Doh DRRMH Planning Guide Inside

DISASTER RISK
REDUCTION AND
MANAGEMENT
IN HEALTH
PLANNING GUIDE
FOREWORD
The Department of Health, with the Health
Emergency Management Bureau (HEMB) takes the
lead in the prevention and mitigation, preparedness,
response, recovery and rehabilitation for health
emergencies and disasters.
Institutionalizing Disaster Risk Reduction and

Management in Health (DRRM-H) through a
comprehensive plan consistent with national and
international policies such as the Sendai Framework
for Action, RA 10121 or the Philippine Disaster
Risk Reduction and Management Act, National
Objectives for Health, the Fourmula One Plus, and RA
11223 or the Universal Health Care Act is paramount
in addressing health risks and inequalities aggravated during emergencies and
disasters.
This DRRM-H Planning Guide is a user-friendly and easy-to-read reference that covers
fundamental principles and concepts of disaster risk reduction and management in
health, outlines step-by-step procedures, and provides tools and templates needed
for participatory planning. It aims to assist committees at all levels of service delivery
in formulating their DRRM-H plans to ensure health systems resilient to disasters and
emergencies. It focuses on the central paradigm shift in disaster risk reduction and
management efforts – from preparedness and response to incorporation of all
thematic areas – and builds upon the foundation laid by previous efforts in planning
for health emergencies and disasters, incorporating novel concepts such as
investment planning for the health sector. It also provides a coherent framework for
interaction between different levels of governance – from the local government units,
to hospitals, to Centers for Health Development in the regions, and shapes how all
plans fit into the grand scheme of national disaster risk reduction and management.
I trust that this guide will assist our planners, DRRM-H Managers, partners, and
stakeholders in improving health service delivery in emergencies and in times of
disasters. Thus, pave the way to a more resilient and responsive health system for
Filipinos.
FRANCISCO
ANCI
C SCO T. DUQUE III, MD, MSc
Secretary of Health
i
ACKNOWLEDGEMENTS
The following individuals and groups dedicated their time and skills fully to the
development of the Disaster Risk Reduction and Management in Health (DRRM-H)
Planning Guide.
The members of the core and expanded core groups: Dr. Maridith D. Afuang,
Engr. Aida C. Barcelona, Ms. Mara Blaise P. Cervania-Carillo, Ms. Winselle Joy
C. Manalo, Ms. Monaliza A. Pardo, Ms. Naomigyle Kammil V. Maata-Ontanillas,
Ms. Janice P. Feliciano and Ms. Elmie Joy T. Villegas from the Health Emergency
Management Bureau (HEMB) and Ms. Tanya Mara F. Gagalac, Health Policy
Development and Planning Bureau (HPDPB); Dr. Mariella S. Castillo, Dr. Raoul Bermejo
and Ms. Johanna S. Banzon from United Nations Children’s Fund (UNICEF); Centers
for Health Development Directors and DOH Hospitals Medical Center Chiefs, DRRM-H
Managers; the Local Government Units.
Special thanks to Center for Health Development II, the Province of Isabela,
Municipality of Tumauini of Isabela, Barangay Buenavista of Tuguegarao City for their
participation in the pilot implementation.
Dr. Ronald P. Law, Dr. Arnel Z. Rivera, Ms. Florinda V. Panlilio, Ms. Maria Lovella Rhodora
M. Rago who provided valuable technical support.
Last but not the least, to Director Gloria J. Balboa who led the group in this another
DRRM-H endeavor.
ii
ACRONYMS
AOP Annual Operational Plan
BHS Barangay Health Station
CHO City Health Office
DOH Department of Health
DRRM Disaster Risk Reduction and Management
DRRM-H Disaster Risk Reduction and Management in Health
EOC Emergency Operations Center
EWARS Early Warning Alert Response System
HEMB Health Emergency Management Bureau
HEPRRP Health Emergency Preparedness, Response and Recovery Plan
HERTs Health Emergency Response Teams
HSI Hospital Safety Index
HSFD Hospitals Safe from Disaster
HUC Highly Urbanized City
ICC Independent Component City
ICS Incident Command System
LCE Local Chief Executive
LDRRMP Local Disaster Risk Reduction and Management Plan
LGU Local Government Unit
LIPH Local Investment Plan for Health
MHO Municipal Health Office
MHPSS Mental Health and Psychosocial Support
MISP-SRH Minimum Initial Service Package for Sexual and Reproductive
Health
NDRRMP National Disaster Risk Reduction and Management Plan
OPCEN Operations Center
PHO Provincial Health Office
STAR Strategic Tool for Analyzing Risk
WASH Water, Sanitation and Hygiene
iii
DEFINITION OF TERMS
Damage Assessment and Needs Analysis (DANA) – is an assessment to rapidly
diagnose remaining functions and operational capacity of the systems, the damage
suffered, its causes and required repairs and rehabilitation; and quantify the needs
that must be met and estimate the time needed in order to establish key services.
Disaster Risk Reduction and Management in Health (DRRM-H) Institutionalization

– is the establishment of a functional DRRM-H system which includes the following
components: DRRM-H plan, health emergency response teams, health emergency
commodities and operations center.1
Disaster Risk Reduction and Management in Health (DRRM-H) Plan – is a three-year

strategic health plan containing disaster risk reduction and management measures
in the four thematic areas: Prevention and Mitigation, Preparedness, Response, and
Recovery and Rehabilitation.1
Essential Health Service Package – a package that includes services that aim
to provide a focused approach for all affected individuals especially the vulnerable
and marginalized populations during emergencies and disasters. The package
consists of the four sub-clusters in the DOH-led Health Cluster namely Medical and
Public Health with the Minimum Initial Service Package for Sexual and Reproductive
Health (MISP-SRH); Nutrition; Water, Sanitation and Hygiene (WASH); and Mental
Health and Psychosocial Support (MHPSS)2 services.
Hazard Mapping – is a process of establishing geographically where and to what

extent a particular hazard and/or phenomenon are likely to pose a threat to the
community.1
Hospital Safety Index Tool – is a rapid and low-cost diagnostic tool for assessing the
probability that a hospital will remain operational in emergencies and disasters.3
Incident Command System – is the establishment of an organizational structure that

clearly defines the key offices and officials responsible for the overall management
of the event, with specific roles and functions to perform during pre-impact, impact,
and post-impact phases.4
Preparedness – is the strengthening of capacities of communities to anticipate, cope,

and ensure early recovery from the negative health impacts of emergencies and
disasters.5
Prevention and mitigation – is avoiding hazards and limiting their potential health
impacts by reducing exposure to the hazards and the existing vulnerabilities of the
community.5
Recovery and rehabilitation – is restoring and improving health facilities, health

conditions, and organizational capacity of affected communities, aligning with the
principles of sustainable development and “build back better”, to avoid or reduce
future disaster risk.5
Response – are actions taken directly before, during or immediately after a disaster
in order to save lives, reduce health impacts, ensure public safety and meet the
basic subsistence needs of the people affected.5
1
Health Emergency Management Bureau Operational Definition
2
Department of Health. (2017). Guidelines in the Provision of Essential Health Service Packages in Emergencies and Disasters (Administrative Order 2017-
0007). Manila, Philippines.
3
World Health Organization. (2015). Hospital Safety Index: Guide for Evaluators. Geneva, Switzerland
4
Health Emergency Management Bureau. (2015). Manual of Operations on Health Emergency and Disaster Response Management. Manila, Philippines
5
United Nations International Strategy for Disaster Reduction (UNISDR). (02 February 2017). In Terminology on DRR. Retrieved from: https://www.unisdr.org/
iv we/inform/terminology
EXECUTIVE SUMMARY
The Disaster Risk Reduction and Management in Health (DRRM-H) Plan is one of the
four vital indicators in DRRM-H institutionalization. It is a product of a participative
process that requires the involvement of the head of institution/organization, the
DRRM- H managers; technical program managers of the DOH-led Health cluster
namely – Medical and Public Health to include Minimum Initial Service Package for
Sexual and Reproductive Health (MISP-SRH); Nutrition; Water, Sanitation and Hygiene
(WASH); and Mental Health and Psychosocial Support (MHPSS) – and other relevant
stakeholders at the different levels of governance and service provision – Centers for
Health Development (regional health offices), hospitals and local government units.
Each level of governance should develop a DRRM-H Plan that is updated, approved,
disseminated and tested annually, with necessary budget allocation. It is formulated
from actual disaster experience, exercise/drill findings and changes in the policy
environment. DRRM-H planning is done every three years with updating when a
major disaster occurs.
This Planning Guide contains three parts: Part 1 details the concepts, principles,
planning context and guidelines on DRRM-H; Part 2 is divided into Part 2A which
contains the discussion on the steps on DRRM-H planning in public health, while
Part 2B contains that of the hospital.
The Part 2 discusses in detail the six steps identified in the conduct of the DRRM-H
Planning namely: First, Preparing to Plan in which authority, approval and support of
the head of institution is sought for the planning committee to convene and plan;
Second, Data Gathering where the necessary information are analyzed including
lessons learned from previous disasters; Third, Developing/Updating the Plan wherein
strategies and activities are laid down considering the four thematic areas -
prevention and migration, preparedness, response, and recovery and rehabilitation;
with planning matrices provided and taking into consideration the essential health
service packages in the Health Cluster. Fourth, Translating and Integrating the Plan
is to operationalize through an annual operational plan and ensure the alignment
of the plans to achieve the national goals, and to integrate to the different DRRM,
health, and development plans at all levels of governance; Fifth, Implementing the
Plan with the provision of budget; and Sixth and last, Monitoring and Evaluating the
Plan.
v
TABLE OF CONTENTS
Foreword ................................................................................................................................ i
Acknowledgements ............................................................................................................. iii
Acronyms ............................................................................................................................... iii
i
Definition of Terms ................................................................................................................. iv
i
Executive Summary .............................................................................................................. v
i
PART 1: DRRM-H CONCEPTS, PRINCIPLES, PLANNING CONTEXT AND

GUIDELINES
Introduction ..........................................................................................................................2
Understanding Essential Terminologies in Disaster Management ..................................2
What is DRRM-H Planning? ..................................................................................................3
Why conduct DRRM-H Planning?.......................................................................................4
Who shall be involved in DRRM-H Planning? ....................................................................4
When is DRRM-H Planning done?.......................................................................................6
How to conduct DRRM-H Planning? ..................................................................................6
PART 2A: DRRM-H PLANNING – PUBLIC HEALTH
1. Preparing to Plan ...........................................................................................................10

2. Data Gathering and Analysis .......................................................................................12
3. Developing/Updating the Plan ....................................................................................21
3.1. Public Health Prevention and Mitigation Plan ..............................................22
3.2. Public Health Preparedness Plan ...................................................................23
3.3. Public Health Response Plan ..........................................................................26
3.4. Public Health Recovery and Rehabilitation Plan .........................................29
4. Translating and Integrating the Plan ...........................................................................32
5. Implementing the Plan ..................................................................................................34
6. Monitoring and Evaluating the Plan ............................................................................35
vi
PART 2B: DRRM-H PLANNING – HOSPITAL
1. Preparing to Plan ...........................................................................................................38

2. Data Gathering and Analysis .......................................................................................39
3. Developing/Updating the Plan ....................................................................................41
3.1 Hospital Prevention and Mitigation Plan ........................................................42
3.2 Hospital Preparedness Plan..............................................................................43
3.3. Hospital Response Plan....................................................................................45
3.4. Hospital Recovery and Rehabilitation Plan...................................................47
4. Translating and Integrating the Plan ...........................................................................50
5. Implementing the Plan ..................................................................................................51
6. Monitoring and Evaluating the Plan ............................................................................51
Annexes...............................................................................................................................53
References ..........................................................................................................................92
vii
ANNEXES
Annex 1: Sample Gantt Chart for DRRM-H Planning Activity .......................................54
Annex 2: Possible Sources of Data ...................................................................................55
Annex 3: Hazard Map Sample: Public Health ................................................................56
Annex 4: Criteria/ Indicators for DRRM-H Institutionalization .........................................57
Annex 5: Response Management per Phase for Public Health ...................................58
Annex 6: Emergency Response Flow for Local Government Unit ................................59
Annex 7: Recovery and Rehabilitation Plan Template Post Disaster ...........................60
Annex 8: Proposed Outline of the Public Health DRRM-H Plan ....................................61
Annex 9: Policies and Guidelines related to Hospital DRRM-H Planning .....................64
Annex 10: General Information about the Hospital .......................................................66
Annex 11: Sample External Hazard Map: Hospital .........................................................80
Annex 12: Strategic Tool for Analyzing Risk (STAR) .........................................................81
Annex 13: Proposed Outline of the Hospital DRRM-H Plan ...........................................89
Annex 14: Response Management per Phase for Hospital ..........................................91
viii
LIST OF TABLES
Table 1: Public Health – Previous Disasters and Lessons ................................................13
Table 2: Public Health – Hazard Prioritization Matrix.......................................................14
Table 3: Public Health – Risk Assessment Matrix ..............................................................16
Table 4: Public Health – Vulnerability Assessment Matrix ..............................................17
Table 5: Public Health – External DRRM-H Institutionalization Inventory Matrix ...........19
Table 6: Public Health – Inventory of Resource Networks .............................................20
Table 7: Public Health – Prevention and Mitigation Plan ..............................................22
Table 8: Public Health – Preparedness Plan Matrix 1: Risk Reduction ..........................24
Table 9: Public Health – Preparedness Plan Matrix 2: Capacity Building Strategies to
include the Minimum Requirements for DRRM-H Institutionalization............................25
Table 10. Public Health – Standard Operating Procedures for Response ...................27
Table 11: Public Health – Standard Operating Procedures for Recovery and
Rehabilitation .....................................................................................................................30
Table 12: DRRM-H Operational Plan Matrix.....................................................................33
Table 13: Hospital – Previous Disasters and Lessons .......................................................39
Table 14: Hospital – Summary of Vulnerability Assessment Findings.............................40
Table 15: Hospital – Summary of Risk Assessment ...........................................................41
Table 16: Hospital – Prevention and Mitigation Plan......................................................42
Table 17: Hospital – Preparedness Plan ...........................................................................44
Table 18: Hospital – Standard Operating Procedure for Response .............................46
Table 19: Hospital – Standard Operating Procedure for Recovery and Rehabilitation
..............................................................................................................................................48
LIST OF FIGURES
Figure 1: DRRM-H Planning Management Structure ........................................................5
Figure 2: Six Steps in DRRM-H Planning ..............................................................................7
Figure 3: Interrelationship of Hazard, Vulnerability, Risk and Capacity .......................12
Figure 4: Problem Tree Tool Sample .................................................................................18
Figure 5: Health Cluster Services.......................................................................................21
ix
PART 1
CONCEPTS, PRINCIPLES,
PLANNING CONTEXT AND
GUIDELINES
Introduction
The goals of Disaster Risk Reduction and Management in Health (DRRM-H) are: (1)
to provide uninterrupted health services, (2) to avert preventable morbidities and
mortalities, and (3) to ensure that no outbreak occurs secondary to disasters. This is
in line with the Strategic Pillar 2 of the Fourmula One (F1) Plus for Health that ensures
accessibility of essential quality health products and services at appropriate levels of
care even in times of emergencies and disasters.
In order to achieve these goals, institutionalization of DRRM-H in the health system

across all levels of governance is necessary, as embodied in the Administrative Order
2019-0046: National Policy on DRRM-H. Minimum indicators of an institutionalized
DRRM-H are: (1) DRRM-H Plan - updated, approved, disseminated and regularly
tested; (2) Health Emergency Response Teams (HERTs) - organized and trained;
(3) essential health emergency commodities - available and accessible; and
(4) functional operations center. This will be done through the 5K approach or
the Kaligtasang pangKalusugan sa Kalamidad sa Kamay ng Komunidad (Health
Disaster Safety in the Hands of the Community), consistent with the National Disaster
Risk Reduction and Management Framework’s (NDRRMF) vision of the country to
have safer, adaptive and disaster-resilient Filipino communities toward sustainable
development.
The 5K will guide planners at all levels of governance to formulate disaster risk
reduction measures for each of the four thematic areas: Prevention and Mitigation,
Preparedness, Response, and Recovery and Rehabilitation. This requires proper
DRRM-H planning and implementation, coupled with gender-sensitive, culturally
appropriate, and inclusive approaches in service delivery.
Understanding Essential Terminologies in Disaster

Risk Reduction and Management
There are terminologies in disaster risk reduction and management that are necessary
in planning.
A hazard is any dangerous phenomenon, substance, human activity or condition

that may cause loss of life, injury or other health impacts, and also loss of property,
livelihood, and services, social and economic disruption, or environmental damage.
These hazards are categorized as geological (i.e. earthquake, volcanic activity,
landslide, liquefaction, tsunami); hydrometeorological (i.e. typhoons, storm surge,
drought, flooding); biological (i.e. emerging and re-emerging diseases, zoonosis);
and human-induced (i.e. armed conflict, terrorism, technological).
An emergency is an actual threat to public safety and/or public health; while a

disaster is a serious disruption of the functioning of a community or a society involving
widespread human, material, economic or environmental losses and impacts which
exceeds the ability of the affected community or society to cope using its own
resources.
Health consequences or risks are the negative effects that result from a hazard that
may further aggravate the current health of the affected population. These risks
could be death, illness or disease, injury or disability.
2 │ Part 1 Concepts, Principles, Planning Context and Guidelines

The presence or severity of risks directly correlates to the exposure to the hazard
and its characteristics and vulnerability of the affected population, while inversely
correlates to the capacity of the community. Vulnerability refers to the characteristics
and circumstances of a community (people, property, services, livelihood and
environment), or a system or asset that makes it susceptible to the damaging effects
of a hazard. Capacity, on the other hand, is the combination of the strengths,
attributes and resources available to the community, or society or organization that
can be used to manage and reduce disaster risks and strengthen resilience.
What is DRRM-H Planning?
PARTICIPATIVE DRRM-H PLAN RESILIENT HEALTH

PROCESS SYSTEM
DRRM-H planning is a participative process, carefully studying the hazards, risks,

vulnerabilities and capacities of an area. Additionally, it is a systematic, systemic,
strategic, evidence-based, and consultative process to come up with a national,
regional, provincial, city, municipal, barangay, and hospital DRRM-H Plan and
properly implement it to ensure resilient health systems in these levels of governance.
DRRM-H Plan is generally similar to the previous Health Emergency Preparedness,

Response and Recovery Plan (HEPRRP). The distinction lies on the most recent
framework that includes planning for the equally important prevention and mitigation,
and recovery and rehabilitation thematic areas.
There are other plans which are equally important however, will not be covered in
this guide. One is the Contingency Plan, that includes analysis of specific potential
events or emerging situations that might threaten the health of the population already
affected or to be potentially affected. This includes arrangements in advance to
enable timely, effective and appropriate responses to such potential events and
situations, resulting to a specific scenario-based plan. The second is the Public Service
Continuity Plan, that recognizes threats and risks facing an institution, including
protection and functionality of personnel and assets in the event of a disaster. It
involves defining potential risks, determining how those risks will affect operations,
implementing safeguards and procedures designed to mitigate those risks, testing
those procedures to ensure that they work, and periodically reviewing the process
to make sure that it is up to date. Other plans not discussed here, and are related to
emergency and disaster risk reduction and management are evacuation plan, risk
communication plan, etc.
Part 1 Concepts, Principles, Planning Context and Guidelines │ 3

Why conduct DRRM-H Planning?
The DRRM-H planning process can optimize disaster prevention and mitigation
opportunities; develop adaptive capacities; activate response systems in a timely
and efficient manner; and apply the “build back better” principle therefore, reduce
injuries, illnesses, mortalities, health-related damages and losses. DRRM-H planning
also guides resource acquisition and allocation in the health system for emergency
and disaster management and enhance networking and coordination with other
health agencies, government organizations and non-government organizations.
Who shall be involved in the DRRM-H Planning?
Head of the Office/ Institution

Center for Health Development: CHD Director
Hospital: Medical Center Chief/Chief of Hospital
Provincial/City/Municipal/Barangay: Governor/Mayor/Barangay
Captain
DRRM-H Focal Person

DRRM-H Manager
Health Officer and LGU- designated Manager
Other DRRM-H Planning Committee Members

Program Managers/Technical personnel/Action Officers on health
programs, particularly on the Health Cluster:
→ Medical and Public Health
→ Nutrition
→ Water, Sanitation and Hygiene
→ Mental Health and Psychosocial Support
Planning Officer
Administrative Officer
Regional Disaster Risk Reduction and Management Council (RDRRMC)
Representative for Regions or local DRRMC Representative for LGUs
Provincial/City/Municipal DRRM Officer
Barangay Council members and other health workers

Disaster Risk Reduction and
Management in Health Goals
Integration
National National
DRRM-H Plan DRRM | Health |
Development Plans
Nationally-managed Regional Regional

Hospitals DRRM-H DRRM | Health |
DRRM-H Plan Plan Development Plans
DOH and Private Provincial Highly Urbanized &

Hospitals DRRM-H Independent Cities Provincial ; HUCs ; ICs
DRRM-H Plan Plan DRRM-H Plan DRRM | Health |
Development Plans
Private Provincial/ Municipal

Component City Municipal ; City
Hospitals District DRRM-H
DRRM-H Plan DRRM | Health |
DRRM-H Hospitals Plan
Plan DRRM-H Plan Development Plans
Municipal City Barangay

Hospitals Hospitals DRRM-H Barangay
DRRM-H DRRM-H Plan DRRM | Health |
Plan Plan Development Plans
Figure 1. DRRM-H Planning Management Structure

Figure 1 shows how planning is to be executed at different levels of governance. This
framework ensures that each level will take care of its downlines. The downlines are
those below and are to be supervised and assisted in DRRM-H planning. For instance,
provinces, independent component cities, and highly urbanized cities are downlines
of regions; component cities and municipalities are downlines of provinces; and
barangays are downlines of cities and municipalities. While uplines are those institutions
immediately above to supervise and render technical assistance in DRRM-H planning.
For example, regions are the uplines of provinces and independent cities or highly
urbanized cities; provinces are the uplines of component cities and municipalities;
and cities and municipalities are uplines of barangays.
The structure implies that the Health Emergency Management Bureau (HEMB), as
the national lead of the DOH in DRRM-H, is responsible for creating and maintaining
the national DRRM-H Plan, using regional data on DRRM-H institutionalization. It
also supervises, provides technical assistance, coaches and mentors, monitors,
and evaluates the development of the DRRM-H Plans of all the Centers for Health
Development (CHDs) or regional offices and hospitals under national jurisdiction
including but not limited to the DOH Specialty Hospitals and Medical Centers located
in Metro Manila, hospitals under the Department of National Defense (DND), and
hospitals under the Philippine National Police (PNP).
The CHDs in turn, shall provide technical assistance, coach and mentor as well as
supervise the development of the DRRM-H Plans of the provinces, highly urbanized
cities (HUCs), as well as the independent component cities (ICCs). The CHDs also
monitor and evaluate the implementation of the Provincial, HUC, and IC DRRM-H
Plans. Further, they will perform the same tasks for the DRRM-H planning of the hospitals
under their regional jurisdiction.

In the same manner, the provinces will supervise the planning process, monitor, and
evaluate DRRM-H institutionalization of the municipalities and component cities as
well as the LGU – managed hospitals and private hospitals within their jurisdiction.
Coaching and mentoring shall be provided especially in the development and
implementation of the DRRM-H Plans.
Lastly, the cities and municipalities will oversee DRRM-H planning of the barangays.
They will also extend coaching and mentoring and provide technical assistance
during planning process of their downlines including hospitals within their jurisdiction.
This management structure ensures that the plans, at different levels of governance,
are aligned in order to achieve the DRRM-H goals and contribute to the priorities of
the Universal Health Care. Furthermore, in order to ascertain the contribution of the
plans to the national goals, it is necessary to integrate it to the different health plans,
DRRM Plans, and development plans, at each level of governance as shown in the
right portion of this figure. Integration is necessary to ensure sustainability of the plan by
allowing the different activities to be budgeted and implemented accordingly. Also
this ensures alignment of the DRRM-H plan to the bigger and more comprehensive
DRRM and Health Plans.
When is DRRM-H Planning done?

DRRM-H Strategic Planning is done every three years or when a major disaster occurs
for the necessary revision of strategies. The plan is annually reviewed and tested,
and regularly updated. However, the operational plan of the DRRM-H Plan should be
crafted, reviewed, and updated annually based on the strategies identified.
How to conduct DRRM-H Planning?

In conducting DRRM-H planning, six key steps are observed in a cyclical manner,
illustrating the process of continuous appraisal: Step 1. Preparing the Plan; Step 2. Data
Gathering and Analysis; Step 3. Developing/Updating the Plan; Step 4. Integrating
and Translating the Plan; Step 5. Implementing the Plan; and Step 6. Monitoring and
Evaluating the Plan. This also emphasizes that planning is a continuous process and
does not end with the production of the plan document.
These steps shall be done in a systemic and systematic manner to ensure

comprehensiveness, soundness, and feasibility of the plan as well as proper
implementation and further improvement based on data that will be gathered in
the process. Figure 2 summarizes each key step.

Step 1. Preparing to Plan
Step 6. Monitoring and Evaluating Step 2. Data Gathering and Analysis

the Plan
Step 3. Developing / Updating

Step 5. Implementing the Plan
the Plan
Step 4. Translating and Integrating
Figure 2. Six Steps in DRRM-H Planning

Step 1: Preparing to Plan: This is the arbitrary starting point, which includes the
authorization of the head of the office/institution/hospital or of the Local Chief
Executive (LCE) for the conduct of the DRRM-H Planning. It ends with having a
schedule to convene the Planning Committee;
Step 2: Data Gathering and Analysis: Making available needed data and information
utilizing tools for analysis to understand the existing hazards, health risks, health
vulnerabilities, and capacities of the institution;
Step 3: Developing / Updating the Plan: Devising effective strategies and activities for
the four thematic areas of DRRM-H namely prevention and mitigation, preparedness,
response, and recovery and rehabilitation; also covering the essential health service
packages under the Health Cluster;
Step 4: Translating and Integrating the Plan: Prioritizing and translating the strategies
and key activities into specific activities and consolidating it in an operational plan,
ready for integration to different budgeted plans such as Disaster Risk Reduction and
Management Plan (DRRMP), Work and Financial Plan (WFP), Local Investment Plan
for Health (LIPH) and Gender and Development (GAD) Plan, among others;
Step 5: Implementing the Plan: Ensuring sound operationalization and smooth

execution or implementation of the plan and proper utilization and tracking of funds;
and;
Step 6: Monitoring and Evaluating the Plan: Monitoring of the DRRM-H Plan should
be done regularly and the results reported to the Planning Committee and uplines
annually for further review and testing of the plan. Evaluation shall be done at least
every three years to guide the updating of the DRRM-H Plan.

PART 2A
PLANNING:
PUBLIC HEALTH
Part 2A of the Guide discusses the planning process in the Centers for
Health Development (CHDs) and Local Government Units – provincial,
city, municipal health offices (P/ C/ MHOs) and the barangay.
1 PREPARING TO PLAN
This section deals mainly with administrative prerequisites
What needs to be done?
in planning. The Health Offices at different levels need
to organize a DRRM-H Planning Committee and seek
the approval of the head of their respective institutions6 Get the approval of the
for the conduct of DRRM-H Planning. Head of Institution on
DRRM-H Planning
The DRRM-H Managers in the CHDs / regional health
offices and hospitals and Head of the Health Offices, in Organize a DRRM-H
Planning Committee
the LGUs, as the lead on DRRM-H Planning, shall: through an Executive
Order containing the
1. Orient the Head of Institution, the management roles of each member
committee and health-related committees on
the DRRM-H Goals7 and Objectives and discuss Draft a DRRM-H
the importance of planning to contribute to the Planning Schedule
reduction of health risks and management of
health consequences of a disaster. Emphasize on its
benefits to development, citizen productivity, and
monetary return of investment.
2. Secure authority to plan and support to implement the formulated plan, particularly
the budgetary component.
In the case of the barangay, lobby support for the activity by enlisting the assistance of the city/
municipal DRRM-H Officer or Designate and the Barangay Council.
3. Establish the Planning Committee. The Planning Committee shall be composed

of the Chairperson, Vice Chairperson, Members and Secretariat. Members
of the DRRM-H Planning Committee, may include but not limited to the DRRM
Officers, Program Managers or focal point persons of the four sub-clusters of the
Health Cluster, Planning and Development Officers, Administrative Officers. The
secretariat is preferably to come from the staff of the Health Emergency Unit/
Office.
4. Draft an Office Order/Executive Order enumerating the Planning Committee head

and members including the secretariat, preferably their respective position and
identify the roles and responsibilities of each relative to planning. The Chairperson
convenes the Planning Committee.
5. Schedule planning sessions through a Gantt chart (see Annex 1) to reflect also the
budgetary requirements.
6
The Heads of Institution at different levels are the: Regional Director, Governor, Mayor, and Barangay Captain
7
The DRRM-H goals for year 2017-2022 are:
(a) Guarantee uninterrupted health service delivery during emergencies and disasters.
(b) Avert preventable morbidities, mortalities and other health effects secondary to emergencies and disasters.
(c) Ensure that no outbreaks secondary to emergencies and disasters occur.
10 │ Part 2A Planning: Public Health

Roles and Responsibilities of the DRRM-H Planning Committee
• Develop, review, and update the previous plan

• Gather required information and secure commitment of key people and organizations
• Initiate testing of the plan for its functionality and adaptability to current situation
• Develop annual operational plan and other plans relevant to health emergencies and disasters
• Monitor and evaluate the plan
Roles and Responsibilities of the Chairperson
• Preside the meeting and facilitate planning

• Provide feedback to the Head of institution in relation to progress of planning
Roles and Responsibilities of the Vice Chairperson
• Assist the Chairperson

• Take over the role of the Chairperson in his/her absence
Roles and Responsibilities of the Members
• Provide necessary technical inputs

• Attend meetings regularly
• Assist the Chairperson in advocating the plan
Roles and Responsibilities of the Secretariat
• Document minutes of the meetings

• Safekeeping of documents and records
Part 2A Planning: Public Health │ 11

DATA GATHERING
2 AND ANALYSIS
What needs to be done?
Step 2 of DRRM-H Planning looks at factors affecting
Process data,
health when a disaster hits the area. It begins with
information,
gathering data and information which should be and lessons from
updated regularly. previous disasters
Different tools in assessing hazard, vulnerability and Identify hazards,

risk, particularly those utilized in the Public Health and vulnerabilities, capacities
Emergency Management in Asia and the Pacific and health risks
(PHEMAP). Training can be used to analyze the data
gathered and process information to guide in planning. Analyze gathered data
Figure 3. Interrelationship of Hazard, Vulnerability, Risk and Capacity
In Figure 3, the main idea here is, in order to prevent or mitigate the risks or
consequences of emergencies or disaster situations, vulnerabilities must be reduced
with consequent decrease in the risk and capacities strengthened.
1. Gather baseline data using Annex 2 as a reference. Adopt the data used in the
DRRM Plan if available.
Documents such as post incident evaluations (PIEs), inventory of resources

including mobilized HERTs and possible partners in times of emergencies and
disasters, commodities, list of functional health facilities, and previous HEPRRP can
be used as baseline data.

2. Conduct a situational analysis during one of the meetings of the DRRM-H Planning
Committee to process the data gathered and provide information for planning.
2.1 Review previous disasters and lessons during the incident, in the context of
health in Table 1.
Table 1. Public Health - Previous Disasters and Lessons

What
What were the actions/interventions done were the
before, during and after the disaster? learnings/
(focus on health)
Disaster Effects realizations
/ Hazard (Who were from
(Consider affected? What managing
were the health Who were
natural, Year this
biological, effects? How present in
it disaster?
societal, much was the each specific
and techno- happened damage in Specifically,
time frame?
logical health infra- what were
structure in Before During After
hazards the gaps and
/ disasters) peso?)
weaknesses
that need
to be
addressed?
e.g. 2010 -7,935 -Health Medical -Post-disaster Before: -There is
Typhoon families emergency consultations, and needs Chief of a need to
Emil and 34,637 response WASH, and analysis done Hospital; provide
individuals teams were Nutrition additional
were designated services were -Mental During: ECs and
affected. per delivered Health and LGU Hospital; implement
evacuation Psychosocial CHO; CHD; strict EC
-There center Support youth assignment
was an (EC) and (MHPSS) volunteers to reduce
increase in municipality; services were overcrowding
pneumonia given After: in order to
cases in the -Health LGU Hospital; prevent the
evacuation commodities CHO; increase in
centers; one were MHPSS pneumonia
Evacuation prepositioned Response cases.
Center had Team from
dengue CHD -Procurement
outbreak; of additional
mosquito
-Around Php nets.
3.9M worth
of damages
to health
facilities
were
estimated

2.1.1 In discussing previous disasters and lessons, a hazard may be in the form
of natural, biological, technological and societal reportable events.
a. Natural Hazard - A physical force that may cause a disaster when

it affects a populated area, such as typhoon, flood, landslide,
earthquake, and other similar events.
b. Biological Hazard - A process or phenomenon of organic origin or

conveyed by biological vectors, including exposure to pathogenic
microorganisms, toxins and bioactive substances.
c. Technological Hazard - A hazard originating from technological or

industrial conditions, including accidents, dangerous procedures,
infrastructure failures, or specific human activities.
d. Societal Hazard - A hazard that arises from the interaction of varying

political, social and economic factors which may have a negative
impact on a community.
2.1.2 In Table 1, you may identify a specific disaster as reported in the

previous years, brought about by these specific hazards. Fill out the
rest of the columns, as needed for analysis and evaluation.
2.2 Hazard Identification and Prioritization. As discussed and documented from

Table 1, study the hazards identified. Using the matrix in Table 2 assess and
rate using the criteria indicated in columns (a) to (e).
Table 2. Public Health - Hazard Prioritization Matrix

Severity Frequency Extent Duration Manageability Total
Hazard Rank
(a) (b) (c) (d) (e) =a+b+c+d-e
e.g.
3 4 4 4 4 11 1st
Typhoon
Fire 4 1 3 1 3 6 4th
Armed
4 1 3 4 2 10 2nd
conflict
Earthquake 3 3 5 1 3 9 3rd
2.2.1 From Table 1, note down in the first column the hazards that affect your
area. Indicate additional hazards as necessary based on information
such as health trends and political climate in the area, etc.
2.2.2 Rate each criterion per hazard (severity, frequency, extent, duration
and manageability) from 1-5, with 5 as the highest-meaning: most
severe, most frequent, most extensive, longest in duration, and most
manageable. Below is the description of each criterion.
14 │ Part 2A Planning: Public Health Part 2A Planning: Public Health │

Criteria in prioritizing hazard:
Severity - how serious the health consequences of the hazard are; its transmission potential
(if the hazard is biological); and the possible prolonged disruption of routine health
services
Frequency - number of times that an emergency/disaster happen during a particular period
Extent - the range of damage in terms of people affected, lifelines, health infrastructure, and
others
Duration - the length of time that an emergency/disaster lasts
Manageability - how capable the institution is to address the hazard. If we can lessen the impact of
the hazard, then the rating for manageability would be high. If it were manageable
only after it had occurred, then the rating would be low
2.2.3 Compute for the total by adding the rating from columns (a) to (d)
minus the rating in column (e).
2.2.4 Rank the hazards based on the sum or total obtained with the largest
sum or total being first.
2.3 Hazard Mapping. Secure the appropriate maps of your specific area. This
may be acquired/ viewed in the internet website of National Mapping
and Resource Information Authority (NAMRIA) or that of the Mines and
Geosciences Bureau (MGB) of the Department of Environment and Natural
Resources (DENR), and the Philippine Institute of Volcanology and Seismology
(PHIVOLCS). See Annex 3 for sample.
2.3.1 Identify and mark areas likely to be exposed to hazard.
2.3.2 Enumerate specific hazard/s on exposed areas.
2.3.3 Represent each specific hazard in codes through symbol or number

for ease of referencing.
3. Risk Assessment. Identify the health risks associated with the priority hazards
identified.
Risks must be assessed based on the characteristics of the hazards and its effect
to the community.
3.1 Work on the hazards identified and prioritized in Table 2.
3.2 Categorize the risks or negative consequences to the elements of the

community (people, properties, services, environment and livelihood)
as shown in Table 3.

3.3 Some risks identified may be the same with the other hazards. You
may merge cells as necessary. Further, insert a separate row for other
hazards that may have unique entries.
Table 3. Public Health - Risk Assessment Matrix

Priority Risks to the Community
Hazards People Properties Services Environment Livelihood
Typhoon • Probability of • Probability of • Probability of • Probability of • Probability of
Fire death loss/damage breakdown contamination presence of
of health or disruption hazardous
Armed Conflict
facilities in essential activities on
Earthquake health sources of
services livelihood
Landslide • Probability • Probability of e.g. mining
of disease, breakdown in
spread or security
worsening
of diseases,
injury • Probability of
disability breakdown in
lifelines
4. Vulnerability Assessment. After prioritizing the hazards and identifying the possible
risks or negative consequences, determine the factors contributing to public
health vulnerability aggravating health risk. See sample entries.
Sample factors contributing to public health vulnerability:
1. People 4. Environment
• Extremes of Age • Geographical Location: coastal/ island,
• Gender low lying areas, mountainous areas,
• Disability urban/ rural
• Lack of information, education and • Geographically isolated and
communication disadvantaged areas (GIDAs)
• Lack of experience or processing the
experience 5. Livelihood
• Malnutrition • Type of livelihood that may cause
• Societal stratification health risks from emergencies/ disaster
• Political perception situations
• High burden of illness/ injuries
2. Properties
• Limited local resources
• Inappropriate developmental policies
3. Services
• Inadequate or inefficiency in the delivery of healthcare
• Inadequate social and organizational integration/ coordination of health system
16 2A
Part │ Part 2A Planning:
Planning: Public│Health
Public Health
4.1 Identify areas that are most vulnerable to the hazard. Vulnerable areas
depend on the level of governance. For the regional level, indicate
provinces and independent component cities (ICCs), highly urbanized
cities (HUCs); for the provincial level, indicate the component cities
and municipalities as the vulnerable areas; and at the city/municipal
level, indicate the barangays as the vulnerable areas.
4.2 Take into account the following parameters when determining the
vulnerabilities, to reiterate:
4.2.1 Access to health services in potentially affected areas;
4.2.2 The health status of populations at risk based on health service

coverage, population immunity, disease burden, etc;
4.2.3 Social determinants of health such as access to good housing,

water, sanitation, education;
4.2.4 Presence of vulnerable groups in affected areas;
4.2.5 Social/organizational aspects: health leadership and decision-

making structures; administrative structures and institutional
arrangements; community participation levels; and
4.2.6 Motivational/attitudinal aspects: health-seeking behavior of

the community; attitude towards change; understanding of
their role in reducing health risks; initiative to get things done;
cooperation.
4.3 Refer to Table 4 for the vulnerability assessment.
Table 4. Public Health - Vulnerability Assessment Matrix

Priority Vulnerable Vulnerabilities of the Community
Hazard Areas People Properties Services Environment Livelihood
e.g. Province 1 High proportion With only Consistent Coastal Fishing (high
Typhoon Province 3 of existing 1 Hospital, delay in barangays number of
Province 4 pneumonia 2 Rural procurement comprise maritime
cases Health of health 40% of all incidence)
Units and 1 commodities barangays
PHO and dilapidated Mining (high
Provincial Barangay Inadequate Poor access incidence of
DRRMO not Health supply of to water deaths due
communicating/ Station measles sanitation to collapse
coordinating (BHS) in vaccines facilities and of mining
Province 1 water system sites and
Low health Lack of landslides)
seeking behavior water testing Many breeding
for males and laboratory places of
adolescents services mosquito
vector

Note: Another tool that can be used in assessing vulnerabilities is the Problem Tree in
which the central problem/hazard (brown) is identified. The causes (gray) are analyzed
and the effects (green) are explored. Vulnerabilities are shown in the boxes with broken
lines. Include only in planning those that can be addressed by the health sector (e.g.
those in bold font). This is particularly encouraged to be used in barangay planning.
No available
personal
protective
equiptment;
people wading in
Leptospirosis floods because
Use of non- outbreak of lack of health
typhoon
information
resistant
materials
because of Improper waste
cheaper costs Destruction of a health
facility disposal; lack of
and limited Flooding
proper sewerage
budget system
More frequent and stronger typhoons
Human activities
Change in atmospheric
Climate change contributing to
pressure
global warming
Figure 4. Problem Tree Tool Sample
5. Capacity Assessment. Determine the capacity of the institution to address the

vulnerabilities, particularly. Assess the internal and external institutionalization
capacities and the resource networks. Minimum indicators of DRRM-H
institutionalization include an approved, updated, intregrated, fund allocated/
funded, disseminated and regularly tested DRRM-H Plan; organized and trained
HERTs; available and accessible essential health emergency commodities; and a
functional operations center/ emergency operations center.
5.1 Assess the status of the internal DRRM-H institutionalization of an

organization or office by referring to the HEMB monitoring and
evaluation plan and tools.
5.2 For the external DRRM-H institutionalization inventory, which refers to

assessing the status as to the “downlines” of the organization or office,
use Table 5 as a sample matrix.
18 2A
Part Planning:
│ Part Public Health
2A Planning: Public│Health
Table 5. Public Health - External DRRM-H Institutionalization
Inventory Matrix
Region /
Head of
Province
the Health Available
/ City/ Head of
Office Essential DRRM
Muni- Institution Health Emergency
of the Health Plan,etc
cipality / DRRM-H Emergency Operations
Institution Emergency
Barangay Plan Response Center
Commodi-
Team (EOC)
ties
(HERT)
(a) (b) (c) (d) (e) (f) (g) (h)
- Not all
members
of HERT
- Plan not are
updated. trained on
- No
e.g. Brgy. Ms. Eleanor No Standard
functional
Brgy. Capt. Raul Rivera section on First Aid
EOC
Campina Faustino (Midwife) prevention (SFA), only
available
and complied
mitigation with
Basic Life
support
(BLS)
- Not all
members
of HERT
Brgy. Capt. Mr. Felipe
Brgy. are trained
Sebastian De Guzman ND
Lakay on SFA,
Callum (Midwife)
only
complied
with BLS
- No
Kalinuan
- Plan not functional
City Dr. Noel Ramos
approved EOC
Hospital
available
5.2.1 List the different health offices and the hospitals under the
jurisdiction of the institution or the “downlines”;
5.2.2 Identify its respective head, and the head of its health office.
Determine the institutionalization/ presence of the minimum
components of DRRM-H System using the sample criteria in the
simple matrix shown in Annex 4 or you may refer and use the
actual tools used by HEMB and the official results of monitoring,
if conducted; and
5.2.3 Put a check mark ( ) on the columns if ALL of the criteria (d to g)

for each item are met. If not, place a dash (-) on the appropriate
column and indicate where they fall short on the criteria. If no
data are available, you may indicate no data (ND) and its
corresponding reason. If not applicable, place (N/A) and the
corresponding justification on the same cell. Do not leave blank
cells. Also important information is the presence of the DRRM
plan (h).

5.3 Identify resource networks and possible partners in times of emergencies
and disasters. Refer to Table 6.
Table 6. Public Health - Inventory of Resource Networks

Government
agencies/Non-
Services/products that may be
government Contact
utilized in times of disasters/ Contact details Focal person/s
organizations/ person/s
emergencies
Civil Society
Organizations
e.g. Provincial Air transport; communication Mr. Ramil 782-5466 loc. PHO: Dr. Allu Sy
DRRM Office equipment; air transport; Ocampo 134-37
additional ambulance; stretchers
and spine boards
UNICEF WASH equipment: water testing Dr. Marissa +6398870002 Public Health
machine with reagents; water Llaneta Nurse (PHN):
bladders; aquatabs Ms. Thessa
Martinez
5.3.1 Identify government agencies, non-government organizations,

and civil society organizations that can be tapped in times of
emergencies/ disaster.
5.3.2 Identify possible services/ products that may be provided by the

specific organizations indicated.
5.3.3 Determine the contact person of the agency and his/her

contact details.
5.3.4 Assign a focal person within the planning committee who will
coordinate with the agency.
6. All the data or information gathered will be used as reference for the formulation of
the plans. It is essential that these data be updated regularly to ensure evidence-
based planning.
UPDATING THE HVR MATRICES:

In updating the tools, information from previous disasters is necessary. Documents such as but not
limited to PIES minutes of the health cluster meetings, and response monitoring and evaluation should be
considered.
20 2A
Part │ Part
Planning:
2A Planning:
Public Health
Public│Health
DEVELOPING/
3 UPDATING THE PLAN
This step of planning is the actual development of strategies and activities to address
the hazards, vulnerabilities, and risks identified in the previous step. This shall be
done in accordance with the procedures provided for by the National Disaster Risk
Reduction Management Council (NDRRMC) and shall observe Local Government
Code provisions. Further, it guides planners to determine areas of focus in terms of
DRRM. This step requires the development of four plans based on the four thematic
areas namely, prevention and mitigation, preparedness, response, and recovery
and rehabilitation.
Strategies for each of the thematic areas shall focus on the four sets of essential
services of the health cluster as shown below, namely Medical and Public Health
to include Minimum Initial Service Package for Sexual and Reproductive Health;
Nutrition; Water, Sanitation, and Hygiene; and Mental Health and Psychosocial
Support8.
Medical and Public Health Nutrition
Component services: Component services:

Maternal and Child Health; Prevention Nutritional Assessment; Infant
and Control of Communicable and Young Child Feeding;
Diseases, Minimum Initial Service Management of Acute
Package for Sexual and Reproductive Malnutrition; and Micronutrient
Health; Management of Injuries, and HEALTH
Supplementation
Control of Non-communicable diseases CLUSTER
Water, Sanitation, Mental Health and

and Hygiene Psychosocial Support
Component services: Component services:

Hygiene Promotion; Water, Sanitation Psychosocial support in all relief
and Liquid Waste Management; efforts; Psychosocial care such as
Vector Control; and Solid Waste Psychological First Aid to include
Management service providers; Gradated MHPSS
interventions; and Referral for
tertiary care management
Figure 5. Health Cluster Services
It is also worthwhile to consider each essential health service package in drafting

the DRRM-H Plan. Refer to the A.O. No. 2017-0007: Guidelines in the Provision of
Essential Health Service Packages in Emergencies and Disasters and the HEMB Menu
of Strategies for a sample list of strategies specified per essential health service in all
thematic areas at each level of governance.
8
Department of Health. (2017). Guidelines in the Provision of the Essential Health Service Packages in Emergencies and Disasters
(Administrative Order No. 2017-0007). Manila, Philippines

3.1. Public Health Prevention and
Mitigation Plan
The Prevention and Mitigation Plan is a combined
hazard exposure prevention and vulnerability reduction GOAL
plan. It consists of strategies that aim to:
1. Strengthen day-to-day operations of different Avoid hazards and

health programs (Tuberculosis, Malaria, Expanded mitigate and prevent their
Program on Immunization, Water and Sanitation potential health impacts
Program, Nutrition, Mental Health, etc.) at the by reducing the exposure
community level; to the hazards and the
existing vulnerabilities of the
2. Prepare systems to address chemical and community.
biological hazards (malaria, emerging and re-
emerging diseases, etc.); and
3. Assess and reduce risks in structural resiliency or integrity of infrastructure of

health facilities through engineering schemes and maintenance.
Table 7. Public Health - Prevention and Mitigation Plan

Resource Agency/ Office/
Strategies and Ac- Time
Person in Indicator
tivities Frame Required Source* charge
Hazard prevention/
mitigation strategy
1
Activity 1.1 Time 1.1 RR 1.1 Source 1.1 In charge 1.1 Indicator 1.1
Activity 1.2 Time 1.2 RR 1.2 Source 1.2 In charge 1.2 Indicator 1.2
Hazard prevention/
mitigation strategy
2
2.1 Expand 2020 PHO Percentage
treatment options MHOs providing
for pneumonia free treatment for
cases of the pneumonia
province
2.1.1 Conduct of Q1-Q2 Php 80,000 Provincial and PHO, PHN, Number of cases
case finding 2020 Municipal funds MHO, NDPs, diagnosed and
and provision for health Midwives provided with treatment
of treatment
2.2 Strengthen 2020 PHO Percentage of MHOs
immunization implementing catch up
program immunization program
2.2.1 Implement Q1-Q2 Php 90,000 Provincial and PHO, PHN, Number of children and
catch-up 2020 Municipal funds MHO, NDPs, elderly provided with
immunization for health Provincial catch up immunization
for children and Hospitals,
elderly DOH CHD District
vaccines Hospitals, City,
Hospitals
Vulnerability Time 3.1 RR 3.1 Source 3.1 In charge 3.1 Indicator 3.1
reduction strategy 3
2020 Provincial and HEPO Hygiene practices
municipal funds improved, Health
3.1 Health Promotion
for health seeking behavior
improved
*Fund sources can be obtained from the 5% allotment for CHDs or 5% calamity fund of the LGU and other funds

In crafting the Prevention and Mitigation Plan, the Planning Committee should be
guided by the priority hazards identified, including the risks or consequences of these
hazards, as well as analysis of the vulnerabilities.
1. Identify hazard exposure mitigation and prevention strategies and indicate

key activities for the strategy.
2. Identify the timeframe (specify the year and quarter), resource requirement
(e.g. technical or the financial assistance needed. Note: consider the mark up
since this is a strategic plan), source of funds/resources, as well as the person-
in-charge to implement the key activity.
3. Craft an indicator to measure the accomplishment of the activity.
4. Lastly, list down the vulnerabilities associated with the hazard, and repeat the
process. Vulnerabilities to be addressed shall come from Table 4.
3.2. Public Health Preparedness Plan

The Preparedness Plan aims to:
GOAL
1. Increase capacity to efficiently manage the
health risks of emergencies and disasters and
achieve an orderly transition from response until Strengthen capacities of
recovery; communities to anticipate,
cope, and ensure early
2. Ensure DRRM-H institutionalization internally in the recovery from the
institution and its respective downlines; and negative health impacts of
emergencies and disasters.
3. Build health system resilience by mainstreaming
DRRM-H in all health programs.
Taking into consideration the capacities and risks, accomplish the preparedness plan
on risk reduction and DRRM-H Institutionalization matrices in Table 8.

Table 8. Public Health - Preparedness Plan Matrix 1: Risk Reduction
Risks Resource
(All Hazard Agency/
Strategies
Approach) Time Office/
and Indicator
Specifics may be Frame Required Source Person in
specified unique Activities
charge
for a hazard
e.g. Strategy 1. Peso and logistics: Ensure adequate supply of commodities for evacuees and home-
Diarrhea based IDPs
Flu Provide buffer Q1 2020 Php 63,000 Local DRRM PHO / Percentage
Leptospirosis stock of Fund PDRRMO of buffer
Injuries commodities stock against
Respiratory total health
diseases (in commodity
evacuation budget
centers)
Stockpile and Q1-Q2 Php 2,000 (for Provincial PDRRMO Percentage
preposition 2020 transportation) DRRMO / Logistics of allocated
equipment, Fund Officer commodities
tools and other prepositioned
emergency
supplies
Ensure 2020 Php 20,000 PHO/ MHO/ PHO Percentage
availability of DOH CHD of ECs with
HRH in ECs Fund assigned HRH
Organize standby Q1 2020 Php 10,000 PHO / MHO PHO / MHO Percentage of
HRH from MHOs (for meals) Fund / Chief of MHO/Hospital
and Hospitals Hospital that provided
and set their standby HRH
schedule
Conduct
“readiness
check” for first
responders
and second
responders
1. For the identified health risk of the community in Table 3, identify one strategy
and key activities to address the health risk.
3. Craft an indicator to measure the accomplishment of the activity. Repeat

the process for the next strategy.
In the formulation of the Preparedness Plan, it is important to include strategies and activities that concern
the awareness of the community and the capacity of the health system to respond in terms of delivery of
essential health service packages that include health human resources and health commodities among
others. Consider to incorporate the 10 Ps namely 1. Policies, protocols, procedures, guidelines on system
development, 2. Plan development, 3. People or Human Resource development, 4. Peso and logistics, 5.
Physical infrastructure development, 6. Partnership building, 7. Promotion and advocacy, 8. Package of
services, 9. Practices, 10. Program development.
24 2A
Public Health
Table 9. Public Health - Preparedness Plan Matrix 2:
Capacity Building Strategies to include the Minimum Requirements for
DRRM-H Institutionalization
Agency/
DRRM-H Strategies Resource
Time Office/
Institutionalization and Indicator
Frame Person in
Priorities Activities Required Source
charge
Strategy 2 2020
Gather
support for
DRRM-H
planning
Conduct Q2-Q3 Php 500K Local DRRM Development Percentage
advocacy 2020 Fund Management of advocacy
activities at Officer (DMO) activity hosted
Internal
the Provincial / DRRM-H vs target
e.g.
Level Focal/
DRRM-H Plan
(Summit) PDRRMO /
Mayor
Conduct Q2 and DMO / Percentage
orientation of Q4 2020 DRRM-H orientation
DRRM-H Focal/ on DRRM-H
PDRRMO conducted vs
target
Strategy 3 2020
Strengthen
reporting
capacity of
component
cities and
External municipalities
e.g.
OPCEN Conduct data Q1 2020 Php 10K Local DRRM Provincial Percentage
harmonization Fund Information of component
workshop with Officer cities and
C/MDRRMO municipalities
and C/MHO with
representation
in the workshop
1. From the analysis of Table 5: External DRRM-H institutionalization matrix results

and the results from the HEMB institutionalization monitoring tool, identify
priority areas to improve or strengthen the external and internal DRRM-H system
institutionalization.
2. Craft strategies and key activities to improve the capacity in the system.
4. Craft an indicator to measure the accomplishment of the activity. Repeat the

process for the next strategy.

3.3. Public Health Response Plan
The Response Plan aims to:
1. Guarantee physical and mental health and GOAL

wellness of affected communities through health
cluster response (Medical and Public Health,
Nutrition, WASH, and MHPSS); and Preserve lives and meet
the basic needs of the
2. Ensure availability of critical lifelines related
affected population during
to health (e.g. safe water, electricity/fuel,
communication devices). or immediately after an
emergency or disaster.
The Response Plan is a compendium of Standard
Operating Procedures (SOPs) that must be activated
or followed once an emergency or a disaster occurs.
Table 10 lists the core or minimum activities during
response.
There are five major components of Response that need to be effectively managed.
These are: (1) the event/incident; (2) the victims/survivors; (3) the service providers;
(4) the information system; and (5) the non-human resources. Activities for each
component must be properly implemented during the following timeline: pre-impact
(0 days), during impact (0-48 hours), and post impact (>48 hours). See Annex 5.
It is important to install early warning system in the institution such as fire alarm
and typhoon signals, tsunami alert from the Philippine Atmospheric, Geophysical,
Astronomical, Services Administration (PAGASA), Regional and Provincial/City/
Municipal Disaster Risk Reduction and Management Councils, seismology alert from
the Philippine Institute of Volcanology and Seismology (PhiVolcs); and at the same
time, the implementation of the code alert system. This should be reiterated in the
preparedness phase that would be significant during response.
26 2A
Public Health
Table 10. Public Health - Standard Operating Procedures for Response
Steps to be undertaken
Agency/ Office/
Activity Pre-impact Impact Post-impact Person in charge
(0 day) (0-48 hrs) (>48 hrs)
Management of the Event/Incident
Raise appropriate code e.g.
alert 1. Receive/ Monitor Monitor compliance PHO / DRRM-H
validate compliance with Code Alert Focal
information with Code Alert raised
from the raised
PDRRMO
2. Disseminate Code raised to Verify issuance PHO / DRRM-H

issued order corresponding of code alert Focal
activating code alert level deactivation
alert
Comply with PHO Staff
deactivation of code
alert
Activate Operations Center
(OpCen) on a 24/7 basis
and Incident Command
System
Inform higher level of
OpCen, if not DOH-
OpCen of the incident
through fastest means of
communication
Coordinate with respective
DRRM Office, with partner
agencies, and attend/
conduct meetings as
necessary (DRRMC, health
sector, cluster partners)
Management of Information System
Gather information
regarding the event
- Coordinate with health
representatives and get
initial report
- Deploy Rapid Health
Assessment (RHA)
Teams when no
communication/ report is
received from the health
representative in 6 hours
post impact
- Submit initial
assessment report using
official RHA form.
Continuous monitoring
and dissemination of
information updates
Submission of daily
situation report or Health
Emergency Alert Reporting
System (HEARS) report to
the upline
Surveillance in Post
extreme Emergencies
and Disaster (SPEED)
activation
SOURCE: Department of Health (2017). Activity checklist in emergencies and disasters (Department Memorandum 2017-0168). Manila,
Philippines.

Agency/ Office/
(0 day) (0-48 hrs) (>48 hrs)
Management of Service Providers
Check status of health
personnel in affected areas
Mobilize own human
resources or request
assistance for:
- Additional RHA team
- Emergency medical and
public health team
- RESU team
- Nutrition team
- WASH team
- MHPSS team
Other teams that may be
needed (maintenance,
admin support, etc.)
Provide personal safety
kits and personal
protection gears to service
providers
Management of Non-human Resources
Update/ check status/
inventory of logistics
Preposition logistics as
per the result of inventory
Mobilize own non-human
resources or request
assistance for:
- Medicines and medical
supplies
- Nutrition commodities
- WASH supplies and
equipment
- MHPSS commodities and
supplies
- Funds
- Others: e.g. trauma,
hygiene kits
Management of the Victims
Provide pre-hospital and
hospital care
Provide health cluster
services
(e.g. general consultation
and treatment,
vaccinations, reproductive
health services,
chemoprophylaxis, health
education, promotion
and advocacy including
hygiene, nutrition and
psychosocial support)
28 2A
Part │ Part
Planning:
2A Planning:
Public Health
Public│Health
1. For each of the core/minimum activity enumerated, list the steps to be
undertaken by the institution pre-disaster impact, during impact, and post-
impact. Please refer to Annex 5 for the response management per phase for
public health.
2. Identify the responsible person, office or agency for each step.
Note: Other activities may be added, if the institution needs it.
For the local government units, coordination with their local disaster risk reduction
and management council/committee will be carried out, e.g. on deployment of
health emergency response teams, along with other service providers. Please refer
also to an example of emergency response flow adapted by a local government
unit in Annex 6.
3.4. Public Health Recovery

and Rehabilitation Plan
The Recovery and Rehabilitation Plan aims to:
1. Assess long-term health needs of community to

GOAL
guide recovery efforts.
2. Maximize opportunities to further increase Restore and improve health

community health resilience. facilities, health conditions,
and organizational capacity
There are two matrices for the Recovery and of the affected communities,
Rehabilitation Plan. One is used to craft the SOPs on and reduce disaster health
risks compliant with the
main recovery and rehabilitation activities, as shown
principles of Building Back
in Table 11. The second matrix is used in planning for Better.
the recovery and rehabilitation of the affected area
after a disaster occurs (see Annex 7). This should take
into consideration different factors depending on a
specific disaster.

Table 11. Public Health – Standard Operating Procedures for
Recovery and Rehabilitation
Agency/ Office/
Activity Within 1 year 1-3 years Person in Charge
Person-in-charge Person-in-charge
Post damage assessment and e.g.
needs analysis 1. Send a representative PHO
when the PDRRMO
convenes the
assessment team
2. Conduct on site Health representative
assessment of
damaged health
facilities within 3 days
3. Prepare cost of needs PHO / Health representative
4. Submit report PHO / DRRM-H Focal
Post Incident Evaluation (PIE)
and documentation of best
practices, lessons, problems
encountered, challenges, and
recommendations
Review and updating of
DRRM-H plan
Psychosocial interventions
Continuous monitoring of health
conditions of the affected
population e.g. surveillance
Repair of damaged health
facilities and lifelines
Replenishment of utilized
resources
Compensation and recognition
of responders
• Identify the steps to be undertaken for the set of activities that must be done
during recovery and rehabilitation phase, and determine the responsible
person/agency.
*Other activities may be added, if the institution needs it.
After completing the different matrices, finalize the DRRM-H Plan using the outline
proposed in Annex 8. Test the plan by checking for soundness, feasibility, and
acceptability of the plan. Feasibility checks can be done by considering the available
budget and human resources for health.
Part of testing the plan is through the conduct of drills and exercises. It shall be based
on the top identified hazards, vulnerabilities, and risks experienced by the area. It is
highly suggested to conduct emergency drills concerning public safety and health
such as evacuation and public health drills during flood and armed conflict.
A PIE shall be conducted at the end of the drill to document possible gaps and
consolidate suggestions, recommendations and comments. The drill evaluators shall
come from the DRRM-H Team as well as the DRRM Office.
30 2A
Part Planning:
│ Part Public Health
2A Planning: Public│Health
Present the final DRRM-H Plan for approval of the head of institution. Upon approval,
disseminate the plan to the downlines, the DRRM Council, Health Cluster, members
of the Provincial/City Planning Committee, and stakeholders. Also provide a copy of
the plan to the uplines.
Updating the Plan

The plan shall be reviewed annually and updated every three years or when a
major event/disaster affects the area. Activities to operationalize the strategies of
the specific plan shall be reviewed and updated annually. Convene the planning
committee and review the existing plan, ensuring that data and information collected
in the previous year or event are accounted for. Update the necessary matrices and
have the plan approved by the head of institution.
Sources of funds for DRRM-H

Section 21 of RA 10121 or the local disaster risk reduction and management fund
(LDRRMF) previously known as the local calamity fund, stipulates that not less than
5% of the estimated revenue is set aside for this particular fund to support disaster
risk reduction and management activities. Of this amount, thirty percent (30%) is
allocated as Quick Response Fund (QRF) for relief and recovery programs, while
seventy (70%) for pre-disaster preparedness activities. Details of the LDRRMF, such as
purposes, where to source out from, documents to support are found in Commission
on Audit Circular No. 2012-002.
Other sources of funds for DRRM-H activities are the Gender and Development (GAD)
fund based on Magna Carta for Women provision, local climate change adaptation
program fund (RA 9729), people’s survival fund, comprehensive emergency program
for children fund (RA 10821) and comprehensive land use planning fund.

TRANSLATING AND
4 INTEGRATING THE PLAN
Upon completing the DRRM-H Plan, activities must be prioritized in order to craft the
operational plan for the year. This will ensure the implementation of the set strategies
for each of the thematic areas.
In order to craft the operational plan of the DRRM-H Plan, follow the steps below. See
sample template on Table 12:
1. List down priority activities for each of the thematic area, along the essential
health service packages.
2. Indicate the timeframe (specify the quarter or month) of the activity.
3. Formulate the performance indicators for each of the activity. More than one
performance indicator may be listed for each.
4. Indicate the target per quarter for each of the indicator. Compute for the
total.
5. Indicate the frequency of the activity and specify the unit cost of the target
item.
6. Compute for the total cost following this formula:
total physical target x frequency x unit cost
7. List the source of funds (e.g. GAD, LIPH, CCAP, etc.) and indicate the responsible
agency/office/individual.
8. Have the plan approved by the head of institution.
Ensure integration of the plan with budgeted plans like Work and Financial Plan of the
CHDs, Annual Operational Plan of the Local Investment Plan for Health (LIPH) of the
LGUs, Disaster Risk Reduction and Management Plan (DRRMP) of the DRRM Council,
Local DRRM Plan, Gender and Development (GAD) Plan, Climate Change Action
Plan (CCAP), and other development plans. Additionally, the DRRM-H Operational
Plan may be integrated with the plans of other government, non-government, and
partner agencies, community organizations, as well as other stakeholders.
32 2A
Public Health
Table 12. DRRM-H Operational Plan Matrix
Agency/Office: __________________________________________________
Financial Year: _________________
Physical Targets Agency/

Source Office/
Priority Time Performance Unit Total
Frequency of Person
activities Frame Indicators Q1 Q2 Q3 Q4 Total Cost Cost
Fund in
charge
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13)
Prevention and Mitigation Plan
Activity 1
Activity 2
Preparedness Plan
Activity 1
Activity 2
Response Plan
Activity 1
Activity 2
Recovery and Rehabilitation Plan
Activity 1
Activity 2
Prepared by: Approved by:
__________________________________ __________________________________
<Planning Officer> <Governor/Mayor>
<Position/Designation>

5 IMPLEMENTING THE PLAN
Implementation of the DRRM-H Operational Plan shall commence upon approval of
the plan. Since the activities are integrated in different plans, the role of the DRRM-H
Manager/Health Officer is to ensure smooth execution of the targeted activities
and proper utilization of funds. This shall be done through close monitoring and
management of implementation gaps and guided by the indicators set in each of
the matrices that were accomplished.
1. Identify the implementers of the plan and other key stakeholders.
2. Ensure that resources (e.g. technical assistance, budget augmentation) are

focused, allocated, and available upon implementation.
3. Orient the Heads of the institutions/ Local Chief Executives and other
stakeholders on the final and approved plans.
4. Communicate to the stakeholders and decision-makers the results of the

implementation.
The DRRM-H Manager shall ensure that accomplishment reports are submitted to the
DRRM-H Planning Committee in order to monitor the progress of the plan. Utilization
reports shall also be regularly provided to Planning and Development Office, DRRM
Council, government, non-government, and partner agencies, and community
organizations that pledge budgetary support to the DRRM-H Operational Plan.
34 2A
Part │ Part
Planning:
2A Planning:
Public Health
Public│Health
MONITORING AND
6 EVALUATING THE PLAN
The Regions/Provinces/Cities/Municipalities should include a monitoring and
evaluation part in their DRRM-H Plan.
The DRRM-H Plan shall be reviewed annually and updated as necessary, especially
when a major event/disaster affects the area. Likewise, the DRRM-H Plan should be
tested through drills and exercises to ensure functionality and determine possible
implementation challenges.
Monitoring results and plan evaluation shall guide the updating of the plan. Indicators
formulated for the prevention and mitigation plan and preparedness plan shall be
used to monitor the progress in implementing the strategies formulated for each.
Additionally, the response and recovery and rehabilitation plans shall be regularly
tested using drills and exercises. Progress shall be reported to the uplines and the
DRRM-H Planning Committee members annually during the review of the plan. This
shall be complemented by the accomplishment reports generated in monitoring the
DRRM-H Operational Plan for specific activities of each strategy.
Evaluation shall be done every three years, prior to the review and updating of the
DRRM-H Plan. The DRRM-H Planning Committee shall conduct post implementation
evaluation for every incident/event to ensure the appropriateness of the existing
plans. The results of these evaluations shall be documented and presented for
consideration to guide the updating of the plan.
All accomplishment reports, health cluster meeting documentation, PIE results as well
as documentation of lessons learned from an incident shall be compiled, reviewed,
and processed, to assess the success of the plan relative to the accomplishment of
its objectives.
In doing the monitoring and evaluation of the DRRM-H Plan, whether in the form of a
consultative workshop or doing field visits, the intentions are the following:
1. recognize good practices and lessons;

2. identify implementation gaps and provide recommendations for improvement;
3. generate insights to support policies, programs on DRRM-H and capability-building.

36
PART 2B
PLANNING:
HOSPITAL
Part 2B of the Guide discusses the planning process conducted at the
hospital level
1 PREPARING TO PLAN
1. Orient the Hospital Director/ Head of Hospital on the need for DRRM-H Planning
emphasizing relevant provisions of DOH policies indicated in Annex 9.
2. Identify composition of the DRRM-H Planning Committee with the concurrence of

the Head of Hospital (i.e. Hospital Director). Members may include the following
but not limited to:
- Heads of hospital programs/ committees

- Department/ Section/ Unit Heads
- DRRM-H Manager
- Planning Officer
- Safety Officer
3. Prepare a hospital order/ issuance indicating the DRRM-H Manager/ Focal Person
as the lead and the committee’s roles and responsibilities. Suggested roles and
responsibilities may include the following but not limited to:
3.1 Develop, review and update the Hospital DRRM-H Plan.
3.2 Gather required information and gain commitment of key people and
organizations.
3.3 Initiate testing of the plan for its functionality and adaptability to current
situation.
3.4 Monitor and evaluate the plan.
3.5 Develop Annual Operational Plan/Work and Financial Plan and other plans
relevant to health emergencies and disasters.
4. Upon approval of the hospital order/ issuance, convene the committee to prepare
the planning activity schedule and identify implementers of the plan.
5. Invite representatives from the following stakeholders to align objectives, strategies

and activities.
5.1 For government-owned Hospitals: Health Facilities/ Offices within their

respective administrative jurisdiction (e.g. CHDs, Provincial Health Office,
City/ Municipal Health Office,) and hospitals within their network.
5.2 For private Hospitals: other hospitals and local DRRM-H Focal Person within
the area of jurisdiction.
6. Request budgetary support for the planning process.
38 │ Part 2B Planning: Hospital

DATA GATHERING
2 AND ANALYSIS
1. Gather baseline data by accomplishing Hospital Safety Index (HSI) Tool11 Form 1
indicating general information about the Hospital, which includes demographic
profile, geographic description, health statistics, socio-economic situation,
information (e.g. resource networks and possible partners). See Annex 10.
2. Lessons generated as a result of Post Incident Evaluation and other activities such
as but not limited to testing of plan based from previous disasters can also be
used as basis for the development/ updating the DRRM-H Plan. Refer to Table 13
on previous disasters and lessons learned matrix as example.
Table 13. Hospital - Previous Disasters and Lessons

What were the actions/interventions What were
done before, during and after the the learnings/
disaster? realizations
Disaster (Focus on health: event/Incident, victims, service from
Effects providers, information system, non-human
/ Hazard (Who were managing
affected?
resource) Who were
(Consider natural, this disaster?
biological, What were the present at
Year Specifically,
societal, and effects? How each specific
technological much was the what are the
time frame?
hazards damage, gaps and
/ disasters) in peso?) Before During After weaknesses
that need
to be
addressed?
e.g. 2020 2M Designate Evacuation Damage Before: Materials and
Earthquake individual space of victims, and needs Administrative resources are
affected, for surge manage assessment Officer and inadequate for
33,000 capacity incident, Engineer greater than
deaths and treatment Magnitude 6
114,000 Prepare/ of injured During: Earthquake.
injured. allot DRRM-H
commodities Manager Incident
Management
After: Systems
Engineer need to be
strengthened
3. Conduct Hazard Vulnerability Assessment using Module 1 of the Hospital Safety

Index Tool. Based on the result of the hazard assessment, produce hazard maps
which shall be indicated under “Hazard Vulnerability and Risk Assessment.
3.1 Internal hazard map is a representation of the hospital layout plan indicating
various areas of the hospital which are likely to be exposed to hazard (e.g.
emergency room, dietary/kitchen, wards, operating room, laboratory, etc.)
Use code (numbers or colors) and legend for hazards that can possibly affect
hospital areas.
11
Hospital Safety Index Philippine Evaluation Forms, Department of Health, December 2015
Part 2B Planning: Hospital │ 39

3.2 External hazard map shows the areas (municipality/ city/ barangay) within
a locality where a hospital is located. It highlights areas that are affected
by or vulnerable to hazards including but not limited to earthquake/ ground
shaking, landslides, floods, and tsunami. Use color code and legend (See
Annex 11 for example).
4. Conduct self-assessment using Hospital Safety Index (HSI) Tool to identify gaps/
vulnerabilities and weaknesses.
4.1 Accomplish the HSI Tool by indicating corresponding safety ratings for
Module 2: Structural Safety; Module 3: Non Structural Safety; and Module 4:
Emergency and Disaster Management of the HSI Tool.
4.2 Based on the overall Hospital Safety Index Rating, determine if there are
interventions that need to be addressed either urgent or within short-term
period.
List down gaps/ vulnerabilities and weaknesses per Indicator which scored “low”
and “average.” Summarize the gaps using Table 14.
Table 14. Hospital - Summary of Vulnerability Assessment Findings

Findings
Indicator (gaps/ vulnerabilities Recommendations
and weaknesses)
Presence of heating, ventilation, Poor HVAC system Conduct facility enhancement
and air-conditioning (HVAC) activities
systems
NOTE: The examples above are intended for GUIDANCE ONLY. They do not collectively represent an all-inclusive list.
Note:
Results from the Hospital Safety Index Tool vulnerability assessment will be used as basis for
identifying strategies and activities that will be included in the Prevention and Mitigation Plan.
5. Conduct a risk assessment using appropriate tools.
5.1 Conduct a risk assessment using Strategic Tool for Assessing Risk (STAR).
Accomplish the Risk Assessment Matrix in accordance with the provided
instruction. See electronic copy of STAR and Annex 12 for instructions.
5.2 Based on the results of the Risk Assessment Matrix, accomplish the Summary
of Risk Assessment (Table15) giving priority to those that scored “high” and
“moderate” risk level.
You may download a copy of HSI Tool from the DOH website: https://www.doh.gov.ph/hospital-safety-index

Table 15. Hospital - Summary of Risk Assessment
Risk/ Health Potential Scale Capacities
Hazard Risk Level
Consequences of Event Strengths Weaknesses
Earthquake Deaths, mass More than 2M Response Plan
Materials and High
casualties, people are developed, resources
crush and potentially including inter-
needed to
trauma, burns, at risk in the regional support
respond to
communicable Metro Manila networks the event are
disease (MM) area, inadequate for
outbreaks urban with very Regular conduct a greater than
in displaced high density of drills and Magnitude 6
populations, population simulation earthquake
psychological exercises
trauma Based on Incident
Metropolitan HERTs have Management
Manila been organized Systems
Earthquake and can be need to be
Impact rapidly sent to strengthened
Reduction Study affected areas
(MMEIRS), 38%
of buildings will
be damaged,
33,000 deaths
and 114,000
injured
Note:
Results from Step 5: Risk Assessment will be used as basis for identifying strategies and
activities for Preparedness Plan
DEVELOPING/
3 UPDATING THE PLAN
This step of planning is the actual listing of strategies and activities to address the
hazards, vulnerabilities, and risks identified in the previous step (data gathering and
analysis). Further, it guides planners to determine areas of focus in terms of disaster
response, and recovery and rehabilitation.
Formulate the DRRM-H Plan using the suggested outline for hospitals (See Annex 13).
Specific plans shall align to the long-term goal of the four thematic areas of the
National Disaster Risk Reduction Management Plan, namely prevention and
mitigation, preparedness, response, and recovery and rehabilitation plans.

3.1. Hospital Prevention and
Mitigation Plan
Disaster prevention is the outright avoidance, while disaster mitigation is the lessening
or limitation of the adverse impacts of hazards and related disaster. The hospital
Prevention and Mitigation Plan shall adhere to the goal: Avoid hazards and mitigate
their potential impacts by reducing vulnerabilities and exposure and enhancing
capacities of the hospital.
3.1.1 Develop objective/s that will support the goal of the hospital Prevention
and Mitigation Plan.
3.1.2 Identify applicable strategies to address the gaps, vulnerabilities and

weaknesses as output of the in-house assessment as summarized in Table
14. Strategies may focus on facility enhancement, retrofitting, and disease
surveillance/early-warning system, among others.
3.1.3 List activities to operationalize strategy.
3.1.4 Set the timeline to be allotted to complete the activities that should be
expressed in quarter and year (e.g. Q4-2019).
3.1.5 Identify resource requirement needed to accomplish the activities.

Resource requirement should be expressed in what type of resources is
required (e.g. fund, manpower) and source (e.g. hospital income, General
Appropriations Act (GAA), calamity fund, in-house).
3.1.6 Identify department/ office/ person in-charge in accomplishing the listed

activities.
3.1.7 Determine indicator to measure accomplishment for each activity.
Table 16. Hospital - Prevention and Mitigation Plan

Objective/s:
1. Reduce vulnerability and exposure of hospital personnel and patients to hazards
2. Enhance the capacity of the hospital to reduce risk and to cope with the impacts of hazard
Resource
Gaps/ Strategies/ Time Person in
Indicator
Vulnerability Activities Frame Required Source charge
1.Poor HVAC Strategy

system 1: Facility
enhancement
activities:
a. Rehabilitate Q4-2020 a. Fund Hospital Department a. 75% of
existing Income head, HVAC system
HVAC Engineering or rehabilitated
System Safety Officer
b. Conduct b. Manpower In-house b. Quarterly
quarterly maintenance
maintenance done as
indicated
in available
records

3.2. Hospital Preparedness Plan
Preparedness planning is building the capacity of the hospital to effectively or
efficiently respond to emergency or disaster. It shall address the identified risks and
focus on minimizing/improving the identified weaknesses and sustaining strengths.
The hospital preparedness plan describes applicable strategies and activities to
supports the goal: Establish and/or strengthen capacities of hospital in anticipation
and to cope, and recover from the negative impacts of emergency occurrences
and disasters.
3.2.1 Develop objective/s that will support the goal of the hospital Preparedness
Plan.
3.2.2 Identify applicable strategies to institutionalize Disaster Risk Reduction and

Management in Health System in hospital and build the capacities to
reduce risks identified as an output of Risk Assessment summarized in Table
15.
Strategies may focus on capacity development in terms of 10 Ps:
1. Policy, Guideline, Procedure, and System Development (hospital

issuance supporting the systems and operationalization);
2. Plan Development (updated, approved, disseminated and tested

plan);
3. People or Human Resource Development (organized and trained

HERTs);
4. Peso and Logistics (allocation of funding for DRRM-H; availability

of fund for the purchase of drugs, medicines and supplies; buffer
stocks of drugs, medicines and medical supplies available
within 24 hours; designated ambulance; emergency equipment;
communication equipment);
5. Physical Infrastructure Development (functional Emergency

Operation Center EOC) capable of command, control, coordi-
nation and communication; prior EOC system with communica-
tion equipment capable of receiving and transmitting informa-
tion; pre-identified spaces to accommodate additional patients
in case of surge;
6. Partnership Building (establishment of network and referral system,

memorandum of agreement with pharmaceutical companies for
special arrangements);
7. Promotion and Advocacy (public information; availability of

Information Education and Communication (IEC) materials);
8. Package of Services (Basic Life Support, First Aid, reproductive

health services including Caesarean Section, emergency room
care, etc.);

9. Practices (documentation of PIE activities, conduct of researches,
preparation of case reports); and
10. Program Development (Poison Control Program, Hospital Safe from

Disasters Program).
3.2.4 Set the timeline to be allotted to complete the activities that should be
expressed in quarter and year (e.g. Q2-2020).
3.2.5 Identify resource requirement needed to accomplish the activities.

Resource requirement should be expressed in what type of resources is
required (e.g. fund, manpower) and source (e.g. hospital income, GOP,
calamity fund, in-house).
3.2.6 Identify person in-charge in accomplishing the activities.
3.2.7 Determine indicator/s to measure each activity. All hospitals shall include
in their preparedness plan a section on Mass Casualty Incident (MCI)
Management as per AO 155s. 2004.
Table 17. Hospital - Preparedness Plan

Objectives:
1. Increase capacity of hospital
2. Equip hospital personnel with necessary skills to cope with the potential impacts of disaster
Resource
Strategies/
Risk/ Health Time Person
Activities Indicator
Consequences Frame Required Source in charge
(10Ps)
Mass Strategy 1:
casualties, Logistics
crush and Provision
90% of basic
trauma, burns, 1. Procure
emergency
communicable basic
supplies
disease emergency Hospital DRRM-H
Q2 2020 Fund including
outbreaks supplies Income Team
drugs and
in displaced and
medicines
populations, equipment
procured
psychological including
trauma drugs and
medicines
Strategy 2:
People-
Learning and
80% of target
Development
participants
1. Capacitate Travelling Hospital Head of
Q1 2020 developed
staff Expenses Income Training Unit
competencies
through
on ICS
attendance
to ICS
Training

3.3. Hospital Response Plan
A Hospital Response Plan describes the use of the existing capacities to deliver
response. It involves the actual implementation of procedures for the developed
systems, and provision of life-saving and essential services during or immediately
after a disaster.
The response plan should address not only the MCI that has occurred within the
catchment area of the hospital, but should also address the situation where the hospital
itself has been affected by a disaster (e.g. fire, explosion, flooding or earthquake,
etc.). It includes compendium of Standard Operating Procedures (SOPs) that will
support the goal of Hospital Response Plan: Preservation of life through uninterrupted
health service delivery during emergencies and disaster. The SOPs must be activated
or followed once an emergency or a disaster occurs.
3.3.1 Prepare SOPs for the five major components of Response that need be
effectively managed. These are: (1) management of the event/incident;
(2) management of the victims; (3) management of the service providers;
(4) management of the information system; and (5) management of the
non-human resources. Activities for each component must be properly
implemented during the following timeline: pre-impact (0 day), during
impact (0-48 hours), and post impact (>48 hours). See Annex 14.
3.3.2 For each of the core/minimum activity enumerated, list the steps to be
undertaken by the institution during pre-disaster impact, during impact,
and post-impact.
3.3.3 Identify the person in charge for each step/ action as shown in Table 18.

Table 18. Hospital - Standard Operating Procedure for Response
Steps/Actions to be undertaken
(0 day) (0-48 hrs) (>48 hrs)
Raise appropriate 1. Receive/ Hospital OpCen Staff/
Code Alert validate Information Staff/
Information from Operator on Duty
sources
2. Notify the Head/ Monitor 1. Monitor DRRM-H Focal Person

Senior House compliance with compliance
Officer Code Alert raised with Code Alert
raised
3. Issued order 2. Issued order Head of Hospital
activating Code deactivating
Alert Code Alert
Activate Hospital 1. Assume 1. Transfer Senior Officer-on-Duty
Emergency Incident as Incident Command
Command System Commander (as need
(HEICS) and arise)
Operations Center 2. Declare
(OpCen) on a 24/7 activation of 2. Prepare Incident Commander
basis OpCen on a Incident Brief
24/7 basis
and activate 3. Conduct Incident Commander
command initial
center meeting
4. Develop Incident Commander

Incident and Planning Section
Objective Chief
5. Conduct
Tactics Operation Section
Meetings Chief
6. Conduct 1. Continuously
Planning conduct Planning Section Chief
Meeting meetings
7. Conduct 2. Review plans

Operational Planning Section Chief
Period
Meeting
8. Execute plan 3. Prepare

and assess demobilization Operation Section
progress plan Chief and Planning
Section Chief
4. Execute
Demobilization
Plan
Coordinate with Inform higher level 1. Attend 1. Attend DRRM-H Focal Person
partners (catchment of OpCen/ coordination coordination
area, local, partner hospital meetings meetings
regional, national) about the incident
as need arise 2. Present 2. Present results DRRM-H Focal Person
results of of meeting
meeting

3.4. Hospital Recovery
and Rehabilitation Plan
Disaster Rehabilitation and Recovery Plan of the hospital shall support the goal:
Restore and improve facilities and organizational capacities on hospital operations
to reduce disaster risks in accordance with the “building back better” principle. It is
important to note that early recovery encompasses the return of personnel and the
hospital to normal operations the earliest time possible.
For this thematic area, operational timelines are used to give an overall guidance on
the rapid timeline element in recovering from disasters: a) Immediate Term - within
1 year after the occurrence of disaster; b) Short Term -within 1 to 3 years after the
occurrence of disaster; c) Medium Term- within 3 to 6 years after the occurrence of
disaster; and d) Long Term- beyond 6 years after the occurrence of the disaster.
(Source: National Disaster Risk Reduction and Management Plan, 2011-2028).
3.4.1 Prepare SOPs for activities that focus on recovery and rehabilitation of
resilient infrastructure, providing physical and psychological rehabilitation
of persons affected by disaster, among others. Use the following strategies
as guide for rehabilitation and recovery plan:
a. Post Disaster Needs Assessment (PDNA)

b. Repair of damaged facilities
c. Reconstruction of damaged facilities
d. Replenishment of resources
e. Post Incident Evaluation and documentation of lessons from previous
disasters
f. Review and updating of plan
g. Psychosocial interventions
h. Research development
3.4.3 For each of the core/minimum activity enumerated, list the steps/actions
to be undertaken by the hospital according to timeline.
3.4.4 Identify the person in charge or official for each step/action in Table 19 for
Sample Standard Operating Procedure.
3.4.5

Table 19. Hospital - Standard Operating Procedure for
Recovery and Rehabilitation
Activity Person in charge
Within 1 Year Within 1-3 Years
Conduct Post Disaster 1. Convene the Hospital Engineer
Needs Assessment assessment team
(PDNA) within 1 day
2. Conduct on site Hospital Engineer

assessment of
hospital damaged
infrastructure and
equipment within 3
days
3. Prepare cost of Hospital Engineer

damages and needs
DRRM-H Focal Person
4. Submit report
Reconstruction of 1. Prepare building plans 1. Actual construction of Hospital Engineer
damaged facilities and estimates physical facility
2. Prepare program of 2. Installation of hospital Hospital Engineer

works and bidding equipment
document
3. Conduct procurement Administrative Officer

procedures
Replenishment of utilized 1. Develop DRRM-H Manager
resources procurement plan
2. Conduct procurement Administrative Officer

of commodities (e.g.
medicines, medical
supplies)
3. Allocate resources
4. Conduct regular Logistics Officer

inventory
Post Incident Evaluation 1. Prepare technical DRRM-H Manager
and documentation and administrative
of lessons and requirements for the
recommendations conduct of PIE
2. Notify responders and

all target participants
3. Conduct of PIE
4. Prepare PIE Report


For Hospitals with DRRM-H Plan that is already
available and for updating:
1. Convene the DRRM-H Planning Committee to discuss any of the evaluation
results from the following activities conducted:
• Annual in-house assessment using Hospital Safety Index Tool

• Post Incident Evaluation
• Drills and exercises
• Lessons from previous disasters
2. Present the recommendations of the committee to the Hospital Director/ Head

of Hospital and secure approval for revision/ updating of the plan.
3. Convene the DRRM-H Planning Committee and prepare the activity for
updating of the DRRM-H Plan.
4. Request budgetary support for the planning process.
5. Present the plan to the Head of Institution/ Hospital Director for his/ her approval.
6. Once signed by the Head of Institution/ Hospital Director, disseminate the

plan to the department heads of the hospital and hospital staff.
7. Provide copy of the Hospital DRRM-H Plan to respective Administrative Health

Office.
DOH
Regional Hospital
Regional Office
Provincial Provincial
Hospital Health Office
LGU Owned City/ Municipality

Hospital Health Office
Note:
For Private Hospitals, ensure that the plan is disseminated to all staff and is readily available
in case the hospital is invited for collaboration/ partnership during emergencies and response
operations in their respective areas.

TRANSLATING AND
4 INTEGRATING THE PLAN
1. Submit DRRM-H Plan to Regional Office to harmonize

DOH strategies/activities and present resources for partnership.
Hospitals 2. Incorporate activities identified in the DRRM-H Plan in the
Hospital Work and Financial Plan/ Operational Plan / Annual
Procurement Plan to ensure funding allocation.
1. Present DRRM-H Plan to respective Administrative Health

Office, stakeholders, and networks in order to be included
in the system for referral or responding hospital.
LGU
Hospitals 2. Ensure that activities identified in the Prevention Mitigation
and Preparedness Plan are integrated to LIPH to ensure
funding allocation.
1. Ensure that resources and funds are available upon implementation

of the plan.
Private
Hospitals
Special Note:
For private institution, you may collaborate with the existing network initiated by the LGU.

5 IMPLEMENTING THE PLAN
1. Orient the Head of the Hospitals, LCEs and other stakeholders on the final and
approved plans.
2. Ensure that resources (e.g., technical assistance, budget augmentation,

human resources, logistics) are available upon implementation.
3. Utilize appropriate resources per type of activity.
4. Conduct activities based on timeline or as scheduled.
5. Evaluate the appropriateness of the response plan and consider contingency

measures as necessary.
6. Communicate to the stakeholders and decision-makers the results of the

implementation.
MONITORING AND
6 EVALUATING THE PLAN
In utilizing the approved DRRM-H Plan, the Chairperson of the Planning Committee
shall lead the annual review and updating of the plan. The plan shall be reviewed
annually and updated as necessary, especially when a major event/disaster affects
the facility in order to determine possible implementation challenges.
1. Results-based monitoring and evaluation shall be used in ensuring that

implementation of activities pertaining to prevention and mitigation plan as
well as preparedness plan is carried out on time. Monitor and evaluate to
determine if the desired indicator per activity is achieved. Conduct quarterly
monitoring and evaluate implementation annually.
2. Progress including status of DRRM-H institutionalization using Annex 4 shall be

reported to the uplines annually.
3. Post incident evaluation for every incident/event shall be conducted to

ensure the appropriateness of SOPs . The results of these evaluations shall be
documented and presented for consideration in updating and enhancing the
Response Plan as well as Rehabilitation and Recovery Plan.
4. Likewise, the Response Plan should be tested annually through drills and
exercises to ensure functionality, acceptability and feasibility of SOPs. Revise
accordingly for major and minor changes if any.
5. All accomplishment reports, PIE results as well as documentation of lessons

from an incident shall be compiled, reviewed, and processed as basis for the
updating of the DRRM-H Plan.

ANNEXES
ANNEX 1: SAMPLE GANTT CHART FOR
DRRM-H PLANNING ACTIVITY
DRRM-H Planning Person
Time Frame J F M A M J J A S O N D Budget
Activity in charge
Consultative
Feb 13 - 16 Php xxx Dr. X
Meeting 1
Key Informant
Feb 28 Php xxx Ms. Y
Interview
Consultative
Mar 5 Php xxx Dr. X
Meeting 2
Workshop 1 Mar 23 - 25 Php xxx Mr. Z
Core
Writeshop 1 Mar 31 - Apr 2 Php xxx
Group
Presentation Apr 10 Php xxx Dr. X
Core
Writeshop 2 Apr 20 Php xxx
Group
Finalization
...
TOTAL Php xxx
54 │ Annex
ANNEX 2: POSSIBLE SOURCES OF DATA
Type of Data Specific Data Possible Sources
Geographic • Topography • Environmental Management
• Geo-hazard mapping (i.e. areas prone Bureau of Department of
to erosions and flooding, presence of Environment and Natural
fault lines and volcanoes) Resources
• Location of communities and health • Provincial or City Disaster
facilities vis-à-vis this map Risk Reduction and
• Risk or hazards (i.e. occurrence of Management Offices
typhoons, landslides, storm surge) • DRRM or DRRM-H Plans
• Disasters that have occurred in the of the component cities/
past 5 years to include the lessons municipalities and barangays
learned and the gaps in response
(narrative)
Demographic • Population • Provincial or city planning
• Population density office
• Number of households • Philippine Statistical Authority
• Number of barangays (PHA)
• Death rate • Department of Interior and
• Vulnerable populations needing more Local Government (DILG)
health care such as youth, Indigenous • Department of Social Welfare
Peoples, women and children in and Development (DSWD)
difficult situations, those living in • National Economic and
GIDAs, Urban Poor, Persons with Development Authority
Disability (PWD), and Senior Citizens (NEDA)
in specific geographical locations • Special government offices for
Indigenous Peoples
Health situation • Three- to five-year year reports on • Provincial, city, health,
leading causes of morbidities and planning and development
mortalities offices
• Infant mortality rate • DILG
• Maternal mortality rate • Consolidated health reports
• Nutritional status/ Malnutrition rate from the Community Health
Vaccination coverage Teams, or Development
• Indicators for basic health services Management Officers
and preventive health programs • Community-based
• Environmental sanitation, sources Management Information
and status of potable water Systems where available
• Health human resource (number and • Other special studies from
capacity for health) development partners
• Health facilities
• Hospitals, lying-in, laboratories, blood
banks
• Hospitals with special areas and
services
Resources and Possible Inventory of: • DRRM Plans
Partners • resource
• assets
• networks
• organizations that may be tapped
in times of health emergencies and
disasters.
Socio-Economic • Major economic activities • Provincial or city planning
• People’s sources of income office
• Poverty incidence and areas of
concentration
• Education
• Peace and order
• Source(s) of food such as agricultural
or fishing industry
• Support facilities such as
transportation, communication,
access to information
Annex │ 55
ANNEX 3: HAZARD MAP SAMPLE:
PUBLIC HEALTH
Ground Shaking Hazard Map
Province of Cavite
CAVITE CITY
METRO MANILA
KAWIT
MANILA BAY NOVELETA
ROSARIO BACOOR
IMUS
CAVITE CITY
Corregidor Island
TANZA
GENERAL TRIAS
DASMARINAS
GEN. MARIANO ALVAREZ
CARMONA
TRECE MARTIRES CITY (Capital)

TERNATE
MARAGONDON
SILANG
INDANG AMADEO
GENERAL EMILIO AGUINALDO
MAGALLANES
MENDEZ (MENDEZ-NUÑEZ)
ALFONSO
TAGAYTAY CITY
BATANGAS
TAAL LAKE
LEGEND SUSCEPTIBILITY
Provincial boundary Contour Index *PEIS Intensity lower than VI
Municipal boundary Contour Intermediate *PEIS Intensity VI
Hard Surface Road Contour Supplementary *PEIS Intensity VII
Light Surface Road Contour Depression *PEIS Intensity VIII and above
Fair Weather Road Coastline *PEIS - PHIVOLCS Earthquake Intensity Scale
Loose Surface Road Bridges
Cart Track: Trails Spot elevation
Rivers and Creeks Built-up Area
Intermittent Rivers Forested Area
Corals Water Body
SOURCES OF DATA
Philippine Institute of Volcanology and Seismology (PHIVOLCS-DOST) 2008 Administrative boundary, National Statistics Office (NSO)
2000 and Cavite Municipalities Comprehensive Land Use Plan (CLUP) Topographic map 1:50,000 scale, NAMRIA-DMA series
Lifted from http://www.namria.gov.ph
Disclaimer:
Administrative boundaries are approximate.
56 │ Annex
Annexes │
ANNEX 4: CRITERIA/INDICATORS FOR
DRRM-H INSTITUTIONALIZATION
Approved by
Integrated and
Updated the authority of Disseminated Tested annually
fund allocated
the organization
DRRM-H Plan
Plan
Organized to
Competent on Competent on
provide initial
BLS SFA
basic services
Health
Emergency
Response Team
Available Health Accessible

Emergency within 24 hrs
Health Medicines* post impact of
Emergency Emergency/
Commodities Disaster
Command and
Communication Coordination
Control
Functional
Emergency
Operations
Center
*Health Emergency Medicine may pertain to anti-infectives, analgesics, antipyretics, fluid/electrolytes, respiratory drugs, dietary/nutritional
products essential for emergencies/disasters (e.g. cotrimoxazole, amoxiccilin, mefenamic acid, paracetamol, ORESOL, lagundi, vitamin A
and skin ointment)
Annex │ 57
ANNEX 5: RESPONSE MANAGEMENT PER
PHASE FOR PUBLIC HEALTH
In principle, the following essential elements for each component of response
management follow the timelines indicated. However, considerations must be made
depending on the type of emergencies and disasters affecting the institution – as
indicated by the broken arrow lines. Some overlaps and continuation of service may
occur following emergencies and disasters produced by multiple hazards.
a. Pre-Impact - is the period immediately before the onset of the event. This is
different from the Preparedness Phase.
b. Impact - is the occurrence of the Incident. This phase addresses the health
service response for all emergencies to minimize the health impacts to
individuals and the community.
c. Post Impact - is continuing the operations from “during-disaster” phase and

includes activities that lead to demobilization of resources. It addresses the
process of returning affected communities to its normal level of functioning or
“building back better” post emergency.
HEALTH EMERGENCY AND DISASTER MANAGEMENT

RESPONSE PHASE
POST IMPACT RECOVERY REHABILITATION
PRE-IMPACT IMPACT
(>48 hrs which may overlap
(0 day or days before impact) (0 day to 48 hours)
with Recovery Phase)
MANAGEMENT OF EVENT
• Early Warning Alert
Response System
(EWARS)
• Alert activation
• Incident Command
System (ICS)
• Coordination
MANAGEMENT OF VICTIMS
• Mass casualty incident
• Community/
evacuation center
• Surge hospital
capacity
• Package of services
• Management of the
dead
MANAGEMENT OF SERVICE PROVIDERS
• Teams for special
events
• Teams for emergency/
disaster
• Teams for foreign
assignment
• Management of
volunteers
MANAGEMENT OF INFORMATION SYSTEM
• Data and information
management
• Knowledge
management
• Documentation
MANAGEMENT OF NON-HUMAN RESOURCES
• Logistics management
• Financial management
• Lifelines
58 │ Annex
Annexes │
ANNEX 6: EMERGENCY RESPONSE FLOW
FOR LOCAL GOVERNMENT UNIT
Activate emergency Implement emergency

Start
response according to alert level response plan
no
Informed of Alert level lifted?

Notify barangays
alert/ crisis Crisis controlled?
no yes
yes Notify P/C/MHO/ Mayor
(Team Leader) Notify concerned
Verified?
to activate Code Alert agencies
System/ OpCen/ Teams
Debriefing procedures
Note: Lifted from Regional Program Implementation Review, 2018
Annex │ 59
ANNEX 7: RECOVERY AND REHABILITATION
PLAN TEMPLATE POST DISASTER
Funding Require-
Frequency
Physical Target Responsible
Programs/ ment (Php)
Source of Office/
Rate
Unit
Strategy Projects/
Year 1
Year 2
Year 3
Year 4
Year 1
Year 2
Year 3
Year 4
Funding Agency/
Activities
Person
Basic Services and Referrals

Medical and Public
Health
Activity 1
Strategy 1
Activity 2
Nutrition
Activity 1
Strategy 1
Activity 2
WASH
Activity 1
Strategy 1
Activity 2
MHPSS
Activity 1
Strategy 1
Activity 2
Health Facilities, Commodities, and Equipment
Activity 1
Strategy 1
Activity 2
Operations center and information management
Activity 1
Strategy 1
Activity 2
Health Promotion and Advocacy
Activity 1
Strategy 1
Activity 2
Management of Human Resources for Health
Activity 1
Strategy 1
Activity 2
60 │ Annex
Annexes │
ANNEX 8: PROPOSED OUTLINE OF THE PUBLIC
HEALTH DRRM-H PLAN
I. Cover Page
II. Title Page

- Signatures of the Head of Institution and DRRM-H Manager/ Focal Person and the DRRMO
(for LGUs)
III. Message from the Head of the institution: CHD Director/Local Chief Executive (1 page)
- The head of institution shall sign a letter of approval in support of the DRRM-H Plan.
IV. Vision, Mission, Goals, of the Health Sector on Emergencies and Disasters (1 page)
- This section highlights the three DRRM-H goals, namely: to guarantee uninterrupted health
service delivery during emergencies and disasters, to avert preventable morbidities, mortalities
and other health effects secondary to emergencies and disasters, and to ensure that no
outbreaks secondary to emergencies and disasters occur.
V. Background (2-5 pages)

- This chapter includes the city/municipality’s geographic description, demographic profile,
health statistics, socio-economic situation, and information and lessons learned from previous
disasters. An inventory of resources and possible partners, and information should also be
included. The gathered data must be evidence-based and presented in narrative, tabular, and/
or graphical form.
A. Geographic Description
1. Topography
2. Geo-hazard mapping (i.e. areas prone to erosions and flooding, presence of fault lines and
volcanoes)
3. Location of communities and health facilities vis-à-vis this map
4. Risks or hazards (i.e. occurrence of typhoons, storm surge, disease outbreaks)
5. Disasters that have occurred with lessons from previous disasters and gaps in response
B. Demographic Profile
1. Population
2. Population density
3. Number of households
4. Number of barangays
5. Death rate
6. Vulnerable populations
C. Health Statistics
1. Three- to five-year year reports on leading causes of morbidities and mortalities
2. Infant mortality rate
3. Maternal mortality rate
4. Nutritional status/ Malnutrition rate
5. Vaccination coverage
6. Indicators for basic health services and preventive health programs
7. Environmental sanitation, sources and status of potable water
8. Health human resource (number and capacity for health)
9. Health facilities
a) Hospitals, lying-in, laboratories, blood banks
b) Hospitals with special areas and services
Annex │ 61
D. Socio-economic Situation
1. Major economic activities
2. People’s sources of income
3. Poverty incidence and areas of concentration
4. Education
5. Peace and order
6. Source(s) of food such as agricultural or fishing industry
7. Support facilities such as transportation, communication, access to information
VI. Planning Committee Structure and Functions
VII. Hazard, Vulnerability, and Risk Assessment
VIII. Plan per Thematic Area

The content of this chapter puts focus on the four (4) plans per thematic area in alignment with the
long-term goals, the plans objectives, strategies/activities/standard operating procedures and measures,
considering essential service health packages.
A. Prevention and Mitigation Plan
Resource Agency/ Office

Strategies and Time
/ Person in Indicator
Activities Frame Required Source Charge
B. Preparedness Plan Matrix 1: Risk Reduction
Risks Resource
(All Hazard Agency/ Office
Approach) Strategies and Time
/ Person in Indicator
Specifics may be Activities Frame Required Source
specified unique for Charge
a hazard
Preparedness Plan Matrix 2: Capacity Building Strategies to include the Minimum

Requirements for DRRM-H Institutionalization
DRRM-H Resource Agency/ Office

Strategies and Time
Institutionalization / Person in Indicator
Activities Frame Required Source
Priorities Charge
62 │ Annex
C. Standard Operating Procedures for Response
Agency/ Office/
(0 day) (0-48 hrs) (>48 hrs)
Management of Information System
Management of Service Providers
Management of Non-human Resources
Management of the Victims
D. Standard Operating Procedures for Recovery and Rehabilitation
Agency/ Office/
Activity Within 1 year 1-3 years Person in Charge
Person-in-charge Person-in-charge
IX. Monitoring and Evaluation Plan

This chapter contains the systematic monitoring and evaluation plan that shall be based on the targets,
activities and indicators in the four thematic areas.
X. Annexes
The annexes include supporting documents for the DRRM-H Plan but not limited to:
a. Details on the general information of the health office / facility

b. Issuances related to DRRM-H
c. Protocols and systems
d. Incident Command System structure, members and job action sheet
e. Evacuation area/ surge capacity identified areas
f. Reporting and documentation forms
Annex │ 63
ANNEX 9: POLICIES AND GUIDELINES
RELATED TO HOSPITAL DRRM-H
PLANNING
1. Administrative Order (AO) 168 s. 2004 dated September 9, 2004 entitled “National
Policy on Health Emergencies and Disasters”. The AO indicates Policy Statements
including but not limited to:
a. Item A. “Organizational Structure No. 1” - All health facilities should have

an Emergency Preparedness and Response Plan (now DRRM-H Plan)
and a Health Emergency Management Office/ Unit/ Program.
b. Item C. “Support Systems No. 7” - Hospital Emergency Preparedness and

Response Plan, Code Alert and Hospital Emergency Incident Command
System (HEICS) should be a requirement in hospital licensing.
c. Item D. “Program Development No. 1” - All health facilities should

develop an Emergency Preparedness and Response Plan which should
be holistic, to include amongst others the following: Emergency Planning
Committee, Hazard and Vulnerability Assessment, Identification of
Resources and Gaps, Response to Respective Hazards, Organizational and
Implementing Structure; Training and Drills; Information Dissemination and
Advocacy; Networking and Coordination; Research and Development.
This should be disseminated and tested for the functionality of the plan
and its insert-operability with other health facilities and institutions in their
respective area.
2. Administrative Order 2013-2014 dated March 21, 2013 entitled “Policies and
Guidelines on Hospitals Safe from Disaster”. Hospital Safe from Disasters Policies
and General Guidelines as well as Roles and Responsibilities include:
a. Item VI. G. POLICIES AND GENERAL GUIDELINES indicates “All Hospitals

and other healthcare facilities shall develop and regularly update,
disseminate, implement and test their Hospital Emergency Preparedness,
Response and Recovery Plans (HEPRRP) to include among others, their
changing hazards and vulnerabilities.”
64 │ Annex
b. Item VII. A. 4. ROLES AND RESPONSIBILITIES OF HOSPITALS AND OTHER
HEALTH CARE FACILITIES indicates that “Hospitals/Healthcare Facilities
shall:
• (Item c) Conduct yearly self-assessment using the Hospitals Safe from

Disaster tools and Indicators;
• (Item d) Facilitate the improvement of structural, non-structural and

functional hospital components as suggested by assessment findings;
• (Item f) Institutionalize Hospital safe from Disasters program in

relevant hospital plans such as building plan and hospital emergency
preparedness, response and recovery plans; and
• (Item g) Ensure revision, updating and testing of HEPRRP.
3. Administrative Order 2012-0012 dated July 18, 2012 entitled “Rules and Regulations
Governing the New Classification of Hospitals and Other Health Facilities in the
Philippines”. Among the Criteria included in the Assessment Tool for Licensing a
Hospital indicated ANNEX K – 2 of AO No. 2012-0012 are as follows:
a. Criteria No.43- Presence of a management plan, policies and procedures

addressing safety with its corresponding indicator No.4. “Presence of
Emergency and Disaster Preparedness”
b. Criteria No.70- Emergency Preparedness Response and Recovery Plan

with its corresponding indicator “Proof of implementation of the plan”.
Result of Self-Assessment and how gaps were resolved must be evident.
Annex │ 65
ANNEX 10: GENERAL INFORMATION ABOUT
THE HOSPITAL
HSI Form 1
Instructions:
1. This form should be completed by the hospital, preferably by the Disaster Risk
Reduction Management in Health Committee before the evaluation.
2. If necessary, you may photocopy this form or print additional copies from the
electronic copy provided
3. You may delete some department services which are not applicable in your
hospital as indicated in Number 16: Hospital treatment and operating capacity
4. Indicate the year when this form was accomplished
General Information About the Hospital

1. Name of the Hospital: ________________________________________________________
2. Ownership: _____________________(Government, Private)
3. Class: _________________________(DOH, Military, Provincial, District, City, Municipal,
University, etc.)
4. Address: _____________________________________________________________________
5. Hospital Contact Number:
6. Hospital website:___________________ Official email address: ___________________
7. Names of Hospital Senior Managers (e.g. Medical Director, Chief of Clinics, Chief
Nurse, Chief Administrative Officer, Chief of Finance):
8. Names and contact details of hospital emergency/disaster managers (e.g. chair
of disaster risk reduction management committee, coordinator, manager of
security/fire services)
9. Total number of personnel: ____________________________________________________
a. Number of clinical staff (e.g. physicians, nurses, medical technologists) _________
b. Number of nonclinical staff (e.g. executive management, administration,
engineers, information technology)
10. Service Capability: _________________ (Level I, II, III)
11. Total number of beds: _____________________________
12. Average bed occupancy rate (in normal situations): ___________________________
66 │ Annex
13. General description of the hospital: e.g. institution to which it belongs (e.g.
department, private entity, university), type of establishment (e.g. tertiary referral
hospital, specialized services), role in the network of health services, role in
emergencies and disasters, type of structure, total population served, catchment
area (routine services/emergencies and disasters) etc.
14. Physical distribution:

List and briefly describe the buildings in the hospital including building name/
number and corresponding number of storey. Provide maps and diagrams of
the hospital site and the local settings, including the physical distribution of the
services, in the box below. Use additional pages, if necessary.
15. Geographic Description
A. This describes the hospital location in the area.

a. Total land area
b. Characteristic of location of hospital (e.g. coastal area, low lying area,
landslide prone, mountainous terrain etc.)
c. Location/ distance in kilometers/ meters in relation to active fault line
d. Location/ distance in kilometers/ meters from the sea, river bank, creeks,
major highway, railroad
e. Location/ distance in kilometers/ meters in relation to hazardous elements
such as oil depot, industrial establishment, military camps etc.
B. Provide maps for each of the hazard present in the location and catchment
area (use separate page if necessary)
16. Hospital treatment and operating capacity:

Indicate the total number of beds and staff for daily routine services, and
additional capacities to expand services in emergencies and disasters to obtain
the maximum hospital capacity, according to the hospitals’ organization (by
department or specialized services). The number of staff available can be used
for responding to Module 4 Item 132: Staff availability.
Annex │ 67
A. Emergency Department
Maximum Actual number of available staff
Routine hospital Planned /
Department capacity capacity for Standard Observations
or Service (number of emergencies/ number Regular Outsourced Contractual
beds) disasters of staff
(number of beds)
Triage Area
General
Surgery
Trauma and
Burn Surgery
Orthopedic
Surgery
Neurosurgery
Medicine
Pediatrics
Obstetrics &
Gynecology
Ophthalmology
Otorhinolaryn-
gology
Minor Operat-
ing Room
Emergency
Medicine
Resuscitation
Area
Toxicology/
Poison Control
Unit
Isolation Room
Decontamina-
tion Room
Others, please
specify which-
ever is appli-
cable to your
hospital.
E.g.: Animal
bite
: Ambulato-
ry Care
: Violence
Against
Women &
Children
Desk
(VAWC)
Total
68 │ Annex
B. Out-Patient Department
Department or capacity capacity for Standard Observations
Service (number of emergencies/ number Regular Outsourced Contractual
(number of beds)
General Surgery
Minor Operating
Room
Medicine
Pediatrics
Obstetrics &
Gynecology
Ophthalmology
Otorhinolaryn-
gology
Family &
Community
Medicine
Physical Thera-
phy & Rehabili-
tation
Dental Unit
Public Health
Unit
Acute Psychiatric
Unit
Dermatology
TB-DOTS Clinic
Specialty Clinic,
specify
- Heart Clinic
- Asthma
Clinic
- Diabetic
Clinic
Others, specify
whichever is
applicable to
your hospital:
- Drug
Counselling
Clinic
- HACT Clinic
Others, specify
Total
Annex │ 69
C. Operating Theatres
Number of operating Maximum number of
Department or Service theatres of hospital Observations
theatres - Routine (for emergencies/ disasters)
Septic surgery
Elective surgery
Paediatrics surgery
Thoracic Cardiovascular Surgery
Orthopedic surgery
Plastic and Reconstructive Surgery
Obstetrics & Gynecologic Surgery
Minimally Invasive Surgery
Urology
Surgical Oncology
Emergency surgery
Opthalmologic surgery
Otorhinolaryngology
Neurosurgery
Others, specify
Total
D. Department of Surgery
Department or capacity capacity for Standard Observations
Service (number of emergencies/ number Regular Outsource Contractual
(number of beds)
General Surgery
Trauma and
Critical Care
Surgery
Minimally
Invasive Surgery
(Laparosopic
Surgery)
Pediatric Surgery
Orthopedics
Urology
Neurosurgery
Plastic &
Reconstructive
surgery
Thoracic
Cardiovascular
surgery
Burn Unit
Surgical
Oncology
Others, specify
Total
70 │ Annex
E. Internal Medicine
Actual number of available staff
Maximum
Department capacity capacity for Standard
Observations
or Service (number of emergencies/ number Regular Outsourced Contractual
(number of beds)
General
medicine
Critical Care
Cardiology
Pulmonology
Infectious
Disease
Neurology
Endocrinology
Hematology
Gastroenter-
ology
Allergy/
Immunology
Rheumatology
Nephrology
and Dialysis
Unit
Oncology
Geriatric Unit
Stroke Unit
Others, specify
Total
Annex │ 71
F. Intensive Care Unit (ICU)
Maximum
Department or capacity capacity for Standard
Observations
(number of beds)
General intensive
care
General intermediate
care
Cardiovascular ICU
Pediatrics ICU
Neonatal Intensive
Care Unit
Burns ICU
Infectious ICU
a. Adult
b. OB and
Gynecology
c. Pediatrics
High
Immunosuppression
Care Unit (HICU)
Others please specify
Total
72 │ Annex
G. Department of Obstetrics and Gynecology
Maximum
Routine hospital Planned/
Department or capacity capacity for Standard
Observations
(number of beds)
Labor Room
Delivery Room
Gynecological
Oncology
Ultrasound in OB-
Gyne
Perinatology
Reproductive
Endocrinology and
Infertility
Female Pelvic
medicine and
reconstructive
surgery (female
urology)
Family planning
Pediatric and
Adolescent
gynecology
Menopausal
and geriatric
gynecology
Advanced
laparoscopic
surgery
Others, specify:
Total
Annex │ 73
H. Department of Ophthalmology &
Otorhinolaryngology
Planned / Actual number of available staff
Standard
Department, unit or service Observations
number of Regular Outsource Contractual
staff
OPHTHALMOLOGY
(please specify available
services)
OTORHINOLARYNGOLOGY
(please specify available
services)
Total
I. Department of Anesthesia
Department, unit or Standard
Observations
service number of Regular Outsource Contractual
staff
Anesthesiologist
Post Anesthesia Care Unit
(PACU)
- Nurses
- Anesthesia Technician
Total
74 │ Annex
J. Clinical and Non-clinical Support Services
Department, unit or Standard Observations/
service number of Regular Outsource Contractual Remarks
staff
Radiology services - X Rays,
CT scan, MRI
Blood bank services
Laboratory Services
Pharmacy
Medical engineering and
maintenance
Building/ critical systems
engineering and maintenance
Security
Admitting and Information
Section
Cashier
PhilHealth and Billing Section
Accounting
Human Resource
Dietary Section
Medical Social Service
Linen and Laundry
Central Sterilization and
Supply Unit
Housekeeping
Motorpool
Engineering and Maintenance
Waste Management
Procurement
Materials/ Inventory
Management
Research/ Clinical Trial Unit
Mortuary
Others, specify. (Use separate
sheet)
Total
Annex │ 75
K. Emergency and Disaster Operations
(may be taken from the above staff)
Department, unit or Standard
Observations
service number of Regular Outsource Contractual
staff
Hospital emergency/
disaster operations/ incident
management (command,
control, coordination)
Incident Commander
Public Information Officer
Safety Officer/s
Security Officer/s
Liaison Officer/s
Operations
- Triage Team
- Treatment Team: Red,
Yellow, Green
- Transport / Ambulance
Team
- Search and Rescue Team
Planning Officer/s
Logisticians
Administration
- Human Resource
- others, specify
Finance Officer/s
Communications and
information officers
Emergency Response Team
Mortuary
Others, specify
- Medical Junior Interns
- Medical Senior Interns
- Med. Tech. Interns
- Rad. Tech. Interns
Total
76 │ Annex
17. Areas likely to increase operating capacity
Indicate the characteristics of the locations, areas and spaces that can be used
to increase hospital capacity in case of emergencies or disasters. Specify square
meters, available critical systems and any other information that can be used to
evaluate the suitability for expanding space and capacity for hospital medical
and other services in emergencies and disasters. Include access, security and
critical services, such as water, power, communications, waste management,
heating, ventilation and air-conditioning.
Heating,
Tele- ventila-
Waste
Water Electricity/ phone/ tion and Other
Location Area Manage- Observations
Supply power communi- air-con- (Specify)
/areas m2 ment
cations dition-
ing
Yes No Yes No Yes No Yes No Yes No Yes No
Ex.
Conference
Room/ gym,
basketball
court, parking
area and other
open areas
etc.
NOTE: Specify the adaptability of use in each space (hospitalization, triage, ambulatory care, observation, staff welfare areas etc.).
18. Hospital Statistics (last 3-5 years upon filling up the form; insert graph)
i. Leading causes of morbidity

ii. Leading causes of mortality
iii. Leading causes of consultation ER/OPD
iv. Leading causes of admission
19. Other health facilities within its catchment areas:
a. Other hospitals within the catchment areas. (LGU owned and Private)
Class Service Capability

Ownership
Name of Hospital Address (General/ Level Level Level
(Gov/Pri)
Specialty) 1 2 3
Annex │ 77
b. Other health facilities within the catchment areas, regardless of numbers: (LGU
owned and Private)
Type of Health Facilities Yes No

Lying in clinics, birthing clinics
Laboratories
Blood Banks
Halfway homes
Dialysis clinics
Health centers
Hospice/Palliative Care
Others:
20. Prior Emergencies and Disasters (include name of the disaster and lessons);
What were the actions/interventions What were

done before, during and after the the learnings/
disaster realizations
(event/Incident, victims, service providers, from
Effects information system, non-human resource)
Disaster (Who were managing
/ Hazard affected? Who were
this disaster?
(Consider natural, What were the players at
Year Specifically,
biological, societal effects? How each specific
technological much was the what are the
time frame?
disasters) damage, gaps and
in peso?)
Before During After
weaknesses
that need
to be
addressed?
e.g. 2016 2M Designate Evacuation Damage Administrative Materials and
Earthquake individual space of victims, and needs Officer & resources are
affected, for surge manage assessment Engineer- inadequate for
33,000 capacity incident, Before greater than
deaths and treatment Magnitude 6
114,000 Prepare/ of injured DRRM-H Earthquake
injured allot manager-
commodities During Incident
management
Engineer- systems
After need to be
strengthened
21. Relevant Hospital Issuances regarding DRRM-H. Enumerate/ List down applicable
hospital issuances regarding DRRM-H
22. Logistics for HERT (If Hospital is Identified as Responding)
Item Quantity Buffer Stock
78 │ Annex
23. Operation Center (4Cs) checklist (Describe Operations, is OpCen 24/7? Etc.)
Command & Control
Coordination
Communication
Name/Signature (Chairperson/Head, Hospital Emergency/ Disaster Management

Committee)
_________________________________________________________________________________
Year Accomplished/ Updated
Annex │ 79
ANNEX 11: SAMPLE EXTERNAL HAZARD
MAP: HOSPITAL
Sample Hazard Map of
Hospital A in Makati City
LEGEND Hydrometeorological
Hospital 200 Year Flood Cycle (Depth in Meters)
0.1 to 0.5 (Ankle Deep to Knee Deep)
Geologic 0.51 to 1.0 (Knee Deep to Waist Deep)
West Valley Fault 1.01 to 2.0 (Waist Deep to Top of Head Deep)
Landslide 2.01 to 3.0 (Top of Head Deep to 1-storey High)
Ground Liquefaction 3.01 to 4.0 (1-storey High to 1.5-storey High)
Ground Shaking 4.01 and above (1.5-storey High and above)
Intensity VII Sea Level Rise
Intensity VIII
SOURCE OF DATA
Makati City, Philippines website
80 │ Annex
ANNEX 12: STRATEGIC TOOL FOR
ANALYZING RISK (STAR)
The Strategic Tool for Assessing Risk (STAR) is an evidence-based approach to risk
assessment so that processes and outputs are comparable, reproducible and
defensible. An excel file is provided wherein data on hazard-based scenario will
be inputted to calculate an associated level of risk. The STAR approach follows the
following key principles:
a. Implementation of a risk reduction and management cycle, focusing on

assessment and proactive management of high and very high risks, rather
than a reactive approach to events as they occur.
b. All-hazards approach, developing, strengthening and using elements and

systems that are common to the management of all hazard types.
c. Multi-sectoral, recognizing that the various government agencies, private

sector entities and civil society have a role to play in risk management.
d. Time-based, basing the assessment on a snapshot of existing capacities and

information.
The scope of STAR includes all-hazards with the potential to cause emergencies and
disasters. The STAR is used prior to the commencement of DRRM-H planning. The
methodology presented is based on existing guidance on risk assessment from the
World Health Organization (WHO) and the Inter-Agency Standing Committee (IASC).
It proposes an all hazards approach, thereby integrating emergency planning for all
natural and human-induced hazards.
Annex │ 81
How to use the STAR Matrix:
Column 1: Hazard
List all existing or emerging hazards with potential cause to public health emergency
vertically. Identify hazards based on the following:
a. Geological (earthquake, volcanic activity, landslides, liquefaction, tsunamis)

b. Hydro meteorological (typhoons, storm surge, drought, flooding)
c. Biological (Emerging and Re-emerging Disease, Food and Water-borne
Diseases)
d. Human-Induced (Armed Conflict, Terrorism, Poisoning, Technological Hazards)
For the next steps, address each hazard, one at a time, horizontally across each
variable until you obtain the risk level for each hazard.
Column 2: Health Consequences

For each identified hazard, identify possible negative health consequences and
how it may affect primary services of the hospital and public health program. For
hospitals, take into consideration the consequences as receiving and responding
facility.
For example, the hazard identified is Flood, the risks may include:
Immediate Consequences: Drowning, injuries, hypothermia, environmental

hazards, trauma
Secondary Consequences: Water borne diseases, vector borne diseases, mental

illness, extended disruption to health services, death
As receiving hospital: Damage to hospital equipment, shortage of

manpower due to flooded roads
As responding: Surge capacity summarize the identified risk either in

bullet form or paragraph form
Column 3: Scale
Describe the most likely or worst based scenario that would require the activation of
Incident Command System, of the institution e.g. Hospital Incident Command System
(HICS). Identify areas that are likely to be affected by the health consequences.
Column 4: Exposure
Estimate the number of people likely to be exposed to the hazard considering the
number of people capable of developing disease if the hazard will continue for a
longer period of time.
82 ││ Annex
Annexes
STAR Input Table:
Severity, Vulnerability,
Hazard and Exposure Likelihood
Coping Capacity
Seasonality Confidence Risk

Impact
Health Coping level level
Hazard Scale Exposure Severity Vulnerability
Consequences Capacity
J F M A M J J A S O N D
Likelihood
Frequency
Annex │
83
Column 5: Frequency
For each hazard define whether the hazard frequency is:
• Perennial – regular or seasonal events during the year.

• Recurrent – events occurring every 1-2 years.
• Frequent – events occurring every 2-5 years.
• Rare – events occurring every 5-10 years.
• Random – unpredictable events for which the frequency cannot be
determined
Column 6: Seasonality
For each hazard, and as appropriate, identify the months of the year during which
the hazard is most likely to occur. For instance, for a hazard that may occur every
year between March and July with a peak every May, this would be filled in as:
J F M A M J J A S O N D
If the occurrence of the identified hazard is unpredictable such as earthquake or

volcanic eruption, do not fill the seasonality column.
Column 7: Likelihood
In answering the likelihood, take into account the historical information on the
hazard, the recent trends, the frequency and the seasonality of each hazard
to define the likelihood, the hazard will occur in the next 12 months at the scale
defined in Column 3.
Assign the score from 1 to 5 as follows:
1: Very unlikely
2: Unlikely
3: Likely
4: Very Likely
5: Almost certain
84 ││ Annex
Annexes
Column 8: Severity
When conducting severity assessment for biological hazards of an infectious nature,
use the algorithm below to determine the severity:
Is the disease serious?

(morbidity, mortality)
NO YES
Can it affect a significant

number of people?
NO YES
Is it easily spread from Is it easily spread from

human to human? human to human?
NO YES
NO YES
Are there treatment Are there treatment Are there treatment Are there treatment
and / or prevention and / or prevention and / or prevention and / or prevention
measures measures measures measures
YES NO YES NO YES NO YES NO
Existing / potential Existing / potential Existing / potential Existing / potential

resistance or risky resistance or risky resistance or risky resistance or risky
behavior by pop.? behavior by pop.? behavior by pop.? behavior by pop.?
NO YES NO YES NO YES NO YES
Very low Moderate Very high

Low severity High severity
severity severity severity
Annex │ 85
When conducting the severity assessment for geological, hydro meteorological,
technological and societal hazards, use the algorithm below to determine the
severity:
Will the prolonged incident / event

disrupt public health or hospital
services?
NO YES
Will the event increase Will the event increase

morbidity and mortality morbidity and mortality
cases? cases?
NO YES NO YES
Does the public Does the public Does the public Does the public
health / institution health / institution health / institution health / institution
have the capacity to have the capacity to have the capacity to have the capacity to
respond? respond? respond? respond?
Does the hospital Does the hospital Does the hospital Does the hospital
have the capacity for have the capacity for have the capacity for have the capacity for
surge? surge? surge? surge?
YES NO YES NO YES NO YES NO
Moderate Very High

Very low severity Low severity High severity
severity severity
86 ││ Annex
Annexes
Column 9 and 10: Vulnerability and Coping capacities
From the same excel file, accomplish vulnerabilities and capacities worksheet to
automatically fill out column 9 and 10 of STAR.
Vulnerability
Vulnerability refers to the characteristics and circumstances of the hospital, system or
asset that make it susceptible to the damaging effects of a hazard. When rating the
vulnerability of the facility to a given hazard, the hospital should consider the following
parameters. Below is an example on vulnerability, particularly for the hospital. You
can refer to page 16 for sample public health vulnerabilities.
Internal Hospital Vulnerabilities (Example) External Hospital Vulnerabilities (Example)

Lack of personnel training Geographic location of hospital
Weak structural and non-structural components of Presence of vulnerable groups
hospital
Inadequate workforce Climate Change
Weak emergency/ infectious control protocols No existing health network
Lack of space for surge
Using information on the sample parameters above, describe briefly the vulnerabilities
existing. Use the following scale for rating existing vulnerabilities to the hazard and
consequences:
• Very high
• High
• Partial assessment
• Low
• Very low
Coping Capacity
Coping capacity measures the means by which the institution uses available resources
and abilities to face adverse consequences. The coping capacity associated with a
hazard will be determined by the following:
• Can the institution detect, identify, and respond to the hazard and its health
consequences at the given scale?
• Can the hospital, specifically manage surge of patients?
• Do you have existing policies, plans or protocols that will be used during the
event?
• Do you have trained and equipped response team?
• Do you have logistics and financial resources to respond to the event/ or
affected area? (logistic and security challenges?)
Annex │ 87
• Do you have existing networks within your area that can augment your needs?
(logistics, transportation, etc.)
• What is the response capacity / resilience level in the affected area (regional
level and within the community)
• Do you implement Hospital Safe from Disaster Program; for Public Health-
Medical and Public Health, Nutrition, WASH, MHPSS
Using information on the parameters above describe briefly the current capacities.
Use the following scale for rating coping capacity available for the hazard and
consequences identified:
• Very high
• High
• Partial assessment
• Low
• Very low
Column 11: Impact

The model will determine impact automatically using the following scale based on
aggregation of the scores given for severity, vulnerability and coping capacity. This
score is then translated to a scale of 1 – 5 according to the Impact Matrix.
1: Negligible
2: Minor
3: Moderate
4: Severe
5: Critical
Column 12: Confidence Level

The column for confidence level defines the quality of data entered in the matrix. By
scoring the confidence level for each hazard, users can identify where further data
gathering is needed so that the confidence level can be improved at the next STAR
assessment. Rate the confidence level as follows:
• Good (good quality evidence, multiple reliable sources, verified, expert opinion
concurs, experience of previous similar incidents)
• Satisfactory (adequate quality evidence; reliable source(s); assumptions made

on analogy; and agreement between experts)
• Unsatisfactory (little poor quality evidence, uncertainty/ conflicting views

amongst experts, no experience with previous similar incidents)
Column 13: Risk Level

Based on the inputs per hazard, the tool will automatically compute for the risk of the
identified hazard. This will clearly illustrate the priority hazards needing preparedness
and risk reduction activities and where priority action should be directed.
88 ││ Annex
Annexes
ANNEX 13: PROPOSED OUTLINE OF THE
HOSPITAL DRRM-H PLAN
I. Cover Page
II. Title Page

This contains the names and signature of those who prepared and reviewed. This should also be signed
by the Hospital Director/ Head of Institution with corresponding date when approved.
III. Message
Contains message from the Hospital Director/Head of Institution
IV. Vision, Mission, Goal including Goals and Objective of Hospital DRRM-H
This section may highlight the goals of the DRRM-H, namely: (1) to guarantee uninterrupted health service
delivery during emergencies and disasters, (2) to avert preventable morbidities, mortalities and other
health effects secondary to emergencies and disasters, and (3) to ensure that no outbreaks secondary to
emergencies and disasters occur.
V. Background
This section may include brief history and milestones on DRRM-H institutionalization.
VI. General Information about the Hospital

This contains summary in narrative and tabular form of the highlights generated from Form 1 of the
Hospital Safety Index Tool. Details of the Form 1: General Information about the Hospital should be
appended as annex of the Plan.
VII. Scope and Context of the Hospital DRRM-H Plan
VIII. Planning Committee members including roles and responsibilities
IX. Hazard Vulnerability and Risk Assessment
a. Hazard maps (internal / external)

b. Table 14: Hospital Vulnerability Assessment
c. Table 15: Summary of Risk Assessment for Hospitals
X. Four Thematic Area Plans
a. Prevention and Mitigation Plan

Narrative description and scope of the plan
Objective/s:
1. Reduce vulnerability and exposure of hospital personnel and patients to hazards
2. Enhance the capacity of the hospital to reduce risk and cope with the impacts of hazard
Gaps/ Strategies/ Resource Person
Time Frame Indicator
Vulnerability Activities Required Source in charge
b. Preparedness Plan
Objective/s:
1. Increase capacity of hospital
2. Equip hospital personnel with necessary skills to cope with the impacts of disaster
Strategies/ Resource
Risk/ Health Time Person
Activities Indicator
Consequences Frame Required Source in charge
(10Ps)
Annex │ 89
c. Standard Operating Procedure for Response
Risk (10Ps) Pre-impact Impact Post-impact Person in charge
(0 day) (0-48 hrs) (>48 hrs)
d. Standard Operating Procedure for Recovery and Rehabilitation

Activity Person in charge
Within 1 Year Within 1-3 Years
XI. Annexes:
May include the following but not limited to:
a. Hospital protocols and systems

b. Details on the general information of the hospital using Form 1
c. Hospital issuances related to DRRM-H
d. Hospital Emergency Incident Command System (HEICS) structure,
members and job action sheet
e. Directory of contact persons and networks in case of emergency
f. Evacuation area/ surge capacity identified areas
g. Reporting and documentation forms
90 │ Annex
ANNEX 14: RESPONSE MANAGEMENT PER
PHASE FOR HOSPITAL
In principle, the following essential elements for each component of response
management follow the timelines indicated. However, considerations must be made
depending on the type of emergencies and disasters affecting the institution – as
indicated by the broken arrow lines. Some overlaps and continuation of service may
occur following emergencies and disasters produced by multiple hazards.
a. Pre-Impact - is the period immediately before the onset of the event. This is
different from the Preparedness Phase and applicable for hazards with warning
(e.g. typhoon, volcanic eruption, biological emergencies).
b. Impact - is the occurrence of the Incident. This phase addresses the hospital
response for emergencies and disasters to minimize the health impacts.
c. Post Impact - is continuing the operations from “during-disaster” phase and

includes activities that lead to demobilization of resources. This may overlap
with recovery phase which addresses the process of returning affected
communities to its normal level of functioning or “building back better” post
emergency.
HEALTH EMERGENCY AND DISASTER MANAGEMENT

RESPONSE PHASE
PRE-IMPACT IMPACT POST IMPACT
COMPONENT/ELEMENT (0 day or days before (0 day to 48 (>48 hrs which may RECOVERY REHABILITATION
impact) hours) overlap with Recovery
Phase)
MANAGEMENT OF EVENT/INCIDENT
1. Early Warning Alert Response
System (EWARS)
2. Hospital Emergency Incident
Command System (HEICS)
3. Operation Center
4. Coordination mechanism
MANAGEMENT OF VICTIMS
1. Mass Casualty Incident
(Pre-hospital care)
2. Mass Casualty Incident
(Hospital care)
3. Surge hospital capacity
4. Package of services
MANAGEMENT OF SERVICE PROVIDERS
1. Deployment of teams for
special events
emergency/ disaster
foreign assignment
4. Management of volunteers
MANAGEMENT OF INFORMATION SYSTEM
1. Data and information
management
2. Knowledge management
3. Documentation
MANAGEMENT OF NON-HUMAN RESOURCES
1. Logistics management
2. Financial management
3. Availability and accessibility to
lifeline facilities
Annex │ 91
REFERENCES
Department of Health. Administrative Order No. 2019-0046, National Policy on Disaster
Risk Reduction and Management in Health (DRRM-H). Manila, Philippines.
Department of Health. Administrative Order No. 2017-0007, Guidelines in the provision

of the Essential Health Service Packages in Emergencies and Disasters. Manila,
Philippines.
Department of Health. (2008). Guidelines for Health Emergency Management:

Centers for Health Development (2nd ed.). Manila, Philippines.
Department of Health. (December 2016). Philippine Indicators: Hospital Safety Index

Tool. Manila, Philippines
Department of Health. (March 2012). Pocket Emergency Tool (4th ed.). Manila,
Philippines.
Department of Health. (2015). Manual of Operations on Health Emergency and

Disaster Response Management. Manila, Philippines.
Department of the Interior and Local Government. (2015). Local Government Units
Disaster Preparedness Manual: Checklist of Minimum Critical Preparations for Mayors.
Manila, Philippines.
National Disaster Risk Reduction and Management Council. (December 2011).

National Disaster Risk Reduction and Management Plan, 2011 to 2028. Manila,
Philippines.
National Disaster Risk Reduction and Management Council. (June 2014). National
Disaster Response Plan for Hydro-Meteorological Disaster. Manila, Philippines.
United Nations Children’s Fund (UNICEF). (May 2015). UNICEF’s Evidence Based
Planning for Resilient Health Systems (rEBaP): An Effective Approach Towards Health
Systems Strengthening Following Typhoon Haiyan in the Philippines. Manila, Philippines.
United Nations International Strategy for Disaster Reduction (UNISDR). (May 2009).
UNISDR Terminology on Disaster Risk Reduction. Geneva, Switzerland
United Nations International Strategy for Disaster Reduction (UNISDR). (02 February
2017). In Terminology on DRR. Retrieved from: from: https://www.unisdr.org/we/
inform/terminology
United Nations Office for Disaster Risk Reduction (UNISDR). (n.d.). Sendai Framework
for Disaster Risk Reduction 2015-2030. Geneva, Switzerland
World Health Organization. (2015). Hospital Safe Index: Guide for Evaluators. Geneva,
Switzerland
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DISASTER RISK

Institutionalizing Disaster Risk Reduction and

Disaster Risk Reduction and Management in Health (DRRM-H) Institutionalization

Disaster Risk Reduction and Management in Health (DRRM-H) Plan – is a three-year

Hazard Mapping – is a process of establishing geographically where and to what

Incident Command System – is the establishment of an organizational structure that

Preparedness – is the strengthening of capacities of communities to anticipate, cope,

Recovery and rehabilitation – is restoring and improving health facilities, health

PART 1: DRRM-H CONCEPTS, PRINCIPLES, PLANNING CONTEXT AND

PART 2A: DRRM-H PLANNING – PUBLIC HEALTH

1. Preparing to Plan ...........................................................................................................10

1. Preparing to Plan ...........................................................................................................38

In order to achieve these goals, institutionalization of DRRM-H in the health system

Understanding Essential Terminologies in Disaster

A hazard is any dangerous phenomenon, substance, human activity or condition

An emergency is an actual threat to public safety and/or public health; while a

2 │ Part 1 Concepts, Principles, Planning Context and Guidelines

What is DRRM-H Planning?

PARTICIPATIVE DRRM-H PLAN RESILIENT HEALTH

DRRM-H planning is a participative process, carefully studying the hazards, risks,

DRRM-H Plan is generally similar to the previous Health Emergency Preparedness,

Part 1 Concepts, Principles, Planning Context and Guidelines │ 3

Who shall be involved in the DRRM-H Planning?

Head of the Office/ Institution

DRRM-H Focal Person

Other DRRM-H Planning Committee Members

4 │ Part 1 Concepts, Principles, Planning Context and Guidelines

Nationally-managed Regional Regional

DOH and Private Provincial Highly Urbanized &

Private Provincial/ Municipal

Municipal City Barangay

Figure 1. DRRM-H Planning Management Structure

Part 1 Concepts, Principles, Planning Context and Guidelines │ 5

When is DRRM-H Planning done?

How to conduct DRRM-H Planning?

These steps shall be done in a systemic and systematic manner to ensure

6 │ Part 1 Concepts, Principles, Planning Context and Guidelines

Step 6. Monitoring and Evaluating Step 2. Data Gathering and Analysis

Step 3. Developing / Updating

Step 4. Translating and Integrating

Figure 2. Six Steps in DRRM-H Planning

Step 5: Implementing the Plan: Ensuring sound operationalization and smooth

Part 1 Concepts, Principles, Planning Context and Guidelines │ 7

3. Establish the Planning Committee. The Planning Committee shall be composed

4. Draft an Office Order/Executive Order enumerating the Planning Committee head

10 │ Part 2A Planning: Public Health

• Develop, review, and update the previous plan

Roles and Responsibilities of the Chairperson

• Preside the meeting and facilitate planning

Roles and Responsibilities of the Vice Chairperson

• Assist the Chairperson

Roles and Responsibilities of the Members

• Provide necessary technical inputs

Roles and Responsibilities of the Secretariat

• Document minutes of the meetings

Part 2A Planning: Public Health │ 11

Different tools in assessing hazard, vulnerability and Identify hazards,

Figure 3. Interrelationship of Hazard, Vulnerability, Risk and Capacity