DISASTERS AND

EMERGENCIES

PSUPT ORLANDO OBISPO YEBRA JR (DSC) MPA, CESE/PESE

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Emergency Sudden condition or state of affairs calling for immediate
action.

Disaster - is simply something that happens suddenly, usually without

warning, causing much suffering and loss.

Crisis - A dangerous or critical moment of development

Important Areas in Crisis Management:

 Theories of Crisis Management

The 4P Crisis Management Model
 The CM Organizational Structure
 The delineation of responsibilities
Three-Tiered Defense System
 Procedures/Actions during crisis

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 CRISIS MANAGEMENT
Refers to measures to identify, acquire,
and plan the use of resources needed to
anticipate, prevent, and/or resolve a crisis,
disaster, threat to public safety or acts of
terrorism.

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 DEFINITION

CRISIS EMERGENCY
from the Greek word krisis,
-sudden condition or
It means "to separate." state of affairs calling for
Immediate action
- a turning point in the
Progress of an affair or a
series of events

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 CRISIS

Progressive Sequence of events

Build Up of Instability
Growth of Tension

Turning Point
Decision

Change
Continuity
Survival
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 EMERGENCY
Sudden and/or Event (s) or
Unforeseen State of Affairs

Immediate Response
Correction
Mitigation
Remedy

Recovery
Restoration
CRISIS EMERGENCY
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 “Crisis is a crucial event
or situation requiring a
special response to assure
an acceptable solution”

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CRISIS IS
CHARACTERIZED BY:

• Time Compression
• Necessitates rapid response
• Necessitates unexpected response
• Normal activities carry on

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CRISIS IS
CHARACTERIZED BY:
• Threats to
- Life
- Property
- Reputations
- Relationships
- Operations
• Demands Accurate and Risk Effective Action

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 CRISIS NEEDS . . .

• Organizational Structure Different from

Organizational Standard

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 CRISIS NEEDS . . .

• Management System that Facilitates

Decision Making Process

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CRISIS NEEDS . . .

• Special Analysis, Planning, and

Implementation of Crisis Response
Plans and capabilities. .

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 CRISIS NEEDS

• Special and Specific Legal Considerations

• Special and Specific Response to Media,
Public
• Special Emphasis of Identifying Victims
– Actual
– Perceived
– Extended

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 REFERENCES
• Crisis Management Manual (Nov 2000)

• Police Operational Procedures

• E.O. 309 Mandating NPOC to create Crisis
Management Committees (CMC) at all levels
• Sec. 116 R.A. 7160 LGC Creating local POCs
• E.O. 773 January 5, 2009 Further
reorganizing the POC

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 CRISIS MANAGEMENT POLICIES
• Terrorism as a Criminal Act
• Peaceful Means and other Options in the
Resolution of a Crisis
• No Compromise with Terrorists
• Safety of Victims and Civilians
• Prompt Handling of a Crisis at the Lowest Level
Possible
• Coordinated Government Response to a Crisis
• Respect for Human Rights
• Handling Hostage Situations

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 TWO TYPES OF CRISIS

1. MAN-MADE 2. NATURAL

FORTUITOUS EVENT ≠ FORCE MAJEURE

CRISIS ≠ CRISES

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MAN-MADE CRISIS/EMERGENCIES

1. Civil Disturbance
2. Revolt
3. Revolution
4. Border Incident
5. War
6. Kidnapping
7. Hijacking
8. Hostage-Taking
9. Terrorists Activities
10. Attacks/Raids on government installations/ vital
facilities.

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 NATURAL CRISIS/EMERGENCIES
1. Fire
2. Marine/Air Disasters
3. Structural Collapse
4. Hazardous Spills
5. Utilities failure (Power, Water, Telephone)
6. Nuclear Accidents
7. Food scarcity/famine
8. Fuel shortage
9. Pestilence/epidemic
10. Floods
11. Volcanic Eruption
12. Earthquake
13. Typhoons
14. Drought
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 Organization of NPOC
The Director-General of the National Security Council (NSC)
Secretary DILG The Executive Secretary
The Secretary of Foreign Affairs
Secretary DND The Secretary of National Defense (SND)
The Secretary of Justice
Secretary DSWD The Secretary of Agriculture
The Secretary of Agrarian Reform
Secretary DOJ The Secretary of Public Works
The Secretary of Social Welfare and Development
Chief, PNP The Secretary of Health
The Secretary of Trade and Industry
Chief of Staff, AFP The Secretary of Transportation
The Secretary of Education
Other concerned cabinet members The Secretary of Environment and Natural Resources
The Press Secretary
The Chairman of the Dangerous Drugs Board
The Chairman of the National Commission on Indigenous Peoples
The Presidential Adviser on the Peace Process
The Director-General, Presidential Management Staff
The Director-General, Philippine Information Agency
The Chairperson of the Presidential Anti-Graft Commission
The Chief of Staff of the Armed Forces of the Philippines (CSAFP)
The Chief of the Philippine National Police (PNP)
The Director of the National Bureau of Investigation
Three (3) Representatives from the private sector who shall be
appointed by the President of the Philippines.

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FUNCTIONS of the Crisis Management
Committee
• Formulate crisis management procedures
• Integrate and orchestrate actions to
prevent and control crisis incidents
• Address crisis situations arising from peace
and order and internal security concern

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 CMC Chairmanship and
Vice Chairmanship

RPOC
Appointed by the SILG
CMC

PPOC
Provincial Governor
CMC

C/MPOC
City/Municipal Mayor
CMC

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 Composition of Lower Level CMC
• Lower level CMC is a replication of National CMC

• Lower level CMC is composed of

- Political leadership
- Military/Police
- NGOs

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 GENERAL TASKING:
MAN-MADE CRISIS/EMERGENCIES
- Peace and Order Council (POC) at the appropriate
level shall primarily act on the crisis situation.

NATURAL CRISIS/EMERGENCIES
- Crisis as a result of natural disasters or calamities, the
National Disaster Coordinating Council (NDCC) and its
subordinate entities shall primarily address the problem.

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LOCAL CHIEF EXECUTIVES’ DUAL ROLE

Chairman of the local government Crisis

Management Committees (CMCs)
Chairman of the Local Disaster Coordinating
Councils (LDCCs)

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Four (4) P CRISIS MANAGEMENT MODEL

Proactive Phase – designed to predict or

prevent the probability of occurrence of crises at the
same time prepare to handle them when they occur
• Prediction
• Prevention
• Preparation
Reactive Phase – the actual execution or
implementation of any contingency plan when a crisis
situation occurs despite the pro-active measures
• Performance
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 PREDICTION
Foretelling the likelihood of crisis, through:
a. Continuous assessment of all possible threats
and threat groups.
b. Analysis of developing or reported events and
incidents.
c. Updated inputs from intelligence reports

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 PREVENTION
a. Institution of passive and active security measures
b. Remedy or solution of destabilizing factors or
security flaws to such crisis or emergency
c. Vigilance and alertness to signs or manifestations
of developing crisis or emergency
d. Establishment of alert systems

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 PREPARATION
Pre-CRISIS actions and measures undertaken to
avert or minimize loss of lives and properties:
a. Community organizing,
b. Training,
c. Planning,
d. Stockpiling,
e. Hazard mapping,
f. Public information and education initiatives
g. Simulated drills
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 PERFORM
a. Initial Action
Securing the scene
Establishing perimeter security
Evacuating innocent civilians
Preventing escape of perpetrators
b. Action It begins as soon as the On-Scene Command
Post (OSCP) is established and the Tactical Intervention,
Service Support Units, Negotiation Team and Public Affairs
personnel arrived and are deployed
c. Post Action Begins as soon as the perpetrators
surrender, or when they are captured or neutralized and the
crisis situation is deemed clear.
Restore normalcy and bring responsible to court
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THREE-TIERED DEFENSE SYSTEM
(Three Lines of Defense)

A. INTELLIGENCE

B. TARGET
HARDENING

C. INCIDENT
MANAGEMENT

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 “ To know the enemy and identify
their potential targets ”
a. Identification of potential terrorist targets
b. Identification of terrorist organization/profile
c. LGEs to organize their own intelligence collector
d. Surveillance and records/document exploitation
e. Pre-emptive strikes on lairs
f. Manhunt and arrest of terrorists
g. Establishment of communication linkages with
community
h. Public awareness and Education on the Terrorist
and the Bomb
i. Intelligence sharing and fusion with other
agencies
j. Designation of Security Officer
k. Monitoring of ports of entry and foreigners in the
country
l. Text messages, TELECOMS and Patrol 117
 Making it difficult to terrorist to
succeed in their targets ”

a. Enhance physical and personnel security

measures thru:
Deployment of PNP/AFP scty
personnel
Enhancement of technological eqpmt
Conduct of scty survey and inspection
Strengthening of physical scty
measures
Development of security
consciousness
b. Conduct rehearsals/drills/dry runs
c. Convene the CMC
d. Review and implement IA/CPSP
e. Designation of Incident Manager and
organization of Crisis Mgmt team
f. Community partnership
 “ To manage
effectively the
incident and
mitigate the effects
of the terror attack”
 LGEs will take the lead role
 Activate Crisis Management Team
 Activate CMC
 Activate On-Scene Command Post
 Secure and render safe the blast site
 Evacuate and provide first aid (MEDEVAC Plan)
 Investigate, gather evidence and arrest suspects
 Establish commo linkages
 Manage information (Media Relations)
 Manage augmentation and assistance
 Traffic and crowd control
 Put out fires
 Trauma management
4P CMM 3 TDS
Prediction INTELLIGENCE

Prevention TARGET
Preparation HARDENING

INCIDENT
Perform
MANAGEMENT

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 Important
“During times of confusion and
chaos, the first thing those people who
were affected want to see is a quick
government response that would bring
back normalcy in the least possible
time”

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 More important
“A quick government response to
critical incidents can only be attained if all
those who are involve know and
understand their role in the over-all plan”

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 POC
CMC

GROUND COMMANDER
NEGOTIATION OPERATION SERVICE SUPPORT PUBLIC AFFAIRS
GROUP GROUP GROUP GROUP
INVEST/LEGAL
NEGOTIATION SECURITY TEAMS PUBLIC INFO
TEAM ELEMENTS TEAM
INTEL TEAM
LIAISON TACTICAL MEDIA CONTROL
TEAM ACTION/ TEAM
INTERVENTION MEDICAL TEAM
ELEMENTS
CIVIL RELATIONS
COMMEL TEAM TEAM
UTILITIES
LIAISON TEAM
FIRE-FIGHTING

LOGISTICS
TEAM

ADMIN TEAM 38
 BASIC QUESTIONS THAT MUST BE
ANSWERED AND KNOWN TO ALL

1. Who is in charge?
2. Where is the operations center located?
3. What will the method of communication be?

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DETERMINE LOGISTICS REQUIRED

1. Where should coordination be made?

2. Who has equipment available on short
notice?
3. Who can contribute to resolution of the
crisis?

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ACTIONS DURING CRISIS
1. CONTAIN the incident
2. ISOLATE the affected area
3. EVACUATE person at risk
4. APPROPRIATE POLICE ACTION
5. RESTORE NORMALCY/REHAB

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 CONTAINMENT
• First response procedures
• Identify & locate the incident
• Identify immediate extent and potential risk
of the problem
• Secure the scene & establishing perimeter
security
• Monitoring the progress of the incident
• Establish an Operation Center
• Establish On Scene Command Post

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ISOLATE THE IMPACT AREA

• Establish a security zone

• Identify access for each CM Components
• Monitoring the progress of the incident
• Gathering of information
• Clear areas for possible evacuation

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 EVACUATION

• Evacuation procedures
• Establish triage area
• Management of Casualties
• Identify temporary mortuary area

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POLICE ACTION

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REHABILITATION

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INCIDENT COMMAND POST
PLANNING AND
MOBILIZATION
THREE LEVELS OF COMMAND

STRATEGIC

OPERATIONAL

TACTICAL
 COMMANDERS IN THREE
LEVELS
CMC/OVER-ALL COMMANDER

GROUND COMMANDER

TACTICAL COMMANDER
 CMC/
Over-all
Command
(Strategic)

ROLE

Senior individual in command

who sets the strategic aim
for dealing with the incident
 Ground
Commander
(Operational)

ROLE

Attends the Scene

Formulates OPERATIONS PLAN
To achieve the aims
of CMC/Over-all Command
 Tactical
Comdrs

ROLE

Attends the Scene

Formulates TACTICS
To achieve the aims
of Ground Commander
 Strategic

Operational

Scene Scene
Tactical

Scene
CRISIS MANAGEMENT STRUCTURE
KEY CONCEPTS
• Command and Control
– Built into the structure to assure good
communication, decision making, as it
relates to strategic vs. tactical decision
• Performance as a team
– Individuals do not resolve critical incidents
CRISIS MANAGEMENT STRUCTURE
KEY CONCEPTS
• Speed in Decision Making
–Reduction of administrative barriers
–Eliminate layers
–Improve information flow
–Delegate authority to the lowest level
possible

• Flexibility
–The critical incident environment is one
that is constantly changing
Crisis Management Task Group
Primary Functions:
1. Operations
2. Logistics
3. Planning Finance
4. Administration
5. Command
 Concept of Operation:

 All operations are directed from the Command

Post
 There is only one Command Post per incident
WHY DO WE ESTABLISH A COMMAND
POST?
• To facilitate communications and
decision making
• To track large volumes of information
• To formulate strategy, tactics and
operations in response to a critical
incident
 WHEN DO WE ESTABLISH A COMMAND
POST?

• When the scope of the incident requires a

management process that exceeds the
routine capabilities of the responding
entity.
• When a multi-agency response is
required.
 SUCCESSFUL CRISIS
MANAGEMENT
• Necessitates the application of a
command/authority structure.
• Each component should be headed by a
coordinator with the responsibility for
that units’ success.
 GUIDELINES FOR ESTABLISHING AN
INCIDENT COMMAND POST
a. Position away from the general noise and confusion
normally associated with the incident.
b. Position outside of the present and potential hazard
zone.
b. Position within view of the incident.
c. Have the ability to provide security and control
access to the ICP as necessary.
d. Identify location with the distinctive banner or
sign.
 HOW TO IMPROVE DECISION
MAKING UNDER STRESS
a. Have a comprehensive crisis management plan.
b. Have clearly defined objectives.
c. Stay current on pertinent info.
d. Include others in decision making process.
d. Use action criteria.
e. Conduct regular crisis simulation training.
END