CONTINGENCY

PLANNING
As of January 2020
GUIDEBOOK
 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.

Among the recommendations of the UNHCR was the organization of an Emergency Management
Training Program for the National Disaster Coordinating Council (NDCC). 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.

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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.

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.
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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.

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.

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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.

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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.

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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
PDNA: Post-Disaster Needs Assessment
PDRA: Pre-Disaster Risk Assessment
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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 and the
private sector, are enjoined to adopt the Contingency Planning Guidebook for formulation of their
respective contingency plans.”

Further, under the NDRRM Plan 2011 – 2028, Thematic Area 2: Disaster Preparedness, Outcome 10, it is
also indicated that there shall be “Developed and implemented comprehensive national and local

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preparedness and response policies, plans, and systems.”

The formulation of CP is also embodied in various national issuances, policies, programs and guidelines:

 Executive Order No. 82, s 2012: Operationalizing the Practical Guide for National Crisis Managers
and the National Crisis Management Core Manual; Establishing National and Local Crisis
Management Core Manual; Establishing national and Local Crisis Management Organizations; and
Providing Funds Therefor

 NDRRMC Memorandum No. 04, s 2012: Implementing Guidelines on the Use of Incident
Command System as an On-Scene Disaster Response and Management Mechanism under the
Philippine Disaster Risk Reduction and Management System

 NDRRMC Memorandum No. 23, s 2014: National Disaster Response Plan for Hydro-
meteorological hazards

 NDRRMC Memorandum No. 43, s 2016: Guidelines on the Interoperability of the Incident
Management Teams and Response Clusters

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

 NDRRMC Memorandum No. 22, s 2017: NDRRMC National Disaster Response Plan for Hydro-
Meteorological, Earthquake, Tsunami, and Consequence Management for Terrorism Related
Incidents

 NDRRMC Memorandum No. 50, s 2017: Checklist of Actions and Milestones for Earthquake
Preparedness

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

Utilization of the Local Disaster Risk reduction and Management Fund

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

for the Establishment of Local DRRM Officers (LDRRMOs) or Barangay DRRM Committees
(BDRRMCs) in LGUs

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

 DILG Operation Listo

Importance of Contingency Planning

It is a common fact that disasters exist in the Philippines primarily because of its geographic location
within the Pacific Ring of Fire and Pacific Typhoon Belt. The Philippines is currently the 9 th country at
risk to disasters worldwide, based on the World Risk Index Report 2019.

For a disaster prone country like the Philippines, CP yields a number of benefits:

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 It helps to ensure the availability of resources and establishes a mechanism for rapid decision-making
based on authority, responsibility and accountability.

 It contributes to enhancing coordination and networking among individuals, agencies and

organizations.

 It helps to protect lives by arranging potential response structures, mechanisms and resources prior to
the occurrence of any emergency.

CP is applicable to all forms of hazards. It is also applied as part of preparations for planned events. Below
are some examples of where CP can be applied:

 Natural hazards such as tropical cyclones, volcanic eruptions, floods, El Niño and La Niña,
earthquakes, tsunamis, storm surge, landslides and lahar/mud flows

 Human-induced hazards such as conflagration, aircraft crash, vehicular accident, oil spills, hazardous
material/chemical incidents, industrial incidents, garbage avalanche, crimes, bombing, terrorist acts
and armed conflict situations

 Planned events and high density population gatherings such as fiestas, concerts, anniversaries,
conferences, etc.

 Shortages of resources, food or other commodities

 Epidemic or outbreak of serious health problems

The existence of natural and human-induced hazards, even the preparations for planned events, prompts
the need for CP. Some early warning signs usually precede an event that requires emergency response.
Often, it is simply a matter of good knowledge mixed with experience that encourages one to recognize
the need to do planning. However, even if one is not sure that such event may indeed occur, it is still best
to formulate a CP. In other words, the moment we have projected a disaster or an incident, we should start
formulating the CP now. As rule of thumb, “It is better to plan when it is not needed, than not to have
planned when it was necessary.”

Further, there should only be one CP for every hazard. If various kinds of hazards exist, CPs must be
formulated for each. If there are secondary hazards resulting from one specific hazard, these must be
specified in one CP as part of the scenario generation.

Stakeholders involved in Contingency Planning

The process of contingency planning becomes most effective when it is participatory and collaborative,
i.e., it involves the individuals, offices or agencies concerned who will work together in the event of an
emergency.

Practically speaking, all government and private entities are the stakeholders involved in conduct of
contingency planning and have the responsibility to formulate their CPs. Specifically, here are the
stakeholders involved in contingency planning across all levels of governance:
Member agencies of the National/ Regional Disaster Risk Reduction and
Management Council (DRRMC)

Member
Local DRRM Officers (focal persons agencies of the National/ Regional Crisis Management Committee
in DRRM)
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(CMC)
Sanggunian members
Technical experts (to help in risk assessment and provide other technical
Representatives of local committees
information) such as:
Stakeholders at
the
Agency/ Office /
Organization
Level

Division/unit heads

Planning officers and other action officers/ technical staff (finance, logistics,
operations, human resource, etc.)

Disaster Control Group members

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

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
CP is expensive
CP is too technical. External 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.
Facts
CP requires only an appropriate funding source.
There are trained local CP experts 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. Multi-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 MATERIALS TO
 Analyze historical data on previous disasters or crises
 Determine the level of participation in the planning PREPARE
process
 Invite technical experts Maps
Disaggregated population data
 Prepare and review relevant materials
Inventory of resources
Relevant plans and policies
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 included as part of
Chapter I.
3. Write a narrative to further describe the results of
the accomplished form. Refer to existing relevant
sources in coming up with the narrative.
IMPORTANT
There are instances in which the hazard
to plan for is already pre-determined
based on management or organizational
priorities. In such case there is no need to
do CP Form 1.

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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, accomplish CP CP is focused on planning for the
Form 3A: Scenario Generation for Natural worst-case scenario. However, other
Hazard scenarios are still useful as they
provide layers of benchmarking for
b. If planning for a human-induced hazard, preparedness and response
accomplish CP Form 3B: Scenario operations.
Generation for Human-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 exact
M – easurable : an adequate or due portion is quantifiable
A – ttainable : capable of being achieved
R – 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

16
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 providers during The National Disaster Response Plan (NDRP) pre-
the worst-case situation. For this identifies the Response Clusters, with
purpose, accomplish CP Form 5: corresponding heads and members:
Cluster Identification. This will enable
the determination of Response Clusters,  Food and Non-food Items  Education
 Health  Search, Rescue and
with their corresponding heads and  Protection Retrieval
members.  Camp Coordination and  Management of the Dead
Management and the Missing
 Logistics  Law and Order
2. For each Response Cluster, formulate a  Emergency  Phil. International
Humanitarian Assistance
separate and detailed Implementation Telecommunications

Plan. The contents of the However, the local authorities have the liberty to
Implementation Plan are as follows: organize their own Response Clusters based on
needs.
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 indicate the
gaps in resources and the possible resources to fill-in the said gaps.

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.

17
B. Emergency Operations Center (EOC)
The EOC serves as the central facility for coordination
should the worst-case disaster or crisis affect the LGU/
agency/ office/ organization. It will serve as the contact
point for all Response Clusters and external stakeholders
that will provide assistance and augmentation of resources
during the emergency.
IMPORTANT
The EOC should be in a location that is
FREE from exposure to the hazard’s
projected impacts. Do not situate the EOC
in a location that is hazard-prone.

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
Operations Coordinator
Planning Coordinator
Logistics Coordinator
Finance and Administration
Coordinator
Takes guidance from Responsible Official
Provides overall leadership in the EOC
Assigns responsibility to the EOC staff
Coordinates requirements for emergency response
Collects, analyzes and displays information
Develops, maintains and disseminates situation reports
Prepares action plan
Tracks resources
Maintains EOC facilities and equipment
Provides transportation, food, and medical services for all duty personnel
Manages all financial and administrative concerns of the EOC

3. Write a narrative to further describe the results of the accomplished form and the organization
structure of the EOC.

18
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 to

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

For reference, here are the general roles and responsibilities of the IMT:

POSITION ROLES AND RESPONSIBILITIES

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.

19
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.

20
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 as recommended by
RDANA teams working on the ground. This is
applicable especially in the absence of early warning
signs as well as communication from the ground. The
actual findings of the RDANA teams can be used as
justification for activating the contingency plan.
 Intelligence Reports: Based on the intelligence reports
gathered, a CP may be activated to help suppress the
threat of a predicted human-induced crisis and prepare
to assist the communities that might possibly be
affected
IMPORTANT
In situations with predicted or expected
dates when the hazard may take place
(festivals, conferences, and other
planned events), a CP must be activated
days or even weeks before the actual
start of the event.
Subsequently, the deactivation
procedures must take place after the
expected dates of the 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.

21
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 EOC on blue

alert status contingency
alert status
plan?

RO convenes Responders
the clusters at conduct normal
the EOC 3
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 d?
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

22
Sample CP Activation Flor Chart for Planned Event

START

DRRMC activates
contingency plan

EOC on red alert

status

RO convenes the
clusters at EOC

RO mobilizes and
deploys IMT

Clusters and IMT

operate based on
contingency plan

No
Planned
event
ended?
Yes

IMT recommends
deactivation of
contingency plan

RO directs deactivation
of contingency plan

IMT, responders and

clusters demobilize

OpCen on white alert

status

END

23
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 Respective Clusters,
Representatives 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.

24
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.

25
CONTINGENCY PLANNING FORMS
CP Form 1: Hazard Analysis

HAZARD PROBABILITY IMPACT AVERAGE RANK

PROBABILITY +
RATE REMARKS RATE REMARKS IMPACT
2

26
Instructions:
IMPORTANT
1. List all the possible hazards that may affect the LGU/
community/ agency/ office/ organization under the column The rating scales below are
“Hazard.” just examples. In actual
planning, refer to significant
2. Under “Probability”, provide corresponding rating on the historical trends and data on
frequency of occurrence of the hazard based on the agreed past disasters or crises to
rating scale. Indicate other relevant details under “Remarks”, develop the probability and
as necessary. impact rating scales.

3. Under “Impact”, provide corresponding rating on the severity Planners can also refer to
of the effects of the hazard based on the agreed rating scale. scientific data such as hazard
Indicate other relevant details under “Remarks”, as maps and Rapid Earthquake
necessary. Damage Assessment System
outputs for earthquakes.
4. Under “Average”, calculate the average rating by adding the
probability and impact ratings, then divide by 2. Overall, coming up with the
ratings should be based on the
5. Under “Rank”, rank the hazards with the highest average as consensus of the planners and
1, the next highest average as 2, and so on. The hazard with experts.
the highest average will be the priority for Contingency
Planning.

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 probably The event is expected to
occur only in occur at some time, occur at some time, occur in most or many occur in many or most
exceptional cases but probably will not and probably will cases cases

Sample Rating Scale for Impact

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

27
 Example:
Cp Form 1: Hazard Analysis

HAZARD PROBABILITY IMPACT AVERAGE RANK

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

28
 CP Form 2: Anatomy of the Hazard

HAZARD TO PLAN FOR

EXISTING
ROOT CAUSES EARLY WARNING SIGNS TRIGGERING FACTORS
MITIGATING MEASURES

29
Detailed Instructions:

1. Indicate the specific hazard to plan for (the hazard with the IMPORTANT
highest rank from CP Form 1).
Filling-up this form requires
2. Under “Root Causes”, describe the factors or reasons that review of documents such as
explain the existence of the hazard in the area. hazard maps, risk maps and
results of outputs of risk
3. Under “Early Warning Signs”, describe the indicators that assessment. It also requires
provide warning on the impending threat posed by the hazard. consultation with experts from
science agencies and
4. Under “Triggering Factors”, describe the factors or situations intelligence units.
that turn the hazard into an actual disaster or 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 and
Installation of early warning system
infrastructures
Construction of dikes as flood control
Area is situated beside the Forest denudation
structures
shoreline where tropical
All forms of weather
storms and weather Poor drainage system
disturbances Regular de-clogging of waterways and
disturbances normally
canals
emanate. Construction of houses and
buildings along riverbanks
Presence of mangroves and forest trees
Deforestation

30
 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_________

31
 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_________

32
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 those that
2. Under “Particulars” are the conditions to describe how the are relevant.
situation will unfold in case the hazard affects the LGU/
community/ agency/ office/ organization. The fields can be
customized depending on
Describe each condition as “Bad”, “Worse” or “Worst” for CP the situation, as long as it is
Form 3A and “Most Likely”, “Best”, or “Worst” for CP Form agreed upon by the planners.
3B.

CP Form 3A CP Form 3B
(For Natura-Hazardl) (For Human-Induced Hazard)
Bad a severe situation that can possibly occur Most Likely the normal situation that can possibly
based on scientific information, occur based on typical security
historical experience, and consensus of interventions
the planners.
Worse a situation more severe than the bad Best the most desirable situation that can
scenario that can possibly be occur based possibly occur given the heightened
on scientific information, historical security interventions and counter-
experience, and consensus of the measures to address the threat.
planners. However, the crisis may still occur
because the effects of security
interventions and counter-measures are
still uncertain.
Worst the most severe situation that can Worst the more severe situation that can
possibly to occur based on scientific possibly to occur when all security
information, historical experience, and interventions and counter-measures are
consensus of the planners. compromised.

33
Example:
CP Form 3A: Scenario Generation for Natural Hazard

PARTICULARS
(CAN BE CUSTOMIZED)
General Description of Event
BAD WORSE WORST
Tropical cyclone made landfall with
Tropical cyclone made landfall with
Tropical cyclone made landfall with maximum maximum sustained wind of more 220 kph,
maximum sustained wind of 118 to 220
sustained winds of 62 to 117 kph, categorized as categorized as super typhoon. There is
tropical storm. Around 20% of the area in the
kph, categorized as typhoon. Around 50%
possible occurrence of storm surge. Around
of the area in the locality is submerged in
locality is submerged in flood. 80% of the area in the locality is submerged
flood.
in 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 in

Communication Communication lines are still operational
some areas.
Communication lines are totally cut.

Power/ Electricity No power interruption Power is interrupted in some areas. Total power shutdown

Transportation Few roads are submerged in flood waters. Several roads are no longer passable. All roads are no longer passable.

Around 10,000 houses are Around 80,000 houses are

Around 500 houses are
Housing partially damaged.
totally damaged and 5,000 are partially totally damaged and 10,000 are partially
damaged. damaged.

Even the local responders are unable to

While the responders are mobilized, there
Response Capabilities All local responders are able to address the situation.
is a need for augmentation.
address the situation; they are part of the
victims as well.

Government trust is observed. People are While government trust is observed, People lose confidence on the government.
Government Trust cooperative to the government. people are demanding for more assistance. They resort to own self-help and survival.

CP Form 3B: Scenario Generation for Human-induced Hazard

PARTICULARS MOST LIKELY BEST WORST

34
 (CAN BE CUSTOMIZED) (NORMAL ACTIVITIES)
A bombing incident using IEDs takes
place to disrupt the ongoing
General Description of Event international conference, discredit the
government, and gain attention by
creating fear and chaos.
No. of Affected Individuals 100 individuals
No. of Dead 5 individuals
No. of Injured 10 individuals
No. of Missing 0 0
EFFECTS
Transportation No effects
There are minimal damages
Properties properties within the impact area.
There is adequate number of security
Response Capabilities forces to address the situation.
Government trust is observed. People
Government Trust are cooperative to the government.
CP Form 4A: Affected Population
AREA/ LOCATION NO. OF
(WITH COUNTER-MEASURES)
Perpetrators are unable to plant or
detonate IEDs due to target hardening
measures on the part of the security
and police forces.
0 300 individuals
0 30 individuals
0 50 individuals
No effects
to
No effects
There is maximum security presence
for deterrence. Target hardening
measures are optimized.
Government trust is observed. People
are cooperative to the government.
DISPLACED POPULATION
(FOR LOCAL GOVERNMENT UNITS ONLY)
IEDs are detonated one after the other
on specific targets such malls, bars,
restaurants, and other business
establishments. There are also attacks
on critical infrastructures such as ports.
0
Roads near the impact areas are
impassable due to chaos and debris pile
up.
Several properties and establishments
within the locality are damaged.
Security forces are unable to contain the
situation and require augmentation.
Several medical and rescue teams are
deployed.
People lose confidence on the
government. Higher government
authorities require intervention.
35
 NO. OF INDIVIDUALS
INDIVIDUALS NO. OF INDIVIDUALS OUTSIDE REASONS FOR
INSIDE EVACUATION
AFFECTED EVACUATION CENTERS DISPLACEMENT
CENTERS

TOTAL

36
Instructions:
1. Under “Affected Area/Location”, specify the
area/location (such as barangay, street, floors,
building location, room number) that will be
affected by the hazard.
IMPORTANT
Displaced population only applies for LGU-
based CPs since they manage evacuation
centers for the displaced population.

2. Under “No. of Affected Individuals”, estimate For individual offices or organizations, no

the number of individuals who will be affected. need to fill-up the portion on 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

37
 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)
ABOVE) (PWD)
M F M F M F M F M F M F M F

TOTAL

38
 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
2. For every number of individuals affected, provide data disaggregation. In the absence of actual may not necessarily need detailed
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)
ABOVE) (PWD)
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.

39
 CP Form 5: Cluster Identification

AGENCIES/OFFICES INVOLVED
(NUMBER OF FIELDS CAN BE INCREASED OR REDUCED)
LEAD
RESPONSE CLUSTER
AGENCY/OFFICE

40
Instructions:
1. Under “Response Cluster”, list the organized
Response Clusters that will be required to
address the needs that will be required by the
worst-case scenario. It is important to note that
Response Clusters to be listed are based on
what the worst-case scenario demands.
2. Under “Agencies/Offices Involved”, indicate
the name of agencies/offices involved in the CP
process. Put a “check” mark under the name of
agency/office that will have a role to play for
the corresponding Response Cluster.
IMPORTANT:
This process requires coordination primarily
with the local authorities within the area of
responsibility to determine the Response
Clusters.
For reference, below is the list of Response
Clusters pursuant to the NDRP. While the
Response Clusters are pre-identified at the
national level, the local authorities are provided
the autonomy to organize their own Response
Clusters:

 Food and Non-food Items  Education

3. Under “Lead Agency/Office”, choose among  Health  Search, Rescue and
the agencies/offices the one that will act as the  Protection Retrieval
 Camp Coordination and  Management of the Dead
lead to supervise the cluster. Management and the Missing
 Logistics  Law and Order
 Emergency  Phil. International
4. After completing CP Form 5, summarize the Telecommunications Humanitarian Assistance
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
RESPONSE (NUMBER OF FIELDS CAN BE INCREASED OR REDUCED) LEAD
CLUSTER CDRRM CHO CSWDO CEO AFP PNP BFP AGENCY/OFFICE
O
Food and Non-Food / / / CSWDO
Items
Health / / / / CHO
Law and Order / / PNP
Search, Rescue and / / / / AFP
Retrieval
Logistics / / / / CDRRMO

41
 CP Form 6: Response Activities

RESPONSE CLUSTER

TIMEFRAME RESPONSE ACTIVITIES RESPONSIBLE AGENCIES/OFFICES

D_____

D_____

D_____

D_____

D_____

D_____

D_____

D_____

D_____

42
Instructions:

1. Indicate the name of the Response Cluster on the

above portion of the form. IMPORTANT

2. Under “Timeframe”, specify the expected time for the All Response Clusters specified in CP
Response Cluster to initiate action. Here is the Form 5 will have the corresponding
prescribed format: 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 available for AFP, BFP, CDRRMO, CHO
mobilization
D – 1 day Pre-position teams to staging areas AFP, BFP, CHO
D Commence search, rescue and retrieval AFP, BFP, CHO
operations
D + 1 day Undertake continuous monitoring, AFP, BFP, CDRRMO, CHO
coordination for the response, and
augmentation

43
 CP Form 7: Resource Inventory

RESPONSE CLUSTER
AGENCY/OFFICE RESOURCE QUANTITY REMARKS

44
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 will
2. Under “Agency/Office”, specify the agency/office as member of have the corresponding CP
the Response Cluster. 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 Team 3
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.

45
 CP Form 8: Resource Projection

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

TOTAL

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 will
2. Under “Resource”, indicate the existing personnel, teams, vehicles have the corresponding CP
or major equipment that will be required for the operations. Form 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

Remember that you are planning for the WORST-
CASE. Your actual existing resources may be
affected as well and may no longer be able to
operate. Consider this in your resource projection.
Gaps”, specify where the additional
resources will be obtained.
7. Under “Cost”, indicate the 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
COST SOURCE OF
ACTIVITIES/ ESTIMATES FUNDS
GAPS
RESOURCE NEED HAVE SOURCES TO (FILL-UP ONLY (FILL-UP ONLY
(NEED – HAVE)
FILL THE GAPS WHEN WHEN
APPROPRIATE) APPROPRIATE)
Search, Rescue and 10 8 2 Augmentation
Retrieval Team from RDRRMC
Fire Engine 2 2 0 and nearby LGUs
Emergency Medical 4 2 2
Team
Service Vehicle 4 1 0
Rescue Boats 10 8 2 Procurement 2,000,000.00 LDRRMF

47
 CP Form 9: Resource Gap Summary

RESPONSE CLUSTER TOTAL RESOURCE GAPS TOTAL COST ESTIMATES

TOTAL

48
Instructions:
IMPORTANT
1. On the first column, list all the Response Clusters.
If there are no costs required
2. Refer to the accomplished CP Form 8 for each Response to obtain the resources for the
Cluster and determine the following: Response Cluster, no need to
fill-up the “Total Cost
o Total Resource Gaps 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 Team PHP2,000,000

Retrieval 2 Emergency Medical team
2 Rescue Boats

49
 CP Form 10: Emergency Operations Center

LOCATION
CONTACT INFORMATION
Primary Alternate
Landline: Satellite Phone:

Mobile: Radio Frequency:

Email Address: Others:

Social Media:

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___________

50
Instructions:
IMPORTANT
1. Under “Physical Location”, indicate the specific location
where the EOC will be established at the time of the disaster The EOC should be in a location
or crisis. Note that. that is FREE from exposure to the
hazard’s projected impacts. Do not
2. Under “Primary Contact Information”, provide contact details situate the EOC in a location that
of the EOC through primary means such as landline, mobile is hazard-prone.
phones, and email address.

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.

POSITION ROLES AND RESPONSIBILITIES

EOC Manager
Operations Coordinator
Planning Coordinator
Logistics Coordinator
Finance and Administration
Coordinator
Takes guidance from Responsible Official
Provides overall leadership in the EOC
Assigns responsibility to the EOC staff
Coordinates requirements for emergency response
Collects, analyzes and displays information
Develops, maintains and disseminates situation reports
Prepares action plan
Tracks resources
Maintains EOC facilities and equipment
Provides transportation, food, and medical services for all duty personnel
Manages all financial and administrative concerns of the EOC

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.

51
Example:
CP Form 10: Emergency Operations Center
LOCATION Barangay A, City B (open space beside City Mall)
Primary
Landline: 8888-8888
Mobile: 09188888888
Email Address: sample@email.com
Social Media: Facebook: sample@email.com
POSITION
(CUSTOMIZE AS APPROPRIATE)
EOC Manager
Operations Coordinator
Planning Coordinator
Logistics Coordinator
Finance/ Admin Coordinator
CONTACT INFORMATION
Alternate
Satellite Phone: 001 987 654 3210
Radio Frequency: 145.500MHz
EOC MANAGEMENT TEAM
NAMES AND AGENCY/ CONTACT INFORMATION
OFFICE/ ORGANIZATION (PRIMARY AND ALTERNATE)
(PRIMARY AND ALTERNATE)
Kiana Albert, LDRRMO Mobile: 60544
Hussain Bennett, OCD Mobile: 41045
Roshan Gay, DILG Mobile: 36708
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
Ronaldo Avila, LDRRMO Mobile: 27311
Safiyah Kline, DOH Mobile: 78394
Amir Hirst, AFP Mobile: 71329
Lori Frederick, LDRRMO Mobile: 97331
Willow Needham, OCD Mobile: 96864
Hettie Wharton, AFP Mobile: 58189
Arley Mcmillan, LDRRMO Mobile: 42741
Matas Farrington, OCD Mobile: 13502
Aaminah Rennie, AFP Mobile: 55582
52
 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
POSITION NAMES AND AGENCY/ CONTACT INFORMATION
(CUSTOMIZE AS APPROPRIATE) OFFICE/ ORGANIZATION (PRIMARY AND ALTERNATE)
(PRIMARY AND ALTERNATE)
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___________

53
Instructions:

1. Under “ICS Facilities”, indicate the facilities intended to

be established and their corresponding location at the IMPORTANT
time of the disaster or crisis.
The ICS facilities should be in
2. Under “Incident Management Team”, designate the locations that are FREE from
members of the IMT who will managing the tactical exposure to the hazard’s projected
response. Indicate their names and contact information. impacts. Do not situate the facilities
in locations that are hazard-prone.
POSITION ROLES AND RESPONSIBILITIES
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

INCIDENT MANAGEMENT OPTIONS

IMPORTANT
Single Command Unified Command Incident Single Incident Area Command
Complex Divided
Remember that this is the WORST-CASE scenario. Consider assigning primary and several alternate
No overlapping
names of personnel for Multi-jurisdictional,
jurisdictional
each
multi- agency
Multiple
IMT position. Inincidents/events
case Multiple
cannot An
the names ofincidents/events
personnel area command
beteam
identified
oversees
yet,
theboundaries.
planners A can resort
single to determine the
incidents/events names of agencies/offices/organizations
managed by a managed by thatmultiple IMTs. the
will fill-up
position.
Incident Commander Requires multiple ICs single IMT separate IMTs
(IC) is designated
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.

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
POSITION NAMES AND AGENCY/ CONTACT INFORMATION

54
 (CUSTOMIZE AS APPROPRIATE) OFFICE/ ORGANIZATION (PRIMARY AND ALTERNATE)
(PRIMARY AND ALTERNATE)
Incident Commander Rodrigo Aldred, LDRRMO Mobile: 59411
Jayden-James Haynes, LDRRMO Mobile: 79784
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 Section Chief Calvin Irving, LDRRMO Mobile: 41045
Frederick Bond, Budget Office Mobile: 36708
Tyreese Short, DILG Mobile: 72344

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?

55
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.

56
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.

57
<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.

58
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.

59
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

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

60
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

61