CP - Trainee - S Manual - 2021-03-06-10-56-45-pm

CONTINGENCY
CP PLANNING
TRAINING COURSE
TRAINEE’S MANUAL
Contents
Course Overview: Contingency Planning .............................................................. 1
Self-paced Learning Sessions ................................................................................ 8
The Philippine Disaster Risk Reduction and Management System ................... 8
Introduction to Contingency Planning .............................................................. 25
Introduction to Emergency Operations Center ................................................. 34
Introduction to Incident Command System ...................................................... 39
Introduction to Exercise Design ....................................................................... 48
Video Teleconferencing Modules ......................................................................... 53
Module 1: CP Process ..................................................................................... 53
CP Process Session 1 ............................................................................. 53
Module 2: Testing the CP ................................................................................ 67

Course Overview: Contingency Planning
Background
The Philippines, being 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, RA 10121, otherwise known as the Philippine DRRM
Act, 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. It is used to establish preparedness measures and arrange
response priorities ahead of time prior to a certain disaster. Contingency planning
works well together with other DRRM tools to help ensure the achievement of safer,
adaptive and disaster-resilient communities towards sustainable development.
In this regard, the course design for the conduct of Contingency Planning Training
Course is hereby prepared.
Course Objectives
General Objective
At the end of the training, the participants will be able to obtain the knowledge, skills
and attitude that are essential in formulating a contingency plan that is responsive to
the needs that will arise during a worst-case disaster situation.
Specific Objectives
Upon completion of the training, the participants will be able to:
1. Explain the overview of CP, its background, development as well as its key
principles and features;
2. Discuss the factors in DRRM and crisis management that affect the
formulation of CPs;
Contingency Planning Training Course 1
3. Explain the steps and processes involved in formulating CPs; and
4. Explain the importance of subjecting a CP to an exercise to detect gaps and
areas for improvement.
Teaching-Learning Methodologies
As we transition into the “new normal,” the OCD-CBTS ushers its participants into a
variety of online tools designed to fit the course and accommodate its learners. The
course utilizes the following teaching-learning methods:
• Self-Paced Learning is a method in which the learners can control the

amount of material content they consume, as well as the duration of time
needed to learn the new information properly. Note however, each self-paced
session is given a corresponding technical training time credit.
• Video teleconferencing (VTC) is a learning technology that facilitates the
communication and interaction of two or more users through a combination of
high-quality audio and video over the internet. As face-to-face learning is
currently adjourned, VTC is used for lectures and other interaction.
• Online Evaluation, in the forms of pre-training and post-training tests, is
administered to assess the effectiveness of the training course. Likewise, self-
paced quizzes and assignments are given during for the course duration.
Duration: 6 days
Six (6) training days with a total of 29 training hours (11 hours for VTC and 18 hours
for self-paced)
Category: Technical Course
Completing this course will credit 29 technical training hours

Guidelines for Participants
Requirement for course completion

• Take the Pre-test
• Complete all VTC Modules/ Sessions
• Complete all Self-paced readings and quizzes
• Accomplish Evaluation Forms
• Pass the Post-Test (60% passing grade)
• Submit all Assignments on time. Each assignment gets a corresponding
score:
▪ Complete and very satisfactory- 5/5
▪ Complete and satisfactory- 4/5
▪ Incomplete submission- 3/5
▪ No submission- 2/5
Video-teleconferencing rules
• Reflect NAME and OCD ID Number in your account name.
• Open your video camera.
• Dress appropriately.
• Choose a suitable background.
Online discussion rules

• All participants are muted by default.
• Strictly no interruption during the lecture. There will be an open forum
afterwards.
• Put your questions in the chat box (or ask them during the open forum)
• Wait to be acknowledged before you unmute.
Certification
The issuance of certificates shall adhere to the requirements pursuant to OCD
Office Order 182, s. 2017: Guidelines on the Implementation of OCD Disaster
Risk Reduction and Management (DRRM) Training Courses. Per item 8.8.3.1,
“Certificate of completion shall be awarded to trainees who attended all sessions and
successfully satisfied the requirements of the training course.” This includes the
active participation in the activities and the completion of Level 2: Learning Level
Evaluation with a passing grade (50% + 1). Per item 8.8.4 of the said OCD Office
Order, “Certificate of Participation shall be given if the trainee missed a maximum of
5% of the required training hours and/or was not able to satisfactorily perform based
on the set objectives of the training course.”

Further, pursuant to OCD Office Order No. 196, s. 2019: Revised Guidelines on
the Implementation of Levels 1 and 2 Evaluation for DRRM Training, in item 9.2,
it is specified that a participant shall be required to take the pre-test and post-test
under the following conditions to receive Certificate of Completion:
• Pre-test: must accomplish the pre-test but no passing grade required

• Post-test: must earn a passing grade (60% of the total test items) or higher
Gender Sensitivity and Responsiveness
The OCD upholds the principles of gender and development in the implementation of
all its training programs. Hence, it is important for all attendees to maintain gender
sensitivity and responsiveness throughout the course.
Contact Details
For further inquiries, you may contact:
Capacity Building and Training Service
Office of Civil Defense Central Office
8912 - 4832 / 8421-1926
[email protected]

Course Modules
Self-paced Modules
Philippine Overview of the Philippine DRRM System and the

DRRM System paradigm shift brought about by RA 10121.
Introduction Overview of CP, its background, legal bases, key

to CP features and principles.
Introduction to the concept of the EOC, its legal

Introduction to
mandate, and role in the broader spectrum of the
EOC
Philippine DRRM system.
Introduction to the concept of ICS, highlighting its

Introduction to
background and development as well as the key features
ICS
and principles.
Provides an overview of the exercise, its types and

Introduction to corresponding examples. It also highlights the common
EDC DRRM related subjects that are usually incorporated in
the design of exercises.
VTC Modules
Presents the overall CP process by enumerating detailed
Module 1: procedures and templates used in formulating and
CP Process completing the plan. This is divided into three (3)
sessions.
Highlights the importance of conducting tabletop

Module 2:
exercises and other forms of simulation to test the
Testing the CP
applicability of a CP.

Course Program
Day 1: Around 7 hours

(1 hour 30 minutes VTC and 5 hours 30 minutes self-paced)
Time Particulars Duration Methodology
0900H – 1000H Training Orientation 1 hour VTC
1000H – 1030H Course Overview 30 minutes VTC
N/A Pre-Test 1 hour Self-paced
1 hour and 30
N/A Philippine DRRM System Self-paced
minutes
1 hour and 30
N/A Introduction to CP Self-paced
minutes
1 hour and 30
N/A Assignment 1: Hazard Analysis Self-paced
minutes

(2 hours 30 minutes VTC and 1 hour 30 minutes self-paced)
0900H – 1000H Recap 1 hour VTC
1000H – 1100H Module 1: CP Process Session 1 1 hour VTC
1100H – 1130H Open Forum 30 minutes VTC
Assignment 2: Scenario 1 hour and 30
N/A Self-paced
Generation minutes
Day 3: Around 6 hours and 30 minutes

(2 hours minutes VTC and 4 hours 30 minutes self-paced)
0900H – 0930H Recap 30 minutes VTC
0930H – 1030H Module 1: CP Process Session 2 1 hour VTC
Assignment 3: Needs 1 hour and 30
N/A Self-paced
Identification minutes
Introduction to Incident 1 hour and 30
N/A Self-paced
Command System minutes

Introduction to Emergency 1 hour and 30
N/A Self-paced
Operations Center minutes

(3 hours VTC and 3 hours self-paced)
0900H – 1000H Recap 1 hour VTC
1 hour and 30
1000H – 1130H Module 1: CP Process Session 3 VTC
minutes
Assignment 4: Response 1 hour and 30
N/A Self-paced
Arrangements minutes
1 hour and 30
N/A Introduction to Exercise Design Self-paced
minutes
Day 5: Around 3 hours and 30 minutes

(2 hours VTC and 1 hour 30 minutes self-paced)
0900H – 0930H Recap 30 minutes VTC
0930H – 1030H Module 2: Testing the CP 1 hour VTC
1 hour and 30
N/A Assignment 5: Ways Ahead Self-paced
minutes
Day 6 (Post-training): Around 2 hours self-paced

N/A Training Evaluation 1 hour Self-paced
N/A Post-Test 1 hour Self-paced

Self-paced Learning Sessions
The Philippine Disaster Risk Reduction and

Management System
Module Objectives
Upon completion of the module, you will be able to:
1. Explain about the Philippine Disaster Risk Profile;
2. Describe the paradigm shift in the Philippine DRRM System;
3. Describe the four DRRM Thematic Areas; and
4. Determine the DRRM challenges.
Philippine Disaster Risk Profile
Pacific Ring of Fire

One major reason why we have disasters in the Philippines is because of our
geographic location along the highly-seismic Pacific Ring of Fire. This is the area
where the Philippine Sea and Eurasian Tectonic Plates meet and is prone to
occurrences of earthquakes, tsunamis and volcanic eruptions.
Because of this geographic location, our country has around 300 volcanoes in which
24 are active.

Active Faults and Trenches
If we will look at the distribution of active faults and

trenches in the Philippines, these are found in several
areas of the country.
Seismicity
If we will examine the seismicity or the frequency of

occurrence of earthquakes, almost all parts of the
country experience earthquakes.
Generally, we encounter an average of 20
earthquakes a day, per latest figures from the
Philippine Institute of Volcanology and Seismology
(PHIVOLCS).
Reference: DOST PHIVOLCS
Pacific Typhoon Belt
Aside from being situated in the

Pacific Ring of Fire, the Philippines is
also located along the Pacific
Typhoon Belt. This explains the
occurrences of different weather
disturbances such as typhoons.
Our country is visited by an average

of 20 typhoons per year, according
to the Philippine Atmospheric
Geophysical and Astronomical
Services Administration (PAGASA).
Climate Change
In addition, we also have to contend

with the irreversible impacts of
climate change that is largely
characterized by increasing global
temperatures.
Too many greenhouse gases are

released in the atmosphere that trap
the heat and make the planet warmer,
this is referred to as Greenhouse
Effect.
Major Disasters caused by Natural Hazards
2009 Tropical Storm Ondoy
464 Dead
37 Missing
529 Injured
4.9 M Affected
PhP 11B Damages
2013 Bohol Earthquake
209 Dead
8 Missing
877 Injured
3.2 M Affected
PhP 2.25B Damages

2013 Typhoon Yolanda
6 300 Dead
1 062 Missing
28 688 Injured
16 M Affected
PhP 89.6B Damages
2018 Mayon Volcano Eruption
Around 90 000 Affected
PhP 166 M Damages
2018 Typhoon Ompong
82 Dead
2 Missing
138 Injured
3 M Affected
PhP 33.9B Damages

2019 Major Earthquakes
Porac, Pampanga (M 6.1)
Itbayat, Batanes (M 5.9)
Castillejos, Zambales (M 5.9)
San Julian, E. Samar (M 6.5)
Tulunan, Cotabato (M 6.6)
Davao Del Sur (M 6.9)
2020 Taal Volcano Eruption
737 K Affected
PhP 3B Damages
2020 Typhoons Quinta-Rolly-Ulysses
Combined effects:
153 dead
20 missing
524 injured

Major Disasters caused by Human-induced Hazards
2008, Wowowee Stampede
73 Dead
392 Injured
2010, Quirino Grandstand Hostage Taking
8 Dead
13 Injured
2013, Zamboanga Crisis
7 Dead
119 000
Displaced
PhP 3.2B
Damages

2015, Kentex Factory Fire
2017, Marawi Crisis
87 Dead
350 000 Displaced
PhP 17B Damages
Cost of Disasters
It was estimated by the Philippine Institute for
Development Studies (PIDS) that the
estimated cost of disasters per year in the
Philippine economy based on 1905 to
2017data is around 85 to 422 billion pesos.

World Risk Index Report 2020
In 2020, the Philippines ranked as the 9th country
at risk to disasters globally, according to the
World Risk Report.
Rank in the previous years:
• 3rd in 2011 to 2013

• 2nd in 2014
• 3rd in 2015 to 2018
• 9th in 2019
Paradigm Shift in the Philippine DRRM System

What is DRRM?
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.
Republic Act 10121: “An act strengthening the Philippine Disaster Risk Reduction
And Management System, providing for the National Disaster Risk Reduction and
Management Framework and institutionalizing the National Disaster Risk Reduction
and Management Plan, appropriating funds therefor and for other purposes”.
The paradigm shift to DRRM is brought about by the enactment of Republic Act
(RA) 10121 on 10 May 2020. RA 10121 is the legal basis for DRRM in the
Philippines.
Shift from Reactive to Proactive
Before RA 10121 was enacted, we used to have a reactive stance

characterized by a top-down and centralized approach to disaster
management.
Reactive
We also used to consider disasters as function of physical hazards and had
been largely focusing on disaster response.
Now, with RA 10121, we have shifted from reactive approach to the proactive
Proactive stance in DRRM.
We take a bottom-up participatory DRRM approach and view disasters as a
reflection of people’s vulnerability. Further, we adopt an integrated approach
by looking at all aspects to reduce disaster risk.

National Disaster Risk Reduction and Management Council
RA 10121 constituted and mandated the NDRRMC as the highest organized and
authorized body in DRRM in the Philippines. The NDRRMC replaced the former
National Disaster Coordinating Council (NDCC).
NDCC to NDRRMC
NDCC vs. NDRRMC
Office of Civil Defense (OCD)
The OCD is mandated by RA 10121 to serve as the

Executive Arm and Secretariat of the NDRRMC.
Primary mission of OCD:
To administer a comprehensive national civil defense

and disaster risk reduction and management program
by providing leadership in the continuous
development of strategic and systematic approaches
as well as measures to reduce the vulnerabilities and
risks to hazards and manage the consequences of
disasters.

OCD GENERAL FUNCTIONS
• Policy-Making: The OCD shall facilitate development and implementation of

policies, plans, guidelines and procedures related to DRRM, in coordination with
relevant experts and stakeholders.
• Coordination: The OCD shall advise the NDRRMC on matters relating to DRRM
and orchestrate the implementation of programs, projects and activities.
• Integration: The OCD shall facilitate risk assessment in consultation with key
stakeholders and create an enabling DRRM environment by capacitating
individuals and organizations.
• Supervision: The OCD shall provide technical assistance to local government
units (LGUs) and other stakeholders, and ensure adherence to the national
DRRM standards and programs.
• Monitoring and Evaluation: The OCD shall conduct monitoring and evaluation
as part of the implementation of national DRRM standards.
DRRMC Network
RA 10121 further provides for the establishment of the “DRRMC Network” or the
replication of the NDRRMC from the national down to the regional, provincial, city,
municipal and barangay levels.
To bring down DRRM to the grassroots, RA 10121 further provides for the
establishment of the “DRRM Network” or the replication of the NDRRMC from the
national down to the regional, provincial, city, municipal and barangay levels. Thus,
the formation of additional committee was realized such as the Barangay Disaster
Risk Reduction and Management Committees or BDRRMCs to ensure the high
capacity of every Filipino.
National Level
1 National DRRM Council

Regional Level
17 Regional DRRM Councils
Provincial Level
81 Provincial DRRM Councils

City Level
146 City DRRM Councils
Municipal Level
1,488 Municipal DRRM Councils

Barangay Level
42,406 Barangay DRRM Committees
This is how the coordination works during emergencies. When only one barangay is
affected, coordination will only be within the barangay. When two (2) or more
barangays are affected, the city or municipal level has to take over. When two (2) or
more cities are affected, the provincial level will be responsible for coordination.
Similarly, the regional level will have to assist when two (2) or more provinces are
affected. The NDRRMC will coordinate for response when two (2) or more regions
have been affected.
Provincial DRRMC will respond if 2 or more

regions are affected.
provinces are affected.
cities or municipalities are affected.
City/Municipal DRRMC will respond if 2 or more
barangays are affected.
Barangay DRRMC will respond if 1 barangay is
affected
Local DRRM Office:

RA 10121 further requires that for every province, city, municipality and barangay,
there shall be the Local DRRM Office.
The Local DRRM Office is in charge of setting the direction, development,
implementation and coordination of DRRM programs in their areas.

Important Note from Section 15, RA 10121
LGUs shall take the LEAD.

NDRRMC shall always act as SUPPORT to LGUs.
DRRM Thematic Areas

RA 10121 provides for the institutionalization and
operationalization of DRRM through four (4)
interoperable and mutually reinforcing DRRM
thematic areas.
Four DRRM Thematic Areas
The four DRRM thematic areas are Disaster

Prevention and Mitigation, Disaster Preparedness,
Disaster Response, and Disaster Rehabilitation
and Recovery.
Disaster Prevention and Mitigation
To address current and reduce future risks of communities and government through
mainstreaming integrated risk management into science,
policy and practice.
• Early warning systems

• Forecasting and monitoring
• Hazard and risk mappings
• Structural and non-structural interventions
Disaster Preparedness
To establish and strengthen capacities of governments, communities, CSOs, and

private sector to anticipate, cope, and recover from the
adverse impacts of hazards and potential cascading
disasters, and minimize losses and disruption of daily
life.
• Planning
• Propositioning and stockpiling
• Organizing responders
• Training, drills and exercises
Disaster Response and Early Recovery
To provide risk-based, timely and anticipatory response actions to address basic,

life-preservation and immediate needs of communities and government. Also,
affected communities/population are able to continue life with dignity and prevent or
minimize exacerbation of emergency situation.
• Damage assessment
• Evacuation
• Issuance of advisories
• Search, rescue and retrieval
• Relief distribution
• Management of evacuation centers
Disaster Rehabilitation and Recovery
To speed up recovery from disaster losses through rehabilitation and recovery

programs that are aligned to sustainable development and “Build Back Better”
principle.
• Post-disaster needs assessment

• Review of policies and plans
• Resettlement
• Provision of new sources of livelihood
National DRRM Plan
To operationalize the DRRM Thematic Areas at the national level and achieve the
respective targets, the NDRRMC formulated the NDRRM Plan.

The National DRRM Plan encompasses the four (4) DRRM Thematic Areas, with
corresponding long term goals, objectives, outcomes, outputs and activities. The
provisions of the plan were then updated in 2020 for implementation until 2030.
National DRRM Framework
The updated framework has two primary features. The first feature shows the
existing framework. The second feature depicts the transformation and recalibration
of the framework.
Centrality of risk and all hazards approach

It recognizes that risks are systemic in nature that changes over time with the
interplay of people’s level of capacity and vulnerabilities amidst the changing climate,
including extreme and slow onset events and manmade activities. The all hazards
concept is referred to by Sendai framework as the concept to strengthen technical
and scientific capacity to capitalize on and consolidate existing knowledge and to
develop and apply methodologies and models to assess disaster risks, vulnerabilities
and exposure to all hazards.

Coherence and mutual reinforcement of strategies among actors across
thematic pillars
The framework recognizes the need to establish credible linkages to enhance
coherence and harmonization across goals, systems, plans, and policies to avoid
duplication, overlapping of efforts and wastage of resources. Thus, the thematic
pillars are organized and clustered into three (3) key result areas (KRAs): KRA 1:
disaster risk reduction; KRA 2: preparedness and response; and, KRA 3: build back
better.
Priorities of the Sendai Framework

The adoption of the four priorities for action of the Sendai framework as strategies
toward the attainment of our goal of a safer, adaptive, and disaster resilient filipino
communities toward sustainable development.
Challenges
“Buy-in” of Stakeholders
We need the cooperation and buy-in of our stakeholders. also need correct the
notion that DRRM is only a government concern.
Rather, DRRM requires the whole-of-society approach.
DRRM as “Way of life”

DRRM is relevant to be applied in all aspects of our lives, not just during emergency
times. Therefore, DRRM should be considered as our “way of life.”
Prioritization
DRRM should be among the top priorities of our officials and leaders, both for public
and private stakeholders.
Continuous innovation in the “New Normal” situation

We need to continuously innovate our DRRM policies, plans and programs in view
of the “new normal” characterized by the increasing in terms of scope, magnitude,
frequency, and complexities of disasters.

Introduction to Contingency Planning
Module Objectives
Upon completion of this module, you will be able to:
1. Describe the overview of Contingency Planning (CP), its references and

importance;
2. Determine the stakeholders involved in CP; and
3. Determine the linkages of CP with Disaster Risk Reduction and Management
(DRRM).
Overview of CP
Definition of Contingency Plan (CP)
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

and/or to prevent the occurrence of the
emerging threats by arranging well-
coordinated responses and enabling efficient
management of resources.
Image is licensed under Creative
Commons Attribution-Share Alike 4.0 A well-crated CP should lead to timely and
International effective disaster-relief operations.
Other Definitions
CP is 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.
- United Nations High Commissioner for Refugees
CP is 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.
- Republic Act 10121

References for CP
Sendai Framework for Disaster Risk Reduction

CP is our commitment to the Sendai Framework
for Disaster Risk Reduction (SFDRR). In 2015, a
total of 187 UN Member States including the
Philippines adopted the SFDRR, with the collective
goal of preventing new and reducing existing disaster
risk through multi-stakeholder collaboration.
The justification for CP in SFDRR is found in Priority

4, section 33, which states that national and local
governments shall prepare or review and periodically
update disaster preparedness and contingency
policies, plans and programs.
Republic Act 10121

Legally speaking, CP is required by
Republic Act (RA) 10121. Specifically,
Rule 6, Section 4 (3) of the Implementing
Rules and Regulations of RA 10121 says
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.”
NDRRMC- NSC JMC No. 1 s. 2016

To further implement the provisions of
RA 10121, the Chairperson of the
NDRRMC and the National Security
Adviser of the National Security Council
signed Joint Memorandum Circular
(JMC) No. 1 s. 2016, which provides the
guidelines on the formulation of CPs
for natural and human- induced
hazards and the adoption of the
Contingency Planning Guidebook.

NDRRMC Memo No. 10 s. 2020
Incorporating the latest innovations
in DRRM, the OCD issued
NDRRMC Memorandum No. 10 s.
2020 for the dissemination of the
updated CP Guidebook, Template
and Quick Guide.
NDRRMC Memo No. 57 s. 2020

Given the consequences brought
about by the Coronavirus Disease
2019 (COVID-19), the OCD further
issued NDRRMC Memo No. 57 s.
2020 to prescribe the updating of CPs
by factoring in the minimum public
health standards.
National DRRM Plan

According to National Disaster Risk Reduction and
Management (NDRRM) Plan, Thematic Area 2:
Disaster Preparedness, Outcome 10: “Developed
and implemented comprehensive national and
local preparedness and response policies, plans,
and systems”, CP shall form part of the
outcome plans under the thematic area of
disaster preparedness.

Benefits of CP
1. CP helps ensure availability of resources.
CP helps ensure the availability of necessary resources and establishes a
mechanism for rapid decision-making based on authority, responsibility and
accountability. Through CP, resources, capacities, and strengths of actors
involved are identified. This facilitates recognition of gaps and allows for more
focused allocation of time and resources.
2. CP contributes to enhancing networking and coordination.

CP does not only involve allocation of financial and logistical capabilities for rapid
and effective response. It also supports and sustains coordination between and
among the actors.
CP is a mechanism to put together resources and inter-agency coordination in the
presence of early warning signals of an impending emergency. It means hoisting
a flag of alert and seriously exhorting all actors to focus their attention to readily
prepare and respond to a potential emergency.
3. CP helps protect lives.

CP arranges potential response structures, mechanisms, resources, and
measures that will provide the basic social, health and security needs of the
affected population. Moreover, it identifies potential strategies that will lessen the
adverse impact of a disaster and thereby, protecting lives of people.
Application of CP
CP can be applied for the following:
• Natural hazards. tropical cyclones, volcanic eruptions, floods, earthquakes,

tsunamis, storm surge, landslides, mud flows, etc.
• Human-induced hazards. aircraft crash, vehicular accident, oil spills,
hazardous material/chemical incidents, bombing, terrorist acts and armed
conflict situations, etc.
• Planned events and high-density population gatherings -fiestas, concerts,
anniversaries, conferences, etc.
• Shortages of resources, food or other commodities
• Epidemic or outbreak of serious health problems
One CP per Hazard
There should only be one CP for every hazard, then focus on the worst-case
scenario. 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 in CP
National / Regional Level
• DRRMC members. They are the DRRM focal persons per RA 10121.
• Crisis Management Committee (CMC) members. They are the Crisis
Management focal persons per National Crisis Management Core Manual of
2012.
• Relevant technical experts. They help in risk assessment and provide
relevant technical information.
• CSOs, private sector groups and individuals. They can provide
augmentation in terms of services and resources.
Local Level
• Local DRRM Officers. They are the primary focal points for all DRRM
activities at the local level
• Sanggunian members. They provide legislation support for the CP
• Local committee representatives. They provide inputs in other local
response arrangements.
• Local DRRMC / Crisis Management Committee (CMC) member offices.
They are the other local offices provided for by RA 10121 and National Crisis
Management Core Manual of 2012
• National government agencies at the local level. They are the national
government agencies that are stationed locally such as the AFP.
• CSOs, private sector groups and individuals. They can provide
augmentation in terms of services and resources.
Agency/Organization Level
• Division/ Unit heads. They help leverage in decision making.

• Planning officers and other action officers. They are responsible for
formulating the CP.
• Disaster Control Group members. They are the implementers of the
response arrangements in CP.
• CSOs, private sector groups and individuals. They provide augmentation
in terms of services and resources.

Technical Experts
Technical experts help to provide the right hazard information and risk assessment.
Examples of authorized technical experts for certain hazards are the following:
Effective CP Formulation requires Technical Expertise
The multi-stakeholder approach in CP has been

proven academically in the study conducted by
the OCD and the Polytechnic University of the
Philippines (PUP).
Based on the findings, CP formulation, requires
technical support from key agencies and
experts. The following are some of the specific
recommendations:
• CP formulation must be facilitated by an
expert.
• A documented consultative meeting must
regularly be made; and
• Collaboration with key government
agencies must be made to enforce CP
implementation.

Linkage of CP with DRRM
Detect Early Warning Signs
Early warning signs are information that serves as valuable indicators that allow
prediction of a developing disaster or crisis. Their existence triggers the development
of a CP.
To understand early warning signs, it is important to know the following:
• Root Causes. Deep- seated/rooted situations that create/heighten the

possibility of a hazard turning into a disastrous event.
• Triggering Factors. brief/specific events that aggravate and turn the risk into
an actual disaster or crisis.
INFORMATION SOURCES FOR EARLY WARNING SIGNS
The accuracy of analysis of early warning signs is considerably enhanced through

the assimilation of information coming from various sources.
1. Localities
2. Government
3. Media
4. Organizations
5. Technical experts
6. Academe
7. Studies and publications
8. Global community
Linkage of CP with other mechanisms
Risk Assessment
Risk assessment involves the analysis of hazards or threats that will have a great
impact on life and property in the area. The above equation for risk is an illustration
that risk is based on the presence of a hazard intersecting with a vulnerable
condition and exposure, and that the risk can either be increased or mitigated
depending on the capacity of the community, organizations and institutions to
prepare for, respond to, and recover from the impact of a disaster. It should be
emphasized that society must build on
its capacities to reduce or lower the
risks. Specifically, CP helps to increase
the capacity, thereby reducing disaster
risk.

Pre- Disaster Risk Assessment (PDRA)
Pre-Disaster Risk Assessment can be
used as basis to activate the CP into an
operations plan, especially for disasters.
PDRA is a process to evaluate a given
hazard’s characteristics and its possible
impacts to the populace. It determines the
appropriate level of response and
corresponding actions from concerned
agencies, local government units and
other stakeholders.
Rapid Damage Assessment and Needs Analysis (RDANA)

Rapid Damage Assessment and Needs Analysis (RDANA) is a disaster response
tool that is used immediately in the early and critical state of a disaster as soon as
the conditions allow disaster survey teams to operate. It aims to determine
immediate relief and response requirements and is dependent on the type of
disaster. Like the PDRA, RDANA can also be utilized to determine the need for CP
activation.
Incident Command System (ICS)

One of the tools for implementing the CP into
a response/operations plan is the Incident
Command System, an internationally
accepted response tool. ICS is a standard,
on- scene, all- hazard incident management
concept that can be used by all emergency
management and response agencies. It is
used for routine incidents as well as for major
disasters and is activated at first response.
The ICS 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.

Response Clusters Approach
Just like the ICS, the Response Cluster Approach is also an internationally
recognized mechanism for coordination for humanitarian assistance and disaster
response (HADR). Clusters generally work by systematically managing the broad
strategies for HADR in a well- coordinated manner to address the different needs of
the communities. Specifically, Cluster Approach can help in terms of providing multi-
stakeholder support for resource coordination, as indicated in the CP.
Post-Disaster Needs Assessment (PDNA)

Post- Disaster Needs Assessment (PDNA) is a multi- sectoral and multi- disciplinary
structured approach for assessing disaster impacts and prioritizing recovery and
reconstruction needs. It is undertaken by government agencies also in collaboration
with international development partners and the private sector. If a CP is well
developed and properly executed, it can help in the effective transition from
response to rehabilitation and recovery. Specifically, its information can serve as
foundation for PDNA.
Crisis Management (CM)

CP helps to support the Crisis Management
Committees (CMC) and the rest of the security forces
through the management of the consequences of the
human-induced crisis, as provided for in the National
Crisis Management Core Manual of 2012.
When formulating a CP for a human-induced hazard,
the coverage is more extensive: involve both the
CMC and DRRMC. First, there should be the
involvement of CMC to address the crisis situation.
The CMC will be in charge of suppressing the threat.
Once the area has been cleared for humanitarian
assistance, there should be the involvement of
DRRMC for the appropriate consequence
management. Examples include the provision of
assistance to the displaced population in terms of
food, clothing, shelter and medicines.
CP for human-induced hazard entails switching of

hats or roles. At the onset of the crisis, the authorities
have to first prioritize the crisis alleviation while
preparing for consequence management. Afterwards,
the authorities can shift to consequence
management.

Introduction to Emergency Operations Center
Module Objectives
1. Describe the overview of Emergency Operations Center (EOC), and
2. Determine the concepts and principles associated with the EOC.
Overview of Emergency Operations Center

EOC exists to support incident operations by performing various coordination
functions.
Definition of EOC
Emergency Operations Center (EOC) is a designated facility that is staffed and
equipped with resources to undertake multi-stakeholder coordination, manage
information, and facilitate resource mobilization.
From the name itself, an EOC operates during an emergency situation. Its main role
is to support incident operations.
Common EOC Functions
Disseminate public warnings

Among the main functions of an EOC is dissemination of public warnings. Advisories
from scientific and warning agencies are made known to the people through various
means such as text blast, calls and online dissemination through websites and social
media.
Collect, analyze, manage, and disseminate information
EOC serves as the repository of all incident information. It collects, collates,
validates, analyzes data by teams working on the ground, generates reports and
undertakes coordination.
EOC is also a facility used to house the documentation of all past incident operations
to include a review of pre-disaster and post-disaster activities undertaken by all key
actors.
Develop common operating picture
Through multi-stakeholder coordination, the EOC ensures that response systems are
interconnected and complementary, reinforcing interoperability among various
stakeholders.
Response efforts become more efficient and effective by coordinating available
resources and making decisions based on agreements. Such efforts are being
facilitated by the EOC.
Set response and early recovery priorities

EOC works to provide support for the implementation of tactical operations in the
field. It helps to set response and early recovery priorities based on requirements
from the ground and the direction from the emergency managers.
With reference to situation updates, the EOC also initiates and leads the conduct of
a multi-agency damage and needs assessment mission as needed.
Support resource management
EOC makes sure that the resources are available to support tactical response.
Hence, it coordinates with different agencies to acquire resources based on needs,
assigns them to specific areas, and monitors them to make sure that they reach the
teams in need.
Assist in issue-resolution
As the EOC gathers information, people managing EOC are able to think about the
bigger picture of the disaster more strategically than the tactical teams. Should
macro-level response issues arise, the EOC can undertake coordination to
troubleshoot. Among the support services that the EOC can facilitate are policy,
logistical, and even legal support.
Conduct press briefings
An EOC typically conducts press briefings or provides media releases to inform the
public about the status of the situation. The press should be considered a partner of
the EOC. A Public Information Officer (PIO) could be assigned to liaise at the EOC
with the media during emergencies.
Operations Center vs. Emergency Operations Center

Operations Center Emergency Operations Center
An Operations Center works When there is an ongoing or

typically on 24-7 basis (especially
incoming potential emergency
for government response
situation, the Operations Center is
agencies and local government on heightened alert. At this point,
units) even on normal conditionthe Operations Center is activated
(without any emergency). into an EOC.
Functions • Conducts normal monitoring • Coordinates requirements,
• Produces routine reports and information and resources for a
office works particular response operation
• Issues day-to-day advisories • Produces situation reports
• Monitors situation
• Informs stakeholders about the
updates
Personnel Requires few personnel only to Requires additional personnel to
render duty render duty because of the
expanded functions

Institutionalization of EOC in the Philippines
Since 2010, various issuances have been released to support the institutionalization
of EOC.
2010→ Enacted on 10 May 2020, Republic Act (RA) 10121 requires the
establishment of operations centers across all levels of governance.
Specific provisions in the law are as follows:
Section 9. Powers and Functions of the OCD
(n) Establish an operating facility to be known as the National Disaster Risk
Reduction and Management Operations Center (NDRRMOC) that shall be
operated and staffed on a twenty-four (24) hour basis;
Section 10. Disaster Risk Reduction and Management Organization at the

Regional Level.
“… The RDRRMCs shall establish an operating facility to be known as the
Regional Disaster Risk Reduction and Management Operations Center
(RDRRMOC) whenever necessary…”
Section 12. Local Disaster Risk Reduction and Management Office

(LDRRMO)
(c) The provincial, city and municipal DRRMOs or BDRRMCs shall perform
the following functions with impartiality given the emerging challenges
brought by disasters of our times
(23) Establish a Provincial/ City/ Municipal/ Barangay Disaster Risk
Reduction and Management Operations Center.
Rule 4, Section 5, Implementing Rules and Regulations

Every member agency of the RDRRMC to establish its EOC and designate
a focal officer for DRRM.
2013→ Issued on 25 March 2013, NDRRMC-DILG-DBM JMC 2013-1 requires for

the development of standard operations manual for disaster operations
centers.
2014→ Issued on 4 April 2014, NDRRMC-DILG-DBM-CSC JMC 2014-1 requires

LDRRMOs to conduct continuous disaster monitoring and mobilize
instrumentalities of LGUs, CSOs, private sector and volunteers to utilize
their facilities and resources. It further requires the establishment of
provincial, city, municipal and barangay DRRM operations center.
2016→ Issued on 18 August 2016, NDRRMC Memorandum No. 43 s 2016

requires for the interoperability of Response Clusters and Incident
Management Teams through the EOC.
2018→ Issued on 25 October 2018, NDRRMC Memo No. 131 s 2018 provides the
guidelines and standards on the establishment operationalization and
management of EOC.

EOC Concepts and Principles
EOC exists to support incident operations by performing various coordination
functions.
Stakeholder EOCs across Levels
The establishment of EOC is not restricted to the DRRMC. Different stakeholders

can establish EOCs across the different levels of governance.
At each level, individual agency/ department/ office EOCs, private sector EOCs and
CSO EOCs are all linked with the DRRMC EOCs, as the central coordinating centers
for emergency response.
Similarities and Differences between Stakeholder EOCs
Similarities Differences
• They maintain situation updates • They work according to
and reports. their mandates and
• They coordinate information and policies.
response requirements. • Their tools and
• They work during an emergency equipment vary.
situation, potential or actual. • Their operating teams
• They cater to multi-stakeholders, vary.
both internal and external.
EOC and the Three (3) Elements of Response
EOC plays an important role across the broad disaster response framework, known
as the three (3) Elements of Response, as adopted from the framework of the United
States Federal Emergency Response Authority.

Three (3) Elements of Response
1. Policy
Policy (Strategic) Level
The highest element is the policy level, where overall decisions are made. It is where
the Responsible Official (RO), who is the head of agency or person vested with
decision-making authority, is situated. The RO undertakes the following:
• Making policy decisions
• Establishing priorities
• Resolving critical issues
During emergencies, the RO usually stays at the EOC to closely monitor the
situation and make immediate decisions.
2. Coordination
Coordination (Operational) Level
Coordination is where the EOC plays a vital role. Based on the priorities and
decisions at the policy level by the RO, the EOC performs the following functions:
• Mobilizing and tracking resources
• Collecting, analyzing, and disseminating situation report/ information
The EOC serves as the repository of information and main hub for coordination. At
this point, the EOC also works closely with the Response Clusters, or organized
group of agencies that provides support in terms of pooling resources for operations.
3. Command and Control

Command and Control (Tactical)
Command and Control level pertains to the implementation of tactical or ground

response. This is where Incident Command System (ICS) is applied under the
leadership of the Incident Management Team (IMT). Functions performed at this
level by the IMT are:
• Commanding responders for on- scene operations
• Controlling and managing the resources deployed tactically on the ground
• The IMT then reports progress and updates on the operations to the EOC.
Based on information obtained, the EOC then facilitates all the resources and
requirements needed.

Introduction to Incident Command System
Module Objectives
1. Determine lessons from past incidents that led to the development of ICS;
2. Explain the overview of ICS;
3. Describe the key principles and features of ICS; and
4. Determine key events in which ICS was applied.
Lessons from Past Incidents
Philippines: a country that is at risk to disasters

Natural hazards abound in the Philippines primarily because of our geographic
location along the Pacific Ring of Fire and Pacific Typhoon Belt. This makes our
country prone to natural hazards such as earthquakes, tsunamis, typhoons and
tropical storms.
Aside from natural hazards, we also have to contend with various human-induced
hazards such as fires, bombing and terrorist attacks.
COMMON ISSUES WITH DISASTER RESPONSE
1. Lack of reliable incident information

It is unclear who is the assigned public information officer to disseminate official
and legitimate situation update.
2. Inadequate communications
Stakeholders rely on their own communication tools and channels that are not
interoperable and interconnected with the rest.
3. Too many responders

• There are too many rescuers, emergency medical teams, fire fighters,
social workers, etc. in one incident area that compromise efficiency.
• “Span of control” is overwhelming, e.g., 1 supervisor commanding around
10 to 15 responders.
• Various responding agencies and organizations have their own
organization structures, with their respective chain of commands and
authorities.
4. Lack of accountability
Some of the responders act as “freelancers” by initiating action on their own
without adhering to the authority of the persons in command or the leaders in the
jurisdiction.
5. Lack of structure for coordinated planning and response

There is no clear mechanism to harmonize multi-stakeholder planning and
response.
6. Unclear lines of authority

There are different “bosses” in one area and too many supervisors. There is no
clarity on who is calling the shots and in charge.
7. Terminology differences
Some personnel are unfamiliar with the terminologies and jargons used by
others, leading to confusion and ineffective communication.
8. Unclear or unspecified incident objectives

Since most of the responders are freelancer during those past incident, incident
objectives are unclear or not properly disseminated to all involved in the response
effort.
9. Confusion arising from catastrophic events

Due to too many responders, no clear objectives, unclear chain of command, in
addition to the pressures of catering to the overlapping demands of the
communities (e.g., requests for rescue and assistance, instructions of higher
officials, etc) -- all these lead to confusion.
10. Political intervention

Some take advantage of the disaster for political interests. Others even abuse
their authorities.
Overview of ICS
What is ICS?
ICS is a standard, on-scene, all-hazard incident management concept that can be
used by DRRMCs at all levels, particularly response groups.
It is a universally accepted concept, a response mechanism attuned to international

guidelines. ICS is used is on the spot or at the actual scene of the incident. It can be
applied for all types of disasters, whether caused by natural or human-induced
hazards.
ICS is made practically for all stakeholders, whether government or non-government

disaster managers and responders.

Origin of ICS
ICS was brought to the Philippines by the US Forest Service with
funding from USAID through the ASEAN-US Cooperation on
Disaster Management, which started way back in 2003.
Originally referred to as FIRESCOPE, ICS was designed for
managing forest fires in the US and was eventually adopted for use
in managing tactical resources or all forms of emergencies.
ICS around the World
At the ASEAN, the practice of ICS promotes regional cooperation

among the 10 ASEAN Member States, including the Philippines,
as part of the declaration “One ASEAN One Response.”
The use of ICS is widespread in several countries around the world:

• United States • India
• Canada • Sri Lanka
• Australia • Ethiopia
• New Zealand • Ghana
• Mexico • Latin American Countries
• China • Many other countries
• Vanuatu
• Bhutan
Harmonized Response
ICS allows 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.
It allows different actors to harmonize their efforts, have a common objective despite
their differences in mandates, functions and priorities.
ICS Legal Bases

2010 → Republic Act 10121
ICS was mandated to be established in the Philippines through Republic Act
10121, particularly in the following provisions:
Section 9 (g): The Office of Civil Defense (OCD) shall "formulate standard
operating procedures for the deployment of rapid assessment teams,
information sharing among different government agencies, and coordination
before and after disasters at all levels."
Rule 7 (h), Implementing Rules and Regulations: The OCD shall “establish
an incident command system (ICS) as part of the country's existing on-
scene disaster response system, to ensure effective consequence
management of disasters or emergencies.”

2012 → NDRRMC Memo No. 4, s. 2012
Issued on 28 March 2012, this provides the guidelines on use of ICS as an
on-scene disaster response and management mechanism under the
Philippine DRRM System.
Executive Order No. 82, s. 2012
→ On 04 September 2012, Executive Order No. 82 was issued. Specifically,
under Section 4D, the Executive Order states that “as soon as an incident is
declared as approaching crisis level, the responding Crisis Manager
activates the Incident Command System (ICS)...”
2014 → OCD Memo 758A

OCD Memo No. 758A, s. 2014
Issued on 23 October 2014, this approves the ICS Field Operations Guide
for use and dissemination by the OCD.
2015 → NDRRMC Memo No. 48, s. 2015

Issued on 12 November 2015, this provides for the localization of ICS forms
in the Philippine context.
2016 → NDRRMC Memo No. 43, s. 2016

Issued on 18 August 2016, this provides the guidelines on the
interoperability of the Incident Management Teams and Response Clusters.
NDRRMC Memo No. 44, s. 2016
Also issued on 18 August 2016, this provides the guidelines on the
→ mobilization of Incident Management Teams.
NDRRMC-NSC JMC No. 1, s. 2016

Issued on 30 August 2016, this Joint Memorandum Circular of the NDRRMC
→ and the National Security Council requires the use of ICS as an integral
component of contingency plan for both natural and human-induced
hazards.
2017 → NDRRMC Memo No. 100, s. 2017

Approved on 16 August 2017, this reiterates the training qualifications to
become recognized by the OCD as an ICS Cadre or Master Trainer.
2018 → DILG Memo No. 2018-49

Issued on 06 April 2018, this provides guidelines for the implementation of
the Seal of Good Local Governance. Specifically, ICS training has been
required as one of the assessment criteria that must be satisfied by local
government units to become qualified for the awarding of the Seal of Good
Local Governance.
NDRRMC Memorandum No. 131, s. 2018
→ Issued on 25 October 2018, this provides for the standardization of
Emergency Operations Center (EOC) in terms of establishment,
operationalization and management. It clarifies the application of ICS
principles in EOC. It also highlights how the EOC should work with the
Incident Management Teams during response.
Present Regional and Local Institutionalization

→ With references to the issuances from the national government, regional and
local DRRMCS also formulated their respective policies, guidelines and
ordinances to institutionalize ICS in their areas of jurisdiction.

Purposes of ICS
Safety of responders and others
This is the number one priority: safety of the responders before proceeding to help
others. In ICS, a response operation can be put on hold or even terminated if the site
is not safe for the responders.
Achievement of tactical objectives

Tactical objectives are formulated as bases for the actions of the responders. In
other words, when you are deployed on-scene, you should know what your actual
role and contribution for the operations is.
Efficient use of resources

ICS ensures that resources match the needs of the incident. This is to prevent
wastage and overlapping of functions.
Proof of Effectiveness of ICS
The effectiveness of ICS in the Philippines has been proven academically

through the study conducted by the OCD and the Polytechnic University of the
Philippines (PUP) on the ASEAN 2017 Operations.
Based on findings, ICS is effective in terms of maintaining an integrated
management organization, ensuring agencies’ contribution, management of agency
responsibilities, and implementation of overall command and control.
Another study assessed the reliability and effectiveness of ICS in three (3)
criteria: policy, training and operations. The findings of the study indicate that ICS
is reliable and effective as an on-scene disaster response and management
mechanism in the country. ICS puts order in disasters. It systematizes and
standardizes processes by integrating mandates and functions of various
stakeholders. ICS is a platform of convergence for government, private sector,
CSOs/NGOs and the community to work together in managing disasters, and yield
mutually desired results.

Principles and Features of ICS
Common Terminology
• All ICS communications should be done in plain language. Radio codes,
agency- specific codes, acronyms, and other jargon should be avoided to
ensure that radio traffic can be understood by everyone on that channel. This
ensures better communication and a safer work environment.
• Common terminology allows diverse incident management and support

entities to work together. Major functions and functional units with incident
management responsibilities are named and defined. Terminology for the
organizational elements involved is standard and consistent.
Modular Organization
• The ICS organization is flexible and modular. Organization develops in a top-
down fashion, beginning with the Incident Commander (IC). The IC
establishes organization based on incident size, complexity, and specific
hazards.
• ICS also adheres to the principle of “Form follows function”, i.e., only
functions/positions necessary for the incident will be filled or activated.
Management by Objectives
The ICS is managed by objectives. In order to achieve the desired goal at the top of
the triangle. There are four essential steps. These steps take place in every incident
regardless of size or complexity.
1. Understand agency policy and direction

2. Establish incident objectives
3. Select appropriate strategy
4. Perform tactical direction (applying tactics appropriate to the strategy,
assigning the right resources, and monitoring performance)
Span of Control
• Span of control pertains to the number of individuals one supervisor can
effectively manage.
• Maintaining an effective span of control is particularly important in incidents

where safety and accountability have top priority.
• In ICS, the ideal span of control for any supervisor falls within a range of 3 to
7 subordinates. If a supervisor has fewer than 3, or more than 7, people
reporting to him/her, some adjustments to the organization should be
considered.
Incident Facilities and Locations

In ICS, there are several incident facilities and locations being established depending
on the needs of the incident. Examples are shown in the slide. The functions of the
facilities will be discussed in the succeeding modules.

Resource Management
• Resource management includes processes for categorizing, ordering,
dispatching, tracking, and recovering resources.
• Maintaining an accurate and up-to-date picture of resource utilization is a
critical component of incident management.
Integrated Communications
The ability to communicate within the ICS is essential. Communications can be
viewed in at least three different ways:
• The "hardware" systems that transfer information
• Planning for the use of all available communications frequencies and
resources
• The procedures and processes for transferring information
Just as every incident requires an IAP, every incident also needs a Communications
Plan. Like the action plan, the Communications Plan can be very simple and stated
orally, or it can be quite complex, and form a part of a written IAP.
Establishment and Transfer of Command

• The command function must be clearly established from the beginning of
incident operations. The agency with primary jurisdictional authority over the
incident designates the individual at the scene responsible for establishing
command.
• The command may also be transferred from one IC to another depending on
the situation. When command is transferred, the process must include a
briefing that captures all essential information for continuing safe and effective
operations.
Chain of Command and Unity of Command

• Chain of Command means that there is an orderly line of authority within
the ranks of the organization with lower levels subordinate to, and connected
to, higher levels.
• Unity of command is ensuring unity of effort under one responsible person
(or commander) for completing a task.
• Chain of Command and Unity of Command help to ensure that clear
reporting relationships exist. They eliminate the confusion caused by
multiple, conflicting directives.
Unified Command
• Unified Command enables all responsible agencies to manage an incident
together by establishing a common set of incident objectives and strategies.
• It allows Incident Commanders to make joint decisions by establishing a
single command structure. In maintaining unity of command, each employee
only reports to one supervisor. There is shared responsibility and
accountability.
“Check-in” for Accountability

• Several procedures within the ICS ensure personnel accountability. Among
these procedures is the conduct of "check-in."

• Upon arrival at the response site, all responders, regardless of agency
or affiliation, must check-in by reporting to the person in charge, the
Incident Commander, and receive an assignment in accordance with the
procedures established.
Dispatch/Deployment
• Resources should respond only when requested or when dispatched by an
appropriate authority through established resource management systems.
• Receipt of a complete deployment briefing is important. The situation
must be assessed, and the response must be thoroughly planned. Managing
resources safely and effectively is the most important consideration.
Information and Intelligence Management

Information and intelligence are critical to incident response. It is important that the
incident management organization establishes a process for gathering, sharing,
and managing incident-related information and intelligence.
Forms and Tools

ICS has a variety of tools, including forms, to help standardize procedures and
documentation.
Incident Action Plan

• Every incident needs an action plan. At first, response operations
commence based on existing practices and standards. As incidents grow in
complexity and/or size, ICS provides a format for a written action plan,
referred to as the Incident Action Plan (IAP).
• The purpose of the IAP is to provide all incident supervisory personnel with
appropriate direction for action. The IAP specifies tactical actions
associated with the next operational period.
Documentation of ICS Application

2013 → Black Nazarene Translacion
Since 2013, ICS is implemented during the celebration of Black Nazarene
Traslacion to ensure the safety of devotees from security threats, stampede,
and other untoward incidents. Principles such as unity of command are
applied to effectively manage event requirements.
2014 → Typhoon Ruby

In response to Typhoon Ruby, regional and local IMTs were mobilized. They
developed the Incident Action Plans and conducted Operational Period
Briefings for the responders. Evacuation procedures, rescue and clearing
operations were conducted efficiently and effectively.
2015 → Asia Pacific Economic Cooperation (APEC)

During the hosting of the APEC in 2015, several Incident Management
Teams were deployed to various engagement areas, hotels and meeting
venues of various regions to ensure the safety and welfare of the APEC
delegates. Moreover, during the APEC Economic Leaders Meeting, the
concept of Unified Command was applied by the NDRRMC under the Joint
Task Group Emergency Preparedness.
2016 → Mt. Apo Fire Incident

During the Mt. Apo Fire Incident, RDRRMC XI and XII fully applied the
concepts and principles of ICS to facilitate inter-agency response and
prevent further spreading of the fire. Moreover, the ICS was used for proper
coordination with other neighboring regions offering assistance.
2017 → Marawi Crisis

In response to Marawi Crisis, the National Incident Management Team was
mobilized to augment for consequence management. The focus was on the
provision of immediate needs for the communities displaced due to the
armed conflict situation.
2018 → Mayon Volcano Eruption

During the Mayon Volcano Eruption, RDRRMC V assisted the local
government units in managing the needs of the displaced population. An
Incident Management Team was mobilized to facilitate the distribution of
relief goods and other resources.
2019 → Batanes Earthquake

After the earthquake hit Batanes in July 2019, the mobilization of Incident
Management Team was among the initial actions undertaken by the local
government unit. An Incident Command Post was established, among other
ICS facilities, to manage the entry of external assistance.
2020 → Coronavirus Disease 2019 (COVID-19)

With reference to the National Action Plan, DRRMCs have been organized
as Task Forces for COVID-19. Among the mechanisms of the Local Task
Forces is the mobilization of Incident Management Teams. Examples of
activities are the management of areas under community quarantine, the
distribution of assistance to families, and the facilitation of resource needs
for the locally stranded individuals.

Introduction to Exercise Design
Module Objectives
1. Describe the overview of exercise;

2. Determine the types of exercise; and
3. Understand the use of DRRM subjects in designing exercises.
Overview of Exercise
Exercise is one of the fundamental activities under the thematic area of Disaster
Preparedness.
Exercise
An exercise is a focused practice activity as part of Disaster Preparedness, wherein
participants are typically in a simulated situation. There is no real emergency, but
just a simulation to test how the participants will behave and act accordingly.
To demonstrate simulation, all needed personnel and materials are set up to depict a
real-life situation and test the appropriateness of response.
Why Conduct an Exercise?

Exercise promotes preparedness and awareness for participating players.
Since the situation is simulated, participants will be able to know what to do once the
actual emergency happens.
Exercises improve the organization’s system for managing emergencies.
It puts to application all existing plans, policies and protocols.
Exercise enables people to practice their roles and responsibilities, and gain
experience in those roles.
They can improve the application of their knowledge and skills in various fields.
Other Reasons
Here are other reasons why exercises are important:
• To evaluate existing policies, plans, and procedures

• To identify plan weaknesses and gaps
• To improve coordination, cooperation, and communications
• To determine and eliminate problems before the actual emergency occurs
• To implement corrective actions as part of exercise evaluation and follow up

Exercise Design
Exercise design pertains to the overall set of processes and documents to determine
the background, concept, objectives, and other details to manage the operational,
administrative and logistical requirements of an exercise.
Developing an Exercise Design follows a standard approach which aligns to the

organizational goals and requires the concerted effort of the planning team members
and other key players.
Types of Exercise
There are different types of exercises, depending on the capacity building needs of
the organization.
Exercises can be classified as Discussion-based or Operations-based:
Discussion-Based Exercise
Discussion-based exercise, from the name itself, is all about talking and
visualization. It focuses more on interactive verbal exchange of ideas. It allows
participants with current plans, policies, agreements, and procedures, or may be
used to develop new plans, policies, agreements, and procedures.
Operations-Based Exercise
Operations-based exercise, on the other hand, is more action oriented as it allows
players to perform, simulate and practice. It validates the plans, policies,
agreements, and procedures. It clarifies roles and responsibilities through actions
and demonstrations.
Kinds of Discussion-Based Exercise
Seminar
A seminar is an exercise led by a presenter who teaches or orients participants
about concepts, plans, policies, or procedures. It is a very low-stress event, usually
presented as an informal discussion in a group setting. There is little or no
simulation.
A variety of seminar formats can be used, including lecture/discussion, slide or video
presentation, and panel discussion. It is participated in by very few to several people
from a single agency or mixed organizations.
A seminar is quite simple to prepare. Oftentimes, there is no prerequisite required for
seminar attendees. Any conference room or function room can be used.

Workshop
A workshop is led by a presenter or facilitator who guides participants to develop or
produce plan, procedure, or document. Like the seminar, the workshop is also a very
low-stress event with little simulation. Mechanics are administered, and templates
are distributed to produce the required outputs.
A workshop is led by a facilitator or groups of facilitators. A support staff is also
needed especially if there are several outputs to be made.
Certain qualifications may be required when selecting workshop participants. The
participants may be required to bring relevant plans, policies, procedures, or other
pertinent data for the workshop sessions.
Workshop can be used for developing plans, policies, procedures, templates, tools
and other required outputs. It can also be used to review and update the said
documents.
Tabletop Exercise
Tabletop Exercise (TTX) involves asking series of questions based on a hypothetical
scenario, and moderating discussions to check how the participants will respond to
the questions. It usually involves senior staff, elected or appointed officials, or other
key personnel.
TTX is usually organized using a round-table setup. At the middle is the facilitator
surrounded by the participants. It begins with the presentation of the situation
narrative, which sets the stage for the hypothetical emergency. The facilitator
stimulates discussion by talking about potential problems, and by clarifying actions
on how the participants would respond in a real emergency. He/she calls on others
to participate, asks questions, and guides them toward sound decisions.
Maps, charts, and packets of materials are used to add to the realism of the
exercise.
Kinds of Operations-Based Exercise

Drill
A drill is a supervised activity that is used to test specific operations or functions
within a department or functional area. It involves actual field performance, but just
for a specific function. It should be as realistic as possible, employing any
equipment or apparatus for the function being drilled.
Drills are typically led by a manager, supervisor, or office/ department head. The
number of participants depends on the function being tested.
The Nationwide Simultaneous Earthquake Drill (NSED) is an example as it tests the
conduct of evacuation as a process.
Functional Exercise
A functional exercise is a single or multi-area activity based out of an Emergency
Operations Center (EOC) or Incident Command Post (ICP). It is designed to
evaluate capabilities and multiple functions using a simulated response. This is an
interactive exercise—similar to a full-scale exercise without the actual mobilization of

resources and equipment. It simulates an incident in the most realistic manner
possible, short of moving resources to an actual site.
A functional exercise is geared for multi-stakeholder coordination, decision, and
action. The “players” practice responding in a realistic way to carefully planned and
sequenced messages given to them by “simulators.” The messages reflect ongoing
events and problems that might actually occur in a real emergency. It becomes
stressful because players respond in real time, with on-the-spot decisions and
actions. However, the actions are also simulated using reports or communications
as there is no actual response mobilization.
Functional exercises are usually conducted inside an actual EOC or ICP, or any
conference room simulated as an EOC or ICP. Ideally, people gather where they
would actually operate in an emergency. Players and simulators are often seated in
separate areas or rooms. Realism is achieved by the use of telephones, radios,
televisions, and maps.
Full Scale Exercise

A Full Scale Exercise (FSE) is a high-stress multi-agency, multi-jurisdictional activity
involving actual deployment of resources in a coordinated response, as if a real
incident had occurred.
The FSE typically commences with the description of the situation communicated to
responders in the same manner as would occur in a real event. Responders see a
“visual narrative” in the form of a mock emergency (e.g., a plane crash with victims, a
“burning” building, a simulated chemical spill on a highway, or a terrorist attack).
From then on, actions taken at the scene serve as input to the simulation. The event
unfolds in a realistic setting. The EOC or other operating center is activated, and
ICPs may be established.
Full-scale exercises are the ultimate in the testing of functions. Because they are
expensive and time consuming, it is important that they be reserved for the highest
priority hazards and functions.
Designing an exercise should follow the crawl-walk-run approach. Begin by

capacitating stakeholders using the discussion-based exercises which require less
preparation, and are less complex to organize.
As the capacity building initiative progresses, you can now proceed to do more
complex operations-based exercise.
In other words, before you want to teach a person to run, start by teaching him how
to crawl, then to walk.
Using DRRM in Exercises
Various DRRM subjects can be used to effectively design an exercise.
Refer to RA 10121 and Other Issuances

In order for an exercise to be sound and objective, the design should be aligned to
Republic Act (RA) 10121 and other relevant issuances, policies and guidelines in the
field of DRRM.
Using DRRM in Exercises
Here are some recommendations when using DRRM in exercises:

• Involve the DRRMC (National, Regional or Local), its structure, and the
members.
• Tap the technical experts to assess the coherence and substance of the
exercise design.
• Involve the private sector and civil society organizations, as applicable, to
promote inclusivity.
More recommendations:
• Organize the response activities using the Response Cluster Approach.
• Apply Incident Command System (ICS) concepts for exercises designed at
the tactical or on-scene level.
• Design exercises based at an Emergency Operations Center (EOC) to test
multi-stakeholder coordination, information management and resource
mobilization.

Video Teleconferencing Modules
Module 1: CP Process
Module Objectives
Upon completion of this module, the participants will be able to:
1. Enumerate the preparations needed for CP;
2. Develop the contents of a CP; and
3. Explain the post-activities to be undertaken after completing the CP.
CP Process Session 1
Preparations
Generate Situation Awareness
• Do risk assessment
• Detect early warning signs
• Analyze historical data
• Determine participants
• Invite technical experts
• Prepare materials
Materials to be prepared
• Maps
• Population data
• Resource inventory
• Relevant plans and policies
CP Formulation
Chapter I: Background
INTRODUCTION
Write a narrative on the profile of the LGU/ agency/ office/ organization.

Refer to relevant sources.

HAZARD ANALYSIS
Accomplish CP Form 1
Analyze hazards based on probability and impact
HAZARD TO PLAN FOR
DECIDE the specific hazard to plan for.

Accomplish CP Form 2 to analyze the anatomy of the selected hazard.
SCENARIO
Scenarios are projected situations that may result from the occurrence of the
identified hazard.
IMPORTANT: Refer to worst-case scenario.

Determine the projected number of individuals who will be affected.

Chapter II: Goal and Objectives
Goal: Overall goal or the end state that a CP aims to achieve
Objectives: General objectives to achieve the desired goal
Smarter Objectives
S – pecific : clearly stated
M – easurable : quantifiable
A – ttainable : can be achieved
R – ealistic : resembles real life
T – ime bound : with particular a period of time
E – xtending : can be continued and replicated
R – ewarding : generates fulfillment
Sample Goal
The goal of the contingency plan is to provide effective, efficient, timely and well-
coordinated response mechanisms in the event of the occurrence of (hazard) in
(locality/ agency/ organization). Such mechanisms shall help to protect lives,
properties and the environment, and restore the immediate needs of the people in
(locality/ agency/ organization).
Sample Objectives
1. To ensure the protection of lives and properties in the event of (hazard) in the
(locality/ agency/ organization);
2. To determine the immediate needs and the resources that will meet the needs in
the event of (hazard);
3. To establish coordination and linkages between and among the stakeholders of
(locality/ agency/ organization) in the event of the (hazard).

Chapter III: Response Arrangements
RESPONSE CLUSTERS
Organize the Response Clusters that will provide resources.

Accomplish CP Form 5
Not all the clusters of the NDRRMC need to be activated

Use of clusters depends on the local situation
New clusters can be formed based on the actual needs

Chapter III: Response Arrangements
EMERGENCY OPERATIONS CENTER
Facility for multi-stakeholder coordination, information management and facilitation of

resource mobilization to support incident operations.
• Accomplish CP Form 10 to describe the EOC requirements.

• Organize the personnel manning the EOC.
• IMPORTANT: EOC should be safe from hazard.

INCIDENT COMMAND SYSTEM
ICS is an on-scene response mechanism that is being implemented for tactical

response.
Accomplish CP Form 11 to describe the ICS requirements.

Organize the IMT.
IMPORTANT: ICS facilities should be safe from hazard.

Incident Management Options
• Single Command
• Unified Command
• Incident Complex
• Single Incident Divided
• Area Command
Interoperability: Harmonization of the response arrangements
INTERPORABILITY
• NDRRMC Memorandum No. 43 s 2016

• NDRRMC Memorandum No. 131 s 2018
THREE ELEMENTS OF RESPONSE

Chapter IV: Activation
ACTIVATION
Indicate how to activate the CP

Use flow chart
Show the triggers
Common triggers for CP activation:
• For natural hazards: PDRA and RDANA

• For human-induced hazards: Intelligence Reports
• For planned events: usually days or weeks before the actual event
Response Deactivation: Recommendation for deactivation emanates from the IC
For Natural or For Planned Events

Human-Induced Hazards
• Situation has improved Usually 1 to 2 days after the actual

• Heightened alert is no longer required date of the event or as agreed
• Normal operations can suffice

NON-ACTIVATION
For non-activation, the CP will either be:

• Maintained as a continuing plan
• Incorporated in the overall plan
Annexes
Working Group
• Overall responsible for the completion of the CP

• Initiates the conduct of follow-through activities
Describe the following:
• Purpose
• Duties and responsibilities
• Composition/members
Members of the Working Group
MEMBERS DUTIES AND RESPONSIBILITIES

Head Overall in- charge
Facilitator Leads the discussions
Secretariat Documents and writes the plan
Cluster Representatives Complete the plan of the assigned cluster
Other Annexes
• Maps
• Relevant Reports
• HADR Standards
• Directories
• List of relevant policies and guidelines
• Others

MEMBERS OPR
Lead
Facilitator
Secretariat
Cluster Representative
Post-Activities
Endorse the Plan
A CP should be supplemented by an official issuance that the plan has been

approved by the authorities.
“Living” Document
The Working Group shall subject the plan for continuous testing, evaluation,
updating and improvement.
Test, Update and Improve the Plan
CP Quick Guide

Module 2: Testing the CP
Module Objective
Upon completion of this module, the participants will be able to describe the
importance of exercises as means to test and assess the CP.
TESTING THE CONTINGENCY PLAN
CPs are tested through the conduct of exercises.
WHY EXERCISE?
• To promote preparedness
• For system improvement
• For individual training
• To evaluate existing policies, plans, and procedures
Note: Responders will act as they are trained.
EXERCISE TYPES
Discussion-based: Talk and visualize

Operation-based: Perform, simulate and practice
Discussion-based: Operations-based:
• Seminars • Drills
• Workshops • Functional Exercises
• Tabletop Exercise • Full-Scale Exercises
DISCUSSION-BASED
Seminars - Led by a presenter who teaches or orients participants about concepts,

plans, policies, or procedures.
Workshops - Led by a presenter or facilitator who guides participants to develop or

produce plan, procedure or document.
Tabletop Exercises (TTX) - Centered on a hypothetical scenario involving senior

staff, elected or appointed officials, or other key personnel.

OPERATIONS-BASED
Drills - Used to test specific operations or functions within a department or functional

area.
Functional Exercises
• Single or multi-area
• Based out of an EOC or ICP
• Designed to evaluate capabilities & multiple functions using a simulated
response
Full Scale Exercises

• High-stress, multi-agency & multi-jurisdictional
• Involves actual deployment of resources in a coordinated response, as if a
real incident had occurred
Important Notes
• An exercise should focus on identifying and fixing problems before an actual

emergency
• An exercise has value only when it leads to improvement
• Practice Success, not Failure!

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CONTINGENCY

Course Overview: Contingency Planning .............................................................. 1

Self-paced Learning Sessions ................................................................................ 8

The Philippine Disaster Risk Reduction and Management System ................... 8

Introduction to Contingency Planning .............................................................. 25

Introduction to Emergency Operations Center ................................................. 34

Introduction to Incident Command System ...................................................... 39

Introduction to Exercise Design ....................................................................... 48

Video Teleconferencing Modules ......................................................................... 53

Module 1: CP Process ..................................................................................... 53

CP Process Session 1 ............................................................................. 53

CP Process Session 2 ............................................................................. 58

CP Process Session 3 ............................................................................. 61

Module 2: Testing the CP ................................................................................ 67

• Self-Paced Learning is a method in which the learners can control the

Category: Technical Course

Completing this course will credit 29 technical training hours

Contingency Planning Training Course 2

Requirement for course completion

Online discussion rules

Contingency Planning Training Course 3

• Pre-test: must accomplish the pre-test but no passing grade required

Gender Sensitivity and Responsiveness

Contingency Planning Training Course 4

Philippine Overview of the Philippine DRRM System and the

Introduction Overview of CP, its background, legal bases, key

Introduction to the concept of the EOC, its legal

Introduction to the concept of ICS, highlighting its

Provides an overview of the exercise, its types and

Highlights the importance of conducting tabletop

Contingency Planning Training Course 5

Day 1: Around 7 hours

Day 2: Around 4 hours

Day 3: Around 6 hours and 30 minutes

Contingency Planning Training Course 6

Day 4: Around 6 hours

Day 5: Around 3 hours and 30 minutes

Day 6 (Post-training): Around 2 hours self-paced

Contingency Planning Training Course 7

The Philippine Disaster Risk Reduction and

Philippine Disaster Risk Profile

Pacific Ring of Fire

Contingency Planning Training Course 8

If we will look at the distribution of active faults and

If we will examine the seismicity or the frequency of

Reference: DOST PHIVOLCS

Pacific Typhoon Belt

Aside from being situated in the

Our country is visited by an average

In addition, we also have to contend

Too many greenhouse gases are

Major Disasters caused by Natural Hazards

2009 Tropical Storm Ondoy

PhP 11B Damages

2013 Bohol Earthquake

PhP 2.25B Damages

Contingency Planning Training Course 10

PhP 89.6B Damages

2018 Mayon Volcano Eruption