

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 or crises • Determine the level of participation in
the planning process • Invite technical experts • 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

Chapter I: Background
Hazard Analysis

HAZA PROBABI IMPACT AVERAGE R

RD LITY A
PROBABILI
N
R Rema R Rema TY+IMPAC
 at rks at rks
e e
T K

Earth 5 Area 5 Last 25 1

quak is majo
e proxi r
mal earth
to a quak
fault e2
line. scho
Volca ol
nic build
erupti ings
on were
cause affec
d by ted
Mt. by
Pinat havin
ubo. g
wall
crack
ed
that
cause
the
said
build
ings
to
colla
pse
and
may
enda
nger
the
safet
y of
the
child
ren
in
the
scho
ol
prem
ises.
The
area
 has
been
isolat
ed
for
24
hours
.

Fire 3 Some 4 Ther 3.5 2

house e are
s in avail
the able
area fire
are engin
made es
of withi
light n the
mater vicini
ials ty,
that firefi
can ghter
cause s
fire who
outbr can
eaks. readi
Fault ly
y suppr
wiring ess
s. fire
outbr
eak.
Last
year,
2022
.
Ther
e
were
repor
ted
incid
ents
of
fire
in
the
com
muni
ty in
 whic
h2
hous
es
were
burn
ed.

Tropi 3 Tropi 3 Build 3 3

cal cal ings
Cyclo cyclo were
ne ne mino
and rly
other dama
weath ged
er in
distur the
bance scho
s ol.
freque Class
ntly es
pass were
throu distu
gh rbed
the when
area typh
oon
occur
s.
Hazard to Plan for

HAZARD PLAN
FOR

ROOT CAUSES EARLY TRIGGERING EXISTING

WARNING FACTORS MITIGATING
MEASURES

 EARTHQ  MOVEM  LACK OF  CAPACIT

UAKE ENT OF PREPARED Y
Tectonic NEARB NESS / BUILDIN
Plate /Fault Y SECONDAR G/
Movement TECTO Y HAZARD COMMUN
NIC ITY
PLATE  Cracked ASSESS
/FAULT school MENT
MOVEM buildings OR
ENT might MAPPING
collapse
 Animal’ during  Check /
s earthquake inspect
behavio . school
r buildings
.
 News/
Philvoc  Conduct
s earthqua
ke drill
and
revise
drill
plan,
strength
en,
school
DRRM
committ
ee, make
arrangem
ent with
concerne
d
agencies
and
partners.
Scenario

PARTI
CULAR
S
(CAN WORS WOR
BAD
BE E ST
CUST
OMIZE
D)

Gener Earth Earth

al Earth quake quake
Descri quake with with
ption with 6.2 7.2
of 5.2 Magni Magni
Event Magni tude tude
tude

No. of 0-2 3-4 5 or

Affect more
ed
Indivi
duals

No. of 1-5 6-10 More

Dead than
10

No. of 1-5 6-10 More

Injure than
d 10

No. of 1-5 6-10 More

Missin than
g 10

EFFECTS

Comm Com Com No

unicat muni muni com
ion catio catio muni
n n catio
lines lines n
are are lines
still interr availa
opera upted ble in
tional in the
some vicini
areas. ty

Power No Power No
/ power is power
Electri interr interr at all
city uptio upted
n. in
Only some
crack areas
s are
evide
nt .
Electr
icity,
water
and
comm
unica
tion
servic
es
resum
e
after
a
brief
pause
.
Schoo
ls
surro
undin
gs
appea
r to
be
unaff
ected.

Transp Roads There There

ortatio are are are
n still some no
passa road roads
ble that to
are pass
not throu
passa gh.
ble

Enviro House Aroun More

nment s and d 30 than
schoo house 8
l s schoo
buildi totall l
ngs y buildi
were dama ngs
slight ge are
ly and 2 dama
dama schoo ge
ged l and 5
buildi buildi
ngs ngs
were are
slight partia
ly lly
dama dama
ged ge

Respo Respo Respo Local

nse ndent nders respo
Capabi s are nders
lities were mobil aren’t
able ized able
to and to
handl there help
e the is a becau
situat need se
ion. for they
increa are
The
se of also a
schoo
mobil victi
ls and
izatio m.
their
n. They
comm
can’t
unitie Affect
perfor
s are ed
m the
able schoo
dutie
to ls and
s.
exten their
d comm Schoo
appro unitie ls and
priate s their
respo need host-
nse exter com
interv nal munit
entio suppo ies
ns to rt and canno
their assist t
consti ance rebou
tuent to nd
s. cope from
with the
the destr
effect uctio
s and n
retur wroug
n to ht
norm witho
alcy. ut
the
combi
ned
assist
ance
and
suppo
rt of
highe
r
gover
nmen
t
units
and
major
Civil
Socie
ty
Organ
izatio
ns
(CSOs
).
Governmen Government trust Even though People look for other
t Trust is observed. government trust resources because of lack
People in the is observed, of trust in the
community are people are still government, to help them
cooperative. demanding for to survive. Involved
assistance different government
agencies.

Others_____
____________
_________

Others_____
____________
_________

Others_____
____________
_________

Others_____
____________
_________

CP FORM 4A: AFFECTED

POPULATION

AR N DISPLACE
EA O. D
/ O POPULATI
LO F ON
CA IN
(FOR
TI DI
LOCAL
ON VI
GOVERNM
D
ENT
U
UNITS
A
ONLY)
L
S
N N RE
A
O. O. AS
F
O O ON
 F
F IN
IN DI
DI VI
V D
D U
U A
A L
L S
S O
IN U
S
SI T
FO
D SI
R
E D
DI
E E
SP
V E
LA
FE A V
CE
CT C A
M
ED U C
EN
A U
T
TI A
O TI
N O
C N
E C
N E
T N
E T
R E
S R
S

PP
P
1
bui
6
ldi
0
ng
(Gr
ad
e6
Pu
pil
s)

Ma 2
rcu
s
Ty
pe
Bui
ldi
ng
(Ut
ilit
ies
/
Bo
de
ga)

DP 7
W 4
H
Bui
ldi
ng
(Ki
nd
er
an
d
Gr
ad
e2
Pu
pil
s)

AREA/ NO. OF BREAKDOWN

LOCATION INDIVD
(Fill-up only when appropriate)
UALS
AFFECT
INFA CHILD ADU PERSO WITH OTHE
ED
NT REN LT NS W/ SICKN RS
DISABI ESS
(10- (17 YO (18-
LITY
11 & 59
(PWD)
Mont Below) YO)
hs)
 M F M F M F M F M F M F M F

PPP 81 80 0 0 81 80 0 0 0 0 0 0 0 0
building
(Grade 6
Pupils)

Marcus 2 0 0 0 0 0 2 0 0 0 0 0 0 0
Type
Building
(Utilities/
Bodega)

DPWH 42 33 0 0 42 33 0 0 0 0 0 0 0 0
Building
(Kinder
and Grade
2 Pupils)

TOTAL 12 11 0 0 12 11 2 0 0 0 0 0 0 0
5 3 5 3

CP FORM 4B: BREAKDOWN OF AFFECTED

POPULATION

Chapter II: Goal and Objectives

• GOAL:
The goal of the contingency plan is to provide effective, efficient, timely
and well- coordinated response mechanisms in the event of
earthquake in SAPANG MAISAC ELEMENTARY SCHOOL. Such
mechanisms shall help to protect lives, properties and environment,
and restore the immediate needs of the people in Sapang Maisac
Elementary School.

• OBJECTIVES:
1. To ensure the protection of lives and properties in earthquake in
SAPANG MAISAC ELEMENTARY SCHOOL.
2. To determine the immediate needs and resources that will meet the
needs in the event of earthquake.
3. To establish coordination and linkages between and among the
stakeholders of Sapang Maisac Elementary School.

SMARTER OBJECTIVES

S – pecific: clearly stated

M – easurable: quantifiable
A – ttainable: can be achieved
R – ealistic: resembles real life
T – ime bound : with particular a period of time
E – xtending: can be continued and replicated
R – ewarding: generates fulfillment

Chapter III: Response Arrangements

Response
Clusters
 CP Form 5: Cluster
Identification

RESPO AGENCIES/OFFICES LEAD

NSE INVOLVED AGENCY/O
CLUST FFICE
(NUMBER OF FIELDS CAN BE
ER
INCREASED OR REDUCED

MDRR M DS M DI P B PL
MO HO WD EO LG N FP DT
P
Glo
be

Food / / / DSWD
and
NonFo
od
Item

Health / / BHU

Search / / / / AFP/
, DRRM/PNP
Rescue
and
Retriev
al

Logisti / / / / MDRRC
cs

CP FORM 6: RESPONSE
ACTIVITIES

RESPONSE
Search and Rescue Operation
CLUSTER

RESPONSE RESPONSIBLE
TIMEFRAME
ACTIVITIES AGENCIES/OFFICES

Conduct search and

D rescue operation and AFP, BFP, BDRRMC, BHU
retrieval operation
D +1 day Undertake AFP, BFP, MDRRMO, BHO,
continuous DSWD
monitoring,
coordination for the
response, and
augmentation.
Inspect all the
possible damages that
has been made by the
earthquake.

D+ 2 day Secure and clear the AFP, Barangay DRRMO, BHU,

area from the debris
caused by the
earthquake.

CP FORM 6: RESPONSE
ACTIVITIES

RESPONSE
Health
CLUSTER

RESPONSE RESPONSIBLE
TIMEFRAME
ACTIVITIES AGENCIES/OFFICES

Establish an
effective and
efficient health
sector response
operations.
DRRMO, Barangay Health Unit,
D Ensure adequate
School Head
and prompt
assessment of
health needs and
damages at all level

Undertake
continuous
monitoring,
D+1 day MHO, PNP, DRRMO
coordination for the
response, and
augmentation

RESPONSE Food and Non Food Item

CLUSTER

RESPONSIBLE
TIMEFRAME RESPONSE ACTIVITIES
AGENCIES/OFFICES

Activate the Quick

Response Team
as first responders.
Validate all the
prepositional resources at
D-1 day all Field offices as well as AFP, BFP, MDRRMO, MHO
the City Municipal level.
Submit a Status Report
on all prepositioned
resources to the
MDRRMO

D Activate pool of volunteers AFP, BFP, MDRRMO, MHO,

for stockpiling, DSWD
monitoring and
distribution of food and
non food items.
DSWD will coordinate
with other possible
donors, internal or
external.

D +1 day Undertake continuous AFP, BFP, MDRRMO, MHO,

monitoring, coordination DSWD
for the response, and
augmentation

D+ 2 days Conduct of Rapid DSWD

Assessment using the
DSWD tool to validate
information provided by
the local stakeholders to
determine the extent of
damage either partially or
totally, specifically for
food and non food, for
funding requirements.
RESPONSE
Logistics
CLUSTER

RESPONSIBLE
TIMEFRAME RESPONSE ACTIVITIES
AGENCIES/OFFICES

Locate the operation

D-1 centers, emergency Barangay Unit, MDRRMC
vehicles

D Emergency Rescue. MDRRMC

Activate the Operation
Centers and Rescue
Teams

D +1 day Clear possible roads that Barangay Officials, EOC

can be use in the search
and rescue operations

D+2 days Continues monitoring Barangay Officials, School

the area until it is clear Head, MDRRO
and safe.

RESPONSE
Health
CLUSTER

AGENCY REMARKS
RESOURCE QUANTITY
OFFICE

MHO Emergency 5
Medical
Team

BRGY. Ambulance 2
HEALTH
OFFICE

Service 2
Vehicle
BARANGAY
RESPONSE
Search and Rescue
CLUSTER

AGENCY REMARKS
RESOURCE QUANTITY
OFFICE

Search,
Rescue and
AFP 5
Retrieval
Team

MHO Emergency 5
Medical kit/
Team

BRGY. Ambulance 2
HEALTH
OFFICE

Service 2
Vehicle
BARANGAY

Chapter III: Response

Arrangements

Response Clusters
CP FORM 8: RESOURCE
PROJECTION

RESPON
SE
CLUSTE
R

RESOUR NEE HAV GAPS ACTIVITIES/ COST SOURCE

CE D E SOURCES TO ESTIMAT OF
(NEE
D-
 HAV FILL THE GAPS ES FUNDS
E)
(Fill-up (Fill-up
only only
when when
appropri appropri
ate) ate)

Search, 10 5 5 Augmentation
Rescue from MDRRMC
and and nearby LGU’s
Retrieva
l Team

Emergen 10 5 5
cy
Medical
Team

Service 2 2 0
Vehicle

Medical 5 2 3
Kit

Portable 1 3 2
bed

TOTAL 24 14 13

CP FORM 9: RESOURCE GAP

SUMMARY

RESOURCE TOTAL TOTAL COST ESTIMATES

CLUSTER RESOURCE
GAPS

Search, Rescue 5 Search, Rescue

and Retrieval and Retrieval
Team
2 Emergency
 Medical team,
3 Medical Kits
2 Portable bed

TOTAL P 30,000.00

28

Emergency Operations
Center
EOC Management Team
SAPANG MAISAC ES
 CP FORM 10: EMERGENCY OPERATIONS CENTER

LOCATION Sapang Maisac Covered Court

CONTACT INFORMATION

PRIMARY ALTERNATE
 Landline: N/A Satellite Phone:N/A

Mobile: 09173077378 Radio Frequency: N/A

Email Address: Others:

Social Media: Sapang Maisac ES

Others:

EOC MANAGEMENT TEAM

POSITION NAMES AND CONTACT INFORMATION

AGENCY/OFFICE/
(CUSTOMIZE (PRIMARY AND ALTERNATE)
AS ORGANIZATION
APPROPRIATE)
(PRIMARY AND
ALTERNATE)

EOC MANAGER Primary: Daisy B Sapang Maisac Elementary School

Cordova (School Head)

Alternate: Janette M. Sapang Maisac Mexico Pampanga

Dizon Teacher III

OPERATIONS Jeffrey A. Miranda Pandacaqui Ressettlement/

MANAGER (DRRM) Teacher III Sapang Maisac E/S

Monsour T. Mendoza Sapang Maisac Mexico Pampanga

PLANNING Chona G. Fernandez Pandacaqui Ressettlement/

COORDINATOR Teacher III Sapang Maisac E/S

Monina Q. Laxamana Sapang Maisac Mexico Pampanga

Teacher III

LOGISTICS Allysa Puno AO Sapang Maisac Eementary School

COORDINATOR
Susan D. Carlos Sapang Maisac Mexico Pampanga
Teacher III
Incident 31

Command
System
 32

Interoperability
Interoperability:
Harmonization of the response arrangements
 33

Chapter IV: Activation

Non-
Activation
activation
34 Annexes

Working Group
• Overall responsible for the completion of the CP
• Initiates the conduct of follow-through activities
 35

Describe the following:

Purpose

Duties and
Responsibilities

Composition/
Members
 36

MEMBERS OF THE WORKING GROUP

MEMBERS DUTIES AND RESPONSIBILITIES

Head Overall in- charge

Facilitator Leads the discussions

Secretariat Documents and writes the plan

Cluster Representatives Complete the plan of the assigned cluster

37

MEMBERS OPR

Lead

Facilitator

Secretariat

Cluster Representative

Cluster Representative

Cluster Representative

Cluster Representative

Cluster Representative

Cluster Representative

Cluster Representative
38

Other Annexes
39
40
41