DOH Orientation On PSCP - Public Version

Public Service Continuity Plan
Health Emergency Management Bureau
doh.gov.ph
Notice ● Please do not disseminate this slide
outside the Department of Health
and all its affiliate institutions.
● This should only be used for
providing orientation and not for
training purposes.
Republic of the Philippines

Department of Health 2
/doh.gov.ph
● Health Program Officer II at the DOH Health Emergency Management
Bureau
● 14 years of government service: 6 years with the Epidemiology Bureau,
and 8 years with HEMB
● Program Manager for the Chemical, Biological, Radiological and
Nuclear in Health and Alternate Representative for the DOH at the Anti-
Terrorism Council.
● Program Manager for the Emergency Disaster Planning Program (Public
Service Continuity and Contingency Planning) and Systems Evaluation
and Development Program.
● Designated as the National Focal Person for the World health
Organization- Radiation Emergency Medical Preparedness and
Assistance Network (REMPAN)
● Represented the Philippines in ASEAN and other international meetings
and workshops.
● Participated in national and international trainings related to DRRM.
● One of the few to graduate at the International Atomic Energy Agency-
Regional School of Radiation Emergency Management and China
FRANCIS RAIZE Institute for Radiation Protection.
NICHOLAS L. BAUTISTA ● Provides technical assistance to National Government Agencies, Local
Government Units and Partners on the Minimum Initial Service Package
for Sexual Reproductive Health, development of PSCP and CPs, and
Department of Health 3 CBRN.
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4
MYLENE
MANGALIND
Department of Health
AN
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● Nurse III
● Masters of Arts in Nursing
● Instructor, Resource Speaker, and Facilitator in various
DRR and in house/ hospital trainings at Quirino
Memorial Medical Center
● TWG member for the Development of the PSCP
Guidebook version 2
● Acts as Resource Speaker and Process Facilitator for the
roll out of PSCP in DOH and other NGAs.
● Mentor of the PDRF Mentorship Program for PSCP
What is ● The uninterrupted ability to provide
services and support while
Continuity? maintaining organizational viability
before, during, and after an event
(FEMA, 2013).

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What is • Capability of a public sector
organization to continue the
Public delivery of services at acceptable
predefined levels following a
Service disruptive incident (NDRRMC
Continuity? TWG adaptation of “business
continuity” from ISO 22300).

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What is Public Service
Continuity Plan?
• A document containing
strategies and mechanisms
of a government agency/
organization to ensure
continuous delivery of
services to the public
amidst any disruption.
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PSCP
Development
The concept of PSCP resulted

from the joint-collaboration of
OCD, NDRRMC TWG, and
Philippine Disaster Resilience
Foundation.

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PSCP
vs
QMS
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What is the difference between PSCP and ISO 9001:2015?
Both comply with Quality Management Systems
PUBLIC SERVICE ISO 9001:2015

CONTINUITY
• Focuses on quality of services and
• Tailor fitted to ISO 22301:2019 products delivered to clients or
• Focuses on operations during any stakeholders.
type of disruptions in order to
serve the fastest recovery time.

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Legal
Basis

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Legal
Basis

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Legal
Basis

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Legal
Basis

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Where is N/R/LDRRM PLANS
PSCP in
DRRM? Prevention and Mitigation Preparedness Event Response
Rehabilitation
and Recovery
Prevention Preparedness Response Rehabilitation

and Plan Plan & Recovery
Mitigation (NDPP) (NDRP) Plan
Plan
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Reasons for PSCP
• To ensure the continued performance of essential functions through timely and
orderly recovery.
• To resume delivery of vital services to customers (public).
• To minimize damage and loss to critical processes by protecting essential facilities and
resources.
• To reduce or mitigate disruptions to operations.
• To ensure succession if agency leadership is disrupted.
• To ensure continual improvement of continuity capabilities through a test, training,
and exercise program.

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Continuity ● The people responsible for crafting a
public service continuity plan are
Core known as members of the Continuity
Core Team (CCT).
Team

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Who
Comprises
the CCT?

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Elected Officials / Head of Agencies
CCT
Structure Senior Leadership
Continuity Manager
Continuity Coordinator
Continuity Planning Team /

Continuity Working Group

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Recommended
CCT Members
in Hospitals

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People Involved in PSCP
1. Elected Officials/Head of Agencies
2. Senior Leadership
3. Continuity Manager
4. Continuity Coordinator
5. Continuity Planning Team
6. Employees

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Continuity Program Leadership
Management
Staff
Facilities
Communications and
Technology

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Scope Consider the following in defining the
scope of the PSC program:
●Can start in a division of the
organization.
●Specific geographical location.
●Core functions of the organization.

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What do you Need to Know on
Public Service Continuity
Planning
● Risks
● Result or Impact
● Ranking of Priorities
● Recovery
● Resources
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Risk Assessment
and
Impact Analysis

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Risk INTERNAL
Know what are the

risks or possible
causes of disruption
to your agency. EXTERNAL

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Risk Note:
● An effect is a deviation from
the expected – positive
• RISK is the effect of and/or negative
• uncertainty on objectives ● Often expressed in terms of
(ISO 31000) consequences of an event
and its likelihood.
Source: ISO 31000

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VULNERABILITY of
Risk PROBABILITY of a
threat
the asset to that
threat
IMPACT if it
occurred
Source: ISO 31000

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Are you are Risk Taker?
Source: ISO 31000

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Risk Appetite● refers to the amount of risk that an
organization is prepared to accept, tolerate
or be exposed to at any point in time.
(Business Continuity Institute)
Source: ISO 31000

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Residual is the level of risk remaining after all cost-
Risk
effective actions have been taken to lessen the
impact, probability and consequences of a
specific / group of risk, subject to an
organization’s risk appetite.
Source: ISO 31000

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Risk Log ● is a summary of identified risks and their
ranking, and how they are to be treated.
● Also known as Risk Register
Source: ISO 31000

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Basic Components of a Risk
Registry
1. Unique risk 2. Name or title of 3. Controls
number for each team member
risk identified. responsible for currently in
risk (risk owner) place.

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Registry
4. Information 5. Ranking 6. Budget and
schedule necessary
used to assess
to implement risk
and prioritize treatment
risk

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Registry
7. Risk 8. Residual risks (any
risk not addressed
9. Secondary risk
(additional or new
Treatment that remains after
treatment)
risk created by the
treatment of the
Strategies primary risk)

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Risk Assessment Process
Source: ISO 31000

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Step 1: Hazard and Risk Identification
TYPES OF HAZARDS EXAMPLES
Natural • Hydro-meteorological
• Tropical cyclones
• Storm surges
• Heavy rainfall and flooding
• Geophysical
• Earthquakes
• Landslides
• Volcanic Activity
• Tsunami
Human-Induced • Terrorist event

• Industrial accidents
• Transport accidents
Technological • Cyber security breaches affecting critical infrastructure
Biological • Epidemics

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Step 2: Hazard and Risk Identification
IMPACT AREAS VULNERABILITY
Facility Primary workplace is rendered unavailable (denial of access)
People • Employee safety and wellbeing are affected;

• Workforce is disrupted affecting operations
Public Loss of public trust and confidence

Process Critical operational activities within the organization are disrupted
Supply Chain Inability of critical supplier or third-party service provide to deliver services required by vital processes
ICT Loss of access to critical ICT systems and applications which support vital operations

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●“How will employees or the community
Checklist Questionsbe affected?”
for Risk Identification
●“How can critical systems be
damaged?”
●“What single points of failure exist?”
●“What are considered operational
disruptions?”
●“What hazards have legal or regulatory
impact?”
●“What hazards have a public relation
impact?”

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Do we need a PSCP
for every scenario?

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Risk Analysis
● establishes the basis for risk evaluation Note:
by identifying the nature and level or ● Risk analysis provides the basis for
risk for an event. risk evaluation and decisions for the
● helps determine the magnitude of a risk risk treatment.
or combination of risks, expressed in
terms of the combination of ● The risk analysis can be quantitative
consequences and their likelihood. or qualitative.
Source: ISO 22301:2012

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Risk Analysis: Quantitative
RATING LIKELIHOOD DESCRIPTION
5 Almost Certain 81% - 100% probability of an event happening
4 Likely 61% - 80% probability of an event happening
3 Possible 41% - 60% probability of an event happening
2 Unlikely 21% - 40% probability of an event happening
1 Rare 0% - 20% probability of an event happening

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Risk Analysis: Qualitative
RATING DESCRIPTOR DEFINITION
5 Extreme • Significant injuries or fatalities to employees or third parties, such as
guests or other service provides/contractors
• Significant prosecution and fines, litigation including class actions,
incarceration of leadership
• International long-term negative media coverage
RATING DESCRIPTOR DEFINITION

4 Major • Limited in-patient care required for employees or third parties, such as
guests or other service providers/contractors
• Report to regulator requiring major project for corrective action
• Some senior managers leave, high turnover of experienced staff, not
perceived as employer of choice
• National long-term negative media coverage

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THREAT RISK L I RISK RATING
Tropical Cyclone/ Heavy Denial of access to office building 4 4 16

Rainfall
Critical function holders not being able to 4 5 20

report for work
L = Likelihood
I = Impact
Risk Rating = L x I

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RISK RATING RISK LEVEL RISK TREATMENT OPTIONS
20-25 Very High Avoid/Reduce/ Transfer
16-20 High Reduce/Transfer
11-15 Moderate Reduce/Transfer
6-10 Low Reduce/Accept
1-5 Very Low Accept

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Risk Analysis: Qualitative
IMPACTS
THREAT RISK CLASSIFICATION

Facility/ Loss of Key
Power Failure Data Loss
Equipment Damage Personnel
Landslide Moderate X X X
Tropical High X X X X
Cyclone/Severe
Weather
Fire Low X X X
Cyber-attack High X X

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Risk Evaluation and Control
● The purpose of risk evaluation is to assist in making decisions, based on the
outcomes of risk analysis, about which risks need treatment and the
priority for treatment implementation.

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Identify and Evaluate of Controls and
Safeguards in Place
• Inherent protection afforded to key assets.
• Continuity capabilities for groups within and external to the organization on which it
is dependent to conduct its operations.
• Actions taken to reduce the probability of occurrence of incidents that could cause
potential interruption.
• Reactive and preventive controls.
• Security-related communications

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Recommended Changes to Controls for
Reducing Impact
• Physical protection
• Logical protection
• Location of assets
• Changes to personnel procedures
• Increased preventive maintenance
• Redundancy of utilities
• Interface with external agencies

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Risk Treatment Options
1. Risk Avoidance 2. Risk Control 3. Risk Transfer
or Risk
Elimination
eliminating the reducing and passing the risk to a
source of pure risk; managing the risk to third party; also
the most effective within acceptable called risk sharing.
form of risk levels.
treatment.

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Risk Treatment Options
4. Risk Acceptance 5. Risk Financing
the organization has

a form of self
determined that the risk is
not sufficient to warrant
insurance in which the
additional controls organization sets aside
(residual risk) or it is and manages funds to
impossible to eliminate cover a future potential
the risk. loss.

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Risk Treatment
Options
TRANSFER AVOID
Impact
ACCEPT CONTROL
Likelihood
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Results or
Impacts
● Assess the consequences or impact of a disruptive event to the
agency and to the services you deliver.
● This is to be considered during Impact Analysis.

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Mission Essential Function
Source: ISO 31000

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Ranking of
• Determine the prioritization of
Priorities essential functions that must be
performed amidst any
disruption.
• Enables organizations to
maximize resources and speedy
recovery.

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Mission • Provide vital services;
• Exercise civil authority;
Essential • Maintain the safety and well-being of
the public; and
Functions • Sustain the industrial and economic
base in an emergency.

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Why Need to Prioritize?
• Limited resources/staff availability during the emergency may not
be sufficient.
• Routine functions may not be performed during an emergency.

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Steps in Identifying MEFs
STEP 1: IDENTIFY ORGANIZATIONAL FUNCTIONS
1.1 Identify important functions the organization performs

1.2 Identify the requirements to perform each functions
STEP 2: IDENTIFY ORGANIZATIONAL MISSION ESSENTIAL FUNCTIONS
2.1 Identify mission versus non-mission criteria 2.2 Identify essential versus non-essential criteria (during a disruption)

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Steps in Identifying MEFs
STEP 1: IDENTIFY ORGANIZATIONAL FUNCTIONS
1.1 Identify important functions the organization performs 1.2 Identify the requirements to perform each functions
STEP 2: IDENTIFY ORGANIZATIONAL MISSION ESSENTIAL FUNCTIONS
2.1 Identify mission versus non-mission criteria 2.2 Identify essential versus non-essential criteria (during a disruption)

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Steps in Identifying Mission Essential Functions
Organizational Functional Mission or Essential or Non- Function

Functions Requirements Non- Essential Category
Mission
Identify Essential versus Non-
Identify important functions the Identify the requirements to perform each Identify Mission versus Overall Category of
essential criteria (during a
organization performs. function. Non-mission criteria. Organizational Function
disruption).
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5

• List down all your • List down all the • Classify whether • Classify whether • Categorize based
departments/ tangible documents Mission or Non- Essential or Non- on what
divisions/units’ supporting the Mission Essential Quadrant the
functions function. function belongs
to.
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Identifying Mission Essential Function
Organizational Functions Functional Requirements Mission or Non- Essential or Non-Essential Function Category
Mission
Identify Essential versus Non-
Identify important functions the Identify the requirements to perform each Identify Mission versus Overall Category of
essential criteria (during a
organization performs. function. Non-mission criteria. Organizational Function
disruption).
Triage incoming patients based
on level of injury or illness.
ER Blotter/ Triage Form Q1: Mission Essential
MISSION ESSENTIAL
Function
Register and log patients for the
Registry Logbook Q1: Mission Essential
entire stay to ED/ER MISSION ESSENTIAL
Function
Establishment of linkages with
MOA, Request Letters NON-
partners MISSION Q2: Deferrable
Evaluate infrastructural ESSENTIAL Mission
Hospital Safety Index Tool,
integrity of facilities and
Preventive Maintenance Plan NON-MISSION Q3: Essential
maintenance of utilities ESSENTIAL
Endorsement Letters, Research Supporting Activity
Training and Research
Protocols, REB Certificate of NON-
Management
Approval, LDNA NON-MISSION Q4: Deferrable
ESSENTIAL Supporting Activity
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Determining Mission vs
Supporting Activities
Service delivered to the public or another organization is a
mission of the organization.
Service being delivered to another part of the same

organization, it’s a supporting activity.

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Function Categorization
Mission: core functions of the Essential: services needed by the
agency according to mandate (e.g., public or functions the agency
front-line services). needs to perform during disaster
events.
Non-mission: support functions
(considered as non-core functions;
Non-essential: not required during
e.g., general services, human
disaster events.
resources, legal).

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Continuity Strategies
Source: ISO 31000

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Recovery
Identify your Recovery Time Objective (RTO) that must be attained
to resume your services.
Also, determine your Recovery Strategies/ Continuity Strategies

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Recovery • The period of which the
identified MEFs should be
Time recovered or activated
following a disruption.
Objective
(RTO) • Based on the institution’s
MOPs, SOPs, Citizen
Charters, etc.

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Recovery
/Continuity To ensure recovery and
continuity in the face of a
Strategies disaster, incidents or
interruptions
(BCI Glossary 2015)

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Factors
Affecting RTO
Continuity
Strategies COST
IMPACT
OF
INACTIO
N

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Resources
Ensure availability of all

resources to execute your
continuity and recovery
strategies based on your RTO.

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Continuity Resources
• People
• Facility
• Technology
• Supplies/ Supply Chain needs
• Stakeholders

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Exercise, Exercise- An instrument to train for, assess,
Testing, and practice, and improve performance and
Maintaining capabilities in a controlled environment.
the PSCP

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Why Exercise
• To promote preparedness
• For system improvement
• For individual training
• Evaluate existing policies, plans, and procedures
1.To identify plan weaknesses and gaps
2.To improve coordination, cooperation, and communications

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Building Block
Approach
Crawl – Walk – Run

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PSCP Template
Source: ISO 31000

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PSCP
Template
NDRRMC Memo Circular
No. 33, s. 2018 recommends
a
Public Service Continuity
template for adoption by all
government agencies, units
and instrumentalities.

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Parts of the PSCP
1. Introduction 9. Activation, Criteria, Procedures
2. Purpose and Authorities
3. Policy Statement 10. Continuity Strategies
4. Scope 11. Resource Requirements
5. Definition of Terms 12. Communication Procedures
6. Roles & Responsibilities 13. Testing & Maintenance
7. Assumptions 14. References
8. Mission Essential 15. Appendices
Functions 16. Approval
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Introduction
• Refers to the brief explanation regarding the document and its use.
• Includes the context of the document with emphasis on the continuity
of the service.

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Introduction

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Purpose
• Explains the need/ significance of the public service continuity
plan.

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Purpose

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Policy Statement
• Describes the agency’s overall policy towards service continuity.
• Anchored in the mandate, vision, mission and core values of the
agency.
• Reflects management’s commitment.

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Policy Statement

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Scope
• Indicates where the public service continuity plan is applicable.
• Refers to a single site or specific location of the agency.
• Explains any pertinent functions or locations which are not included in
the plan.

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Scope
Consider the following in defining the scope of the PSC program:
• Can start in a division of the organization.
• Specific geographical location.
• Core functions of the organization.

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Scope

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Roles and Responsibilities
• Includes the team description, organization and responsibilities mainly
the CCT.
• Identification of primary and alternate representatives for the tasks
assignments is also included in this section.

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Definition of Terms
• Includes a glossary of all terms used in this public service
continuity plan.

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Definition of Terms

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Assumptions
• Defines the context upon which the plan is based or constrained.
• Consider availability of resources such as people,
technology/equipment, facilities and supply chain.

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Assumptions

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Mission Essential Functions
and Recovery Time Objectives
● Specifies critical functions (or mission essential functions of the
agency) and their recovery time objectives.

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Mission
Essential
Functions
and
Recovery
Time
Objectives
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Activation Criteria, Procedures
and Authority
• Outlines the criteria used to determine when the public service
continuity plan will be activated.
• Specific procedures to be undertaken by the agency to meet the public
service continuity objectives are also indicated.

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Activation Criteria, Procedures
and Authority

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• Explains and describes strategies to continue the prioritized activities of
the agency’s mission essential functions.
Elements:
● Orders of Succession
● Delegations of Authority
● Continuity Facilities
● Essential Records Management
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Resource Requirements
● Includes lists of materials, finances, equipment, human resources,
augmentation or other form of resources (of the agency) required to
implement continuity strategies.

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• Vital Records
• Voice and data communications
• Key contacts/suppliers
• Storage requirements
• Equipment requirements
• Disaster Intelligence (disaster-related data)
• Provision of relief assistance to personnel

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Communication Procedures
• Outlines procedure for coordinating (internal and external) information
flow.
• Describe how to relay information to the public and other relevant
stakeholders.
Documentation:
Emergency Notification List
Call Tree
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Communication Procedures

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Exercise, Testing and
Maintenance
• Provides a general description of the testing or exercising program for
the public service continuity plan.
• Specifies requirements for the tests and exercises are also listed.

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Exercise, Testing and
Maintenance

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References
Materials, documents, or statements for consultation:
• Related Laws
• Related Policies and Ordinances (if applicable)
• Related ISO standards (e.g., ISO 22301, ISO 9001)
• Indicate relevant National Plans
• Indicate relevant Local Plans

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Appendices
• Forms
• Travel Directions and Maps
• Relevant Plans and Procedures
• (if necessary)
• Checklist (quick reference guide)
o Where to gather
o How to assess
o What to decide
o How to mobilize
o How to communicate
o How to recover
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Approval and Monitoring
● Once all the contents of the PSCP, including the annexes, have been completed, the
organized working group shall 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.
● It is strongly recommended to have a formal written document, ideally a resolution,

that officially approves the plan. Once completed and approved, the public service
continuity plan should be treated as a dynamic document. It is good practice to
subject the plan for continuous testing, evaluation, assessment, updating and
improvement

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References
● PSCP Guidebook 1 Edition
st
● PSCP Guidebook 2 Edition

nd
● Photos from HEMB

● Photos from the Guidebook

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Maraming Salamat po!

Department of Health
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For Technical Assistance, please
coordinate with your
Institution’s HEMS Unit.

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For further Technical Assistance, please coordinate with the Health
Emergency Management Bureau at these details:
Address the letter to:

BERNADETT P. VELASCO, MD, FPCEM
Director IV
Health Emergency Management Bureau
Attention: FRANCIS RAIZE NICHOLAS L. BAUTISTA
Kindly email at hemb@doh.gov.ph and cc: hembedp@doh,.gov.ph
You may also call 8651-7800 loc. 2202
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Public Service Continuity Plan

Health Emergency Management Bureau

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

The concept of PSCP resulted

Republic of the Philippines

Both comply with Quality Management Systems

PUBLIC SERVICE ISO 9001:2015

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

Prevention Preparedness Response Rehabilitation

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

Continuity Planning Team /

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

Know what are the

Republic of the Philippines

Source: ISO 31000

Republic of the Philippines

Source: ISO 31000

Republic of the Philippines

Source: ISO 31000

Republic of the Philippines

(Business Continuity Institute)

Source: ISO 31000

Republic of the Philippines

(Business Continuity Institute)

Source: ISO 31000

Republic of the Philippines

(Business Continuity Institute)

Source: ISO 31000

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

Source: ISO 31000

Republic of the Philippines

Human-Induced • Terrorist event

Technological • Cyber security breaches affecting critical infrastructure

Republic of the Philippines

Facility Primary workplace is rendered unavailable (denial of access)

People • Employee safety and wellbeing are affected;

Public Loss of public trust and confidence

Republic of the Philippines

Republic of the Philippines

Republic of the Philippines

Source: ISO 22301:2012

Republic of the Philippines

5 Almost Certain 81% - 100% probability of an event happening

4 Likely 61% - 80% probability of an event happening

3 Possible 41% - 60% probability of an event happening

2 Unlikely 21% - 40% probability of an event happening

1 Rare 0% - 20% probability of an event happening