PSCP Manual

PUBLIC SERVICE
PSCP CONTINUITY PLANNING

TRAINING COURSE
TRAINEE’S MANUAL
Contents
Course Overview...................................................................................................... 1
Self-paced Learning Session .................................................................................. 8
Introduction to Public Service Continuity Planning............................................. 8
Video Teleconferencing Modules ......................................................................... 21
Module 1: Public Service Continuity Program Initiation.................................... 21
Module 2: Risk Assessment for Continuity of Operations ................................ 26
Module 3: Determining and Prioritizing Essential Functions ............................ 34
Module 4: Developing Continuity Strategies .................................................... 41
Module 5: Developing the Public Service Continuity Plan................................ 47
Module 6: Exercising, Testing, and Maintaining the Public Service Continuity

Program........................................................................................................... 58
Background
Course Overview
As RA 10121 requires a whole-of-government approach in DRRM, government

agencies are enjoined to mainstream DRRM measures and budget in their various
initiatives and programs towards the provision of public goods as per their respective
mandates.
This mandate also implies that the government must continue to exist and deliver its
essential functions regardless of any disaster that might occur. Hence, a DRRM
mechanism known as the Public Service Continuity Plan (PSCP) was developed by
the NDRRMC in partnership with the Philippine Disaster Resilience Foundation
(PDRF), a major network of private sector actors working on disaster risk reduction
and management initiatives.
Recognizing further the need to develop a comprehensive and inclusive Public

Service Continuity Plans, NDRRMC Memorandum No. 33 s. 2018 was also issued in
April 2018, enjoining all government agencies of the DRRM Councils at all levels to
formulate their respective Public Service Continuity Plans.
The NDRRMC Memorandum was supported by Executive Order No. 52 dated 08

May 2018 regarding the creation of the Program Management Office for the
Earthquake Resiliency of the Greater Metro Manila Area (PMO-ERG). The EO
highlighted the function of the PMO-ERG to formulate and operationalize the GMMA
Resiliency Plan, which includes the overall government service continuity plan.
The NDRRMC Memorandum was supported by Executive Order No. 52 dated 08

May 2018 regarding the creation of the Program Management Office for the
Earthquake Resiliency of the Greater Metro Manila Area (PMO-ERG). The EO
highlighted the function of the PMO-ERG to formulate and operationalize the GMMA
Resiliency Plan, which includes the overall government service continuity plan.
At the 38th Cabinet Meeting held last 10 June 2019, the Cabinet approved the
directive for all agencies to craft and submit their public service continuity plans and
to establish public service continuity sites in pre-identified areas in Luzon, Visayas
and Mindanao.
To learn more about the overall PSCP activation process, the course design for the
conduct of PSCP training is hereby prepared.
Public Service Continuity Planning 1
Course Objectives
General Objective
At the end of the training, the participants will be able to highlight internal capacities,
recovery requirements and strategies of an agency or institution that leans toward the
continuous delivery of quality public services during an emergency or disaster.
Specific Objectives
Upon completion of the training, the participants will be able to:
1. Explain the concept of PSC Management;

2. Discuss the requirements of initiating PSC Program;
3. Determine the key considerations in Risk Assessment and Continuity of
Operations;
4. Explain the process for determining and prioritizing essential functions;
5. Determine the requirements for developing continuity strategies; 6.
Explain the essentials in developing the PSCP; and
7. Determine recommended actions for maintaining the PSCP
Teaching-Learning
Methodologies
As we transition into the “new normal,” the OCD-CBTS ushers its participants into a
variety of online tools designed to fit the course and accommodate its learners. The
course utilizes the following teaching-learning methods:
• Self-Paced Learning is a method in which the learners can control the amount
of material content they consume, as well as the duration of time needed to
learn the new information properly. Note however, each self-paced session is
given a corresponding technical training time credit.
• Video teleconferencing (VTC) is a learning technology that facilitates the
communication and interaction of two or more users through a combination of
high-quality audio and video over the internet. As face-to-face learning is
currently adjourned, VTC is used for lectures and other interaction.
• Online Evaluation, in the forms of pre-training and post-training tests, is
administered to assess the effectiveness of the training course. Likewise, self
paced quizzes and assignments are given during for the course duration.
Duration: 6 days
Six (6) training days with a total of 31 training hours (18.5 hours for VTC and 12.5
hours for self-paced).
Category: Technical Course

Completing this course will credit 31 technical training hours.
Guidelines for Participants
Requirement for course completion

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

• All participants are muted by default.
• Strictly no interruption during the lecture. There will be an open forum
afterwards.
• Put your questions in the chat box (or ask them during the open forum) •
Wait to be acknowledged before you unmute.

Certification
The issuance of certificates shall adhere to the requirements pursuant to OCD Office
Order 182, s. 2017: Guidelines on the Implementation of OCD Disaster Risk
Reduction and Management (DRRM) Training Courses. Per item 8.8.3.1,
“Certificate of completion shall be awarded to trainees who attended all sessions and
successfully satisfied the requirements of the training course.” This includes the
active participation in the activities and the completion of Level 2: Learning Level
Evaluation with a passing grade (50% + 1). Per item 8.8.4 of the said OCD Office
Order, “Certificate of Participation shall be given if the trainee missed a maximum of
5% of the required training hours and/or was not able to satisfactorily perform based
on the set objectives of the training course.”
Further, pursuant to OCD Office Order No. 196, s. 2019: Revised Guidelines on
the Implementation of Levels 1 and 2 Evaluation for DRRM Training, in item 9.2,
it is specified that a participant shall be required to take the pre-test and post-test
under the following conditions to receive Certificate of Completion:
• Pre-test: must accomplish the pre-test but no passing grade required •

Post-test: must earn a passing grade (60% of the total test items) or higher
Gender Sensitivity and Responsiveness
The OCD upholds the principles of gender and development in the implementation of
all its training programs. Hence, it is important for all attendees to maintain gender
sensitivity and responsiveness throughout the course.
Contact Details
For further inquiries, you may contact:

Capacity Building and Training Service
Office of Civil Defense Central Office
8912 - 4832 / 8421-1926
[email protected]
Course
Modules
Self-paced Module
This is an introduction to PSCP which discusses the
Introduction to Initiation
PSCP
Module 2:
Risk Assessment for Continuity of
Operations
VTC Modules Module 3:

Determining and Prioritizing
Module 1: Essential
Public Service Functions
Continuity
processes in risk assessment as well
Module 4: as the components of risk register
Developing and different risk treatment options.
Continuity
Strategies
This module explains how to
Module 5: determine an organization’s essential
Developing the functions, mission essential functions,
Public Service recovery time objective and process in
Continuity Plan the conduct of impact analysis.
Module 6:
Exercising, Testing and This module identifies appropriate
Maintaining the Public Service continuity strategies for MEFs and
Continuity determination of recovery
Program requirements.
basic principles associated with
continuity, evolution of continuity and
importance of public service This module defines the continuity
continuity planning planning process and identifies the
basic components of the public
service continuity plan.
This module explains the overview of

This module presents the roles and exercises, identifies the different
responsibilities of the continuity core methods of exercises and determine
team members as well as develop a the requirements needed to create an
public service continuity policy. exercise and testing schedule.
This module discusses concepts and
Course Program
Day 1: Around 4 hours and 30 minutes

(1.5 hours VTC and 3 hours self-paced)
Time Particulars Duration Methodology
0830 – 0930H Training Orientation 1 hour VTC
0930 – 1000H Course Overview 30 minutes VTC
N/A Pre-Test 1 hour Self-paced
N/A Introduction to Public Service 1 hour Self-paced

Continuity Planning
N/A Assignment 1: Policy Statement 1 hour Self-paced
Day 2: Around 8 hours

(5 hours VTC and 3 hours self-paced)
0800 - 0815H Recap 15 minutes VTC
0815 - 0915H Module 1: Public Service 1 hour VTC

Continuity Program Initiation
0915 - 0930H Open Forum 15 minutes VTC
0930 - 1030H Module 2: Risk Assessment 1 hour VTC

for Continuity of Operations
1030 - 1200H Module 3: Determining and 1 hour 30 VTC

Prioritizing Essential Functions (1st minutes
part)
1200 - 1230H Open Forum 30 minutes VTC
1230 – 1330H Lunch break 1 hour N/A
1330 – 1400H Breakout Session 30 minutes VTC
N/A Assignment 2: Risk Assessment 1 hour Self-paced
N/A Assignment 3: Establishing 2 hours Self-paced

Mission Essential Functions

(3 hours VTC and 2 hours self-paced)
0830 - 0900H Recap 30 minutes VTC
0900 - 1000H Module 3: Determining and 1 hour VTC

Prioritizing Essential Functions
(continuation)
1000 - 1030H Open Forum / Plenary 30 minutes VTC
1030 – 1130H Breakout Session 1 hour VTC
N/A Assignment 4: Impact Analysis 2 hours Self-paced

(5 hours VTC and 1 hour self-paced)
0800 – 0830H Recap 30 minutes VTC
0830 – 1000H Module 4: Developing 1 hour VTC

Continuity Strategies 30
minutes
1000 – 1015H Open Forum 15 minutes VTC
1015 – 1215H Module 5: Developing the 2 hours VTC

Public Service Continuity
Plan
1215 – 1230H Open Forum / Plenary 15 minutes VTC
1230 – 1330H Lunch break 1 hour N/A
N/A Assignment 5: Continuity Strategies 1 hour Self-paced
Day 5: Around 5 hours and 30 minutes

(4 hours VTC and 1.5 hours self-paced)
0800 – 0830H Recap 30 minutes VTC
0830 – 1030H Module 6: Exercising, Testing, 2 hours VTC

and Maintaining the Public
Service
Continuity Program
1030 – 1100H Open Forum 30 minutes VTC
1100 – 1130H Closing Remarks 30 minutes VTC
N/A Assignment 6: Exercise Plan and 1 hour Self-paced

Action Plan 30
minutes

(2 hours self-paced)
N/A Post-Test 1 hour Self-paced
N/A Training Evaluation 1 hour Self-paced

Self-paced Learning Sessions
Introduction to Public Service Continuity Planning
Module Objectives
Upon completion of the module, you will be able to:
1. Determine the basic concepts and principles associated with continuity;
2. Describe the evolution of continuity planning; and
3. Determine the importance of public service continuity planning.
Basic Concepts and Principles

What is Continuity?
According to the United States Federal Emergency Management Authority,

continuity is defined as the uninterrupted ability to provide services and
support while maintaining organizational viability, before, during, and after an event.
Organizational Viability pertains to the strengths, capabilities and strategies to cope

with the major challenges relative to the agency’s mission and vision.
Continuous improvement is where the process is enhanced and developed in a

sustained manner. This is also like the Kaizen Principle where incremental
improvements are done; simple steps that leads to improvement.
Continual improvement on the other hand by passes traditional stages with

innovations.

What is Public Service Continuity?
International Organization for Standardization (ISO) 22300 defines Public Service
Continuity (PSC) as the capability of a [public sector] organization to continue
the delivery of services at acceptable predefined levels following a disruptive
incident.
Acceptable predefined levels imply that it is not enough to be able to continue

delivery of services but it is also necessary to ensure relevance and efficiency.
There is a time element in ensuring immediate recovery of operations and PSC
will help you continue to operate or function and provide important services within
the right time.
What is Public Service Continuity Management?
ISO 22300 further defines Public Service Continuity Management (PSCM) is the
holistic management process that identifies potential threats to a public sector
organization and the impacts to operations that those threats might cause, and
which provides a framework for building organizational resilience.
It is holistic because it covers all aspects of the organization from functions,

operations and processes to ensure internal and external systems are maintained
regardless of what disruption may occur.
What is Public Service Continuity Plan?
Public Service Continuity Plan (PSCP) is document containing strategies and

mechanisms of a government agency / public sector organization to ensure
continuous delivery of public services amidst any disruption.

Plan, Do, Check, Act (PDCA)
Establish (Plan) Establish continuity policy, objectives, targets, controls,
processes and procedures relevant to improving continuity in
order to deliver results that align with the organization’s overall
policies and objectives.
Implement and Operate (Do) Monitor and review performance against

continuity policy and objectives, report
Monitor and Review (Check) the results to management for review,
and determine and authorize actions for
remediation and improvement.
Maintain and Improve (Act) Maintain and improve the public service
Implement and operate the continuity continuity management system by
policy, controls, processes and taking corrective action, based on the
procedures. results of management review and
reappraising the scope of the PSC
management system and continuity policy and objectives.

Continuity Plan Operational Phases
PHASE I: Readiness and revisions of plans, training and drills,
Preparedness testing and exercise, and risk
This includes development, review and management.
EVENT/THREAT An event takes place or a threat exists, which causes

disruption to the organization.
require basic response activity.
PHASE II: Activation Activation of the plan is based on the
met criteria.
Vital functions are resumed at around 0
to 12 hours.
This phase includes activities to continue

essential functions, including
PHASE III: Continuity Operations communicating with supporting and
This phase includes activation of supported organizations, clientele and
organizational continuity plans and all other stakeholders. This may include the
associated procedures to support the full execution of essential operations at
continued performance of essential alternate operating facilities such as
functions. This is not yet the Continuity relocating sites.
of Operations (COOP) and does not

emergency or incident is over and
organizations initiate operations for
PHASE IV: Reconstitution resuming normal operations.
Vital functions are resumed at around 12 The operations at the alternate facility
hours to 30 days. are terminated and all functions are
resumed.
This phase is implemented when the
Evolution of Continuity Planning
Emergency Management managerial function that address

incident or disaster consequences by
coordinating response efforts of
different stakeholders. This is done
in Emergency Operation Centers
(EOC).
The first ever known organization to Continuity planning generally
address disruption in the operations adopts an all hazards approach
is the Emergency Management. taken from our Emergency
Emergency Management is the Management guides and principles.
Among the valuable contributions of Incident Command System or the
continuity planning in Emergency ICS to instill authority as an integral
Management is the adoption of part of governance.
Data Recovery In the world of Information Technology (IT), the

concept of continuity has been realized for data
recovery. Data recovery focuses on prevention of data

process, and people. In the event
that the people handling the data are
compromised, the data and process
are still safe and functioning.
Nowadays, data are stored in "Cloud"
or digital spaces hosted and owned
by organizations.
Societal rules and regulations

paved the way for the adoption of
Rules and Regulations continuity planning. Certain
industries heavily regulate the use of
a continuity plan. Examples are
financial institutions, considering that
they manage critical, confidential,
and sensitive information about
finances.
Later on, the Business Process
Outsourcing or the BPO industry
Disaster adopted the same.
Experiences Specific disasters experiences taught

the importance of continuity
planning.
Great Hanshin Earthquake, 1995

The Great Hanshin earthquake or
loss and establishment of process of Kobe earthquake was Japan's worst
retrieval and back-up concepts. earthquake in the 20th century,
Back then, the system of recovering which claimed more than 105,000
essential data was highly tedious lives. It triggered realization of
because of the large system continuity planning in supply chains
structures. The IT system eventually specially in the interconnectedness of
developed a continuity plan for data, global supply chain.
Fortunately, the prediction did not
Millenium Bug (Y2K), 2000 occur and the date continued
The Millennium Bug or Y2k was a onwards.
severe matter of concern because
all computers, and data inside the September 11 Attacks, 2001
computers, were predicted to revert The September 11 or 9-11 attacks
to day one once the year 2000 involved series of orchestrated
commences. If unfixed, or not terrorist attacks against the United
remedied, all documented files States, hitting the World Trade
would have been deleted. Center. Because of the

devastation and huge requirement for recovery, the US
government had to operate on a continuity status.
Standards Globally, there are different standards that support the

continuity requirements. The most notable among
these are the standards set by the International
Organization for Standardization (ISO). It currently
serves as world's largest developer of voluntary
international standards for creation of products and
delivery of services while addressing errors and
wastages. The standards also provide safeguards to
consumers and the end-users of products and
services, ensuring conformity to the minimum
standards set internationally. Continuity planning is
anchored to these international standards.
In the case of the Philippines, works are currently in

development to refine the standards for continuity
planning.
Other relevant international standards

• National Fire Protection Association 1600
(Standard on Disaster/Emergency Management
and Business Continuity/Continuity of
Operations Programs)
• British Standards 25999
• ASIS SPC.1-2009 (American National Standard
for Organizational Resilience)
Public Service Continuity Milestones

Standardization of
the BCP Template
for Government
Agencies

Presentation
of the draft
SCP Template
for Gas
PSCP
Template for
all
Government
Agencies
Capability
Building for
NGAs and
LGUs
Writeshop on
the
Development
of the PSC
Guidebook

Writeshop to
Develop the
DRRM
Training
Policies
COVID-19
Related
Policy &
Response
PSCP References
Sendai Framework for DRR
At the international level, the conduct of

Public Service Continuity Planning is our
commitment to the Sendai Framework
for Disaster Risk Reduction (SFDRR)
2015-2030.
Specifically, in Paragraph 33, Priority 4
of the Framework, it states that “…It is
important to ensure the continuity of
operations and planning, including
social and economic recovery, and the
provision of basic services in the post
disaster phase…”

ASEAN Disaster Recovery Reference
Guide
In addition, the Association of South

East Asian Nations (ASEAN) Disaster
Recovery Reference Guide also
acknowledges the importance of
Business Continuity Management
(BCM) in the public sector, especially for
catastrophic events.
This was referred to as “continuity of
operations” (COO / COOP) or “continuity
of government” (COG). The guide
included the objectives of developing a
COO Plan and emphasizes its
importance as it states: “All agencies…
should have… COO strategy in place
because (amongst other reasons) the
interruption of these operations could
seriously undermine the… national
recovery effort.”
Republic Act 10121

Republic Act 10121 requires a whole-of
government approach in the Philippine
DRRM System. To do this, government
agencies and public offices should be
able to deliver uninterrupted and
sustainable initiatives, programs and
services relative to DRRM.
NDRRMC Memo No. 33 s 2018

NDRRMC Memorandum No. 33 s 2018
was issued to provide the standard
template for PSCP for use by
government agencies and other public
offices.

Cabinet Action/Decision
Based on the Office of the President
Cabinet Action/ Decision issued on 10
June 2019, government agencies are
directed to craft and submit the PSCPs
to the Office of Civil Defense (OCD).
Further, all PSCPs should be integrated.
NDRRMC Memo No. 57 s 2020

Given the health situation brought about
by Coronavirus Disease 2019 (COVID
19), NDRRMC Memorandum No. 57 s
2020 was issued for the updating of
PSCPs by incorporating arrangements
for health-related risks.
Sub-Task Group on Governance

Under the National Task Force for
COVID-19 is the Sub-Task Group on
Governance to ensure gradual
government restoration towards
normalcy. Among the targets of the Sub
Task Group is for all national
government agencies to develop their
respective PSCPs.
The “Black Swan”
The Black Swan Theory is essential in

understanding the need for continuity. It is
metaphor for an event that:
• comes as a surprise;
• has a major effect; and
• is often inappropriately rationalized after
the fact, with the benefit of
https://www.clipartkey.com/view/oxRRih_clip-art hindsight.
black-swan-swan-graphics-wing-black/
"The Black Swan: The Impact of the Highly Improbable"
The Black Swan is as an event or occurrence that deviates beyond what is

normally expected of a situation and that would be extremely difficult to predict.
Black swan events are typically random and unexpected (investopedia.com)
“Hanging Diaper”: The Black Swan Experience
In the Philippines, there was an instance in

which a “hanging diaper” incident stopped
the major operations of the MRT.
The existence of a black swan such as the

“hanging diaper” is an indication for need for
continuity of operations.
Importance of PSCP
Importance of PSCP
1. Ensure continued performance of essential functions All agencies

should practice continuity planning as it will ensure the continued
performance of essential functions through timely and orderly recovery.
Essential functions refer to the most critical and important roles or
functions of an agency relative to their mandate. Time and order
recovery are necessary to ensure relevance to the need of that function
and quality of service.
2. Resume delivery of vital services to public

All agencies should practice continuity planning to ensure that delivery of
vital services to the general public is resumed. As government agencies,
the general public is our everyday customers. It cannot be afforded to
have a gap in the delivery of such services.
3. Minimize damage and loss to critical processes

All agencies should practice continuity planning to minimize damage and
loss to critical processes by protecting essential facilities and resources.
Aside from essential functions, the facilities and resources that support
the performance of your essential functions are also secured from the
threats.
4. Reduce or mitigate disruptions to operations

All agencies should practice continuity planning to reduce or mitigate
disruptions to operations. Every government agency can still perform
your mandated roles even amidst disruptions.

5. Ensure succession if agency leadership is disrupted All agencies
should practice continuity planning to ensure succession if agency
leadership is disrupted. This pertains to the designation of an alternate
representative to carry on the duties or functions of the primary. The
order of succession will allow continuity of leadership roles by having
backup leadership positions.
6. Maintain a test, training, and exercise program

Like any other plans, PSCP is a living document of strategies that must
be constantly updated depending on the current processes and mandate
of the agency it serves purpose. To achieve this, all government
agencies should conduct the appropriate tests, training and exercise
programs to improve the continuity strategies.
Video Teleconferencing Modules

Module 1: Public Service Continuity Program
Initiation
Module Objectives
Upon completion of this module, the participants must be able to:
1. Identify the roles and responsibilities of the continuity core team members; and
2. Develop a public service continuity policy.
Continuity Core Team
Structure of the Continuity Core Team
People involved in PSC Planning
1. Elected Officials/Head of Agencies

2. Senior Leadership
3. Continuity Manager
4. Continuity Coordinator
5. Continuity Planning Team
6. Employees
Elected Officials/Head of Agencies
• Ensures continuity of essential services during an emergency; •

Ensures continuity programs are appropriately resourced;
• Ensures development of strategic continuity vision and overarching policy; •
Ensures appointment of key continuity personnel and the development of a
program budget; and
Rapid Damage Assessment and Needs Analysis Training Course 21

• Signs off on the final plans and policies developed.
Senior Leadership
• Approves plans and programs;
• Notifies appropriate offices upon execution of continuity plans; and •
Supports the work of the manager and coordinator for their organization,
budgetary needs, and other resources;
Continuity Manager
• Coordinates the overall activities of the Continuity Planning Team; and •
Provides an annual summary of planning activities to the Appointed Officials
and Organization Heads.
Continuity Coordinator
• Coordinates continuity planning activities;
• Creates and leads the continuity planning;
• Develops and maintains the continuity plan;
• Develops and administers a continuity program budget; and •
Serves as an advocate for the continuity plan and program.
Continuity Planning Team

• Provides overall continuity coordination;
• Provides guidance and support; and
• Establishes a Continuity Working Group (CWG).
Employees
• Understand their continuity roles and responsibilities;
• Understand and perform their functions in continuity situations; •
Know and commit to their duties; and
• Ensure that their family members are prepared for and taken care of in an
emergency situation.
Continuity Program Management
Consider the following in defining the scope of the PSC

program: • Can start in a division of the organization.
• Specific geographical location.
• Core functions of the organization.

Developing the Public Service Continuity Policy
Terms and Concepts
Continuity Policy is a set of standards and guidelines an organization/ agency

enforces to ensure resilience and proper risk management.
Developing the Public Service Continuity Policy
1. Follow the organization’s normal policy development process.

2. Align with the vision-mission statement.
3. Indicate reference to other documents, standards, policies or regulations.
4. Life safety as first priority.
5. NOTE that the PSC policy should:
• Allow for continual improvement.
• Focus on sustainability and resilience.
Public
Service Continuity Planning 23
National Security and Homeland Security Presidential Directive
“It is the policy of the United States to maintain a comprehensive and effective
continuity capability composed of Continuity of Operations and Continuity of
Government programs in order to ensure the preservation of our form of government
under the Constitution and the continuing performance of National Essential
Functions under all conditions.”
Public Service Continuity Plan Policy Statement
In line with the mandate as the implementing arm of the NDRRMC and pursuant to
RA 10121, the Office of Civil Defense commits to maintain and ensure continuous
and effective delivery of essential services of administering a comprehensive national
civil defense (CD) and Disaster Risk Reduction and Management (DRRM) program
for its citizenry amidst any disruption that may affect its normal operations.

This presents the commitment of Makati City LGU for continuity as reflected in the
City’s official website.

Module 2: Risk Assessment for
Continuity of Operations
Module Objectives
Upon completion of this Module, the participants must be able to:
3. Explain the basic terms and concepts involved in risk assessment;

4. Identify the process of conducting a risk assessment;
5. Determine the components of a risk register; and
6. Explain the different risk treatment options.
Basic Terms & Concepts
RISK is the effect of uncertainty on objectives (ISO 31000)
Note:
• An effect is a deviation from the expected – positive and/or negative •
Often expressed in terms of consequences of an event and its likelihood.
Risk Appetite refers to the amount of risk that an organization is prepared to accept,
tolerate or be exposed to at any point in time.
Residual Risk is the level of risk remaining after all cost-effective actions have been
taken to lessen the impact, probability and consequences of a specific / group of risk,
subject to an organization’s risk appetite.
The Risk Log or Risk Register is a summary of identified risks and their ranking,
and how they are to be treated. The Risk Register includes the following:
• Unique risk number for each risk identified.

• Name or title of team member responsible for the risk (risk owner). •
Controls currently in place.
• Information used to assess and prioritize risk

• Ranking
• Budget and schedule necessary to implement risk treatment
• Risk Treatment Strategies
• Residual risks (any risk not addressed that remains after treatment) • Secondary
risk (additional or new risk created by the treatment of the primary risk)
Risk Assessment Process
STEP 1: Hazard and Risk Identification
Public
Checklist Questions for Risk Identification (under normal or emergency
conditions)
✓ How will employees or the community be affected?”

✓ How can critical systems be damaged?”
✓ What single points of failure exist?”
✓ What are considered operational disruptions?”
✓ What hazards have legal or regulatory impact?”
✓ What hazards have a public relation impact?”
STEP 2: Risk Analysis
• The Risk analysis establishes the basis for risk evaluation by identifying the
nature and level or risk for an event.
• The risk analysis can be quantitative or qualitative.
• The Risk Analysis helps determine the magnitude of a risk or combination of

risks, expressed in terms of the combination of consequences and their
likelihood.
• Risk analysis provides the basis for risk evaluation and decisions for the risk
treatment.

Quantitative Risk Analysis
RATING DESCRIPTOR DEFINITION
5 Extreme • Significant injuries or fatalities to employees or third parties,

such as guests
or other service provides/contractors
• Significant prosecution and fines, litigation
including class actions, incarceration of
leadership
• International long-term negative media
coverage
4 Major • Limited in-patient care required for employees or third parties, such
as guests
or other service providers/contractors
• Report to regulator requiring major project
for corrective action
• Some senior managers leave, high
turnover of experienced staff, not
perceived as employer of choice
• National long-term negative media
coverage
3 Moderate • Out-patient medical treatment required for employees or third

parties, such as guests
or other service providers/contractors
• Report of breach to regulator with
immediate correction to be implemented
• Widespread staff morale problems and
high turnover
• National short-term negative media
coverage

2 Minor • No or minor injuries to employees or third parties, such as guests
or other service
providers/contractors
• Reportable incident to regulator, no follow
up
• General staff morale problems and
increase in turnover
• Local reputational damage
1 Incidental • No injuries to employees or third parties, such as guests or

other service
providers/contractors
• Not reportable to regulator
• Isolated staff dissatisfaction
• Local media attention quickly remedied

Qualitative Risk Analysis
Evaluate and Classify Risks

• Risk under and beyond the company’s control.
• Risks with prior warnings and no prior warnings.
Evaluate Impact of Risks and Vulnerabilities
• Availability of personnel
• Availability of ICT
• Status of infrastructure
• Supply chain

STEP 3: Risk Evaluation and Control
The purpose of risk evaluation is to assist in making decisions, based on the
outcomes of risk analysis, about which risks need treatment and the priority for
treatment implementation.
Identify and Evaluate Effectiveness of Controls and Safeguards in Place
• Inherent protection afforded to key assets.

• Continuity capabilities for groups within and external to the organization on
which it is dependent to conduct its operations.
• Actions taken to reduce the probability of occurrence of incidents that could
cause potential interruption.
• Reactive and preventive controls.
• Security-related communications.
Recommended Changes to Controls for Reducing Impact
• Physical protection
• Logical protection
• Location of assets
• Changes to personnel procedures
• Increased preventive maintenance
• Redundancy of utilities
• Interface with external agencies
Risk Treatment
The selection and implementation of measures to modify risk.
Risk Treatment Options
• Risk Avoidance or Risk Elimination eliminating the source of pure risk; the
most effective form of risk treatment. Sample Intervention: Implementation
and observation of “no build zones”
• Risk Control reducing and managing the risk to within acceptable levels.
Sample Intervention: prevention, preparedness, mitigation, response and
continuity strategies
• Risk Transfer passing the risk to a third party; also called risk sharing. Sample
Intervention: Insurance
• Risk Acceptance or Risk Assumption the organization has determined that the
risk is not sufficient to warrant additional controls (residual risk) or it is
impossible to eliminate the risk.
• Risk Financing a form of self insurance in which the organization sets aside
and manages funds to cover a future potential loss.

Public Service
Continuity Planning 33
Module 3: Determining and Prioritizing Essential

Functions
Module Objectives
Upon completion of the module, the participants must be able to:
1. Determine essential functions within the organization;

2. Determine recovery time objectives of mission essential functions; and
3. Understand the process in conducting an impact analysis.
Establishing Essential Functions

Essential Functions
• Critical activities performed by organizations, especially after a disruption of
normal activities.
• The goal of continuity of operations is the continuation of essential functions.
Essential functions enable the organization to:
• Provide vital services;

• Exercise civil authority;
• Maintain the safety and well-being of the general populace; and •
Sustain the industrial and economic base in an emergency.

Categories of Essential Functions
National Essential Functions (NEF)
The functions that the president & the nation’s leadership will focus on to lead &
sustain the nation during a disaster event / catastrophic emergency.
Significant disaster events or catastrophic emergencies that may be considered:
• Acts of nature;
• Accidents;
• Technological emergencies; and
• Military or terrorist attack-related incidents.
Sample List of NEFs by the US
• Ensure the continued functioning of the government;

• Provide leadership visible to the nation;

• Defend the constitution;
• Maintain and foster effective relationship with other nation;
• Protect against threats from external factors;
• Provide rapid & effective response;
• Protect and stabilize the economy; and
• Provide for critical government services;
NOTE: Currently, the NEFs for the Philippines are still to be established.
Primary Mission Essential Functions (PMEFs)
• Collection of MEFs to support NEFs performances before, during, & after an

emergency.
• Functions continued or resumed within 12 hours after an event and maintained
for up to 30 days or until normal operations can be resumed.

What are the PMEFs of the Philippines?
Proposed List of PMEFs by NDRRMC
• Basic food and Non-Food Items;

• Logistics;
• WASH, Health, Nutrition & Psychological Services;
• Protection Camp Coordination & Management;
• Emergency Telecom;
• Education;
• Search, Rescue & Retrieval; and
• Management of the Dead & the Missing
NOTE: The PMEFs may only develop once the NEF are in place.
Mission Essential Functions (MEFs)
Agency-level government functions that must be continued or resumed rapidly
after a disruption of normal activities.
Why the Need to Prioritize?
• Limited resources/staff availability during the emergency may not be sufficient. •

Functions may not be performed during an emergency.
What are the typical requirements in establishing and designing an
EOC? Common EOC Physical Requirements
• Computer systems
• Communication tools and equipment
• Monitoring tools and equipment
• Work areas/ work stations
• Meeting rooms/ conference rooms
• Meal area
• Resting area
• Back-up power source

Steps in Identifying Mission Essential Functions
Determine Mission VS (Supporting) Activity
Service delivered to the public or another organization is a mission of the

organization.
Service being delivered to another part of the same organization, it’s a supporting
activity.
Function Categorization:
Mission: core functions of the agency according to mandate (e.g., front-line services).
Non-mission: support functions (considered as non-core functions; e.g., general

services, human resources, legal).
Essential: services needed by the public or functions the agency needs to perform
during disaster events.
Non-essential: not required during disaster events.

Impact Analysis
Process of analyzing all operational activities, losses, and the effect that an
operational impact might have upon them. (BCM Institute)
Outcomes of Impact Analysis
• Validation of the PSC program scope;

• Identification of requirements needed to perform prioritized function; •
Determination of impacts;
• Identification of relationships between services, process, activities and
resources; and
• Evaluation of dependencies and interrelationships.
• Determines the Recovery Time Objectives (RTO)

Recovery Time Objective
Period of time which applications/functions must be recovered after a disruption to

avoid unacceptable consequences.
Impact Analysis Tiers: RTO

• Tier 1 (T1): 0 – 12 hours
• Tier 2 (T2): 12 – 24 hours
• Tier 3 (T3): 24 – 48 hours
• Tier 4 (T4): 48 – 72 hours
• Tier 5 (T5): 72 hours and beyond
Checklist Questions for Determining RTO
✓ “What would be the impact to the organization if your unit could not function?”
✓ “How would the loss of your unit affect other functions within the
organization?”
✓ “What other units are dependent on the input or output from your unit?”
✓ “How would this impact change over time?”
Documenting the Impact Analysis
1. List of Mission Essential Functions (MEFs)

2. Recovery Time Objectives per MEF
3. MEF Outputs
4. Input requirements
5. Identify Resource Requirements
• Staff
• Communication & IT Requirements
• Facility Requirements
• Resource & Budget Requirements
• Partners & Interdependencies
Module 4: Developing Continuity Strategies
Module Objectives
Upon completion of this module, the participants will be able to:
1. Identify appropriate continuity strategies for mission essential functions; and 2.

Determine recovery requirements by establishing the Order of succession,
Delegation of authority, Continuity facilities, and communications requirements.
Determining Continuity Strategies
What are Continuity Strategies?
A strategic approach by an organization to ensure its recovery and continuity

in the face of a disaster or other major incidents or business interruptions (BCI
Glossary 2015).
Determining Continuity Strategies
1. Define recovery of critical activity and take account of non-critical activities.

2. Define appropriate incident response.
3. Determine recovery within defined period including resources.
4. Determine how relationships with stakeholders will be managed and external
parties involved in recovery.
Continuity Resources to Recover Critical Activities
Documented Continuity response critical asset requirements:

1. People
2. Building/Facility

3. Technology
4. Supplies/Supply chain needs
5. Customers/Stakeholders
PSC Strategy Options
Vital Records
• Organization’s failure to recover after a disaster is the loss of its records. •

Ensure backup copies of vital records
• Ensure backup copies are duplicated and stored offsite
• Work-in-progress or documents not yet copied and sent offsite should be
placed in locked fire-resistant cabinets.
• Consider commercial records storage companies
Accounting, Finance, Payroll

• Increase amount of petty cash held in reserve
• Maintain contact with banking and financial institutions, and regulatory
agencies.
• Streamline approval for funding requests and expense reimbursement. •
Develop manual work-around procedures.
Facility/Building
• Install backup generator

• Enter into a service level agreement
• Maintain listings of alternate sites or temporary workspace
People
• Transfer staff and work to a surviving site;

• Suspend operations that are not time sensitive;
• Build dedicated alternate site
• Have staff work from home
• Consider Employee Assistance benefits;
• Prequalify contractors;
• Ensure clear lines of succession are written into the plan.
• Develop strategies for employees displaced by a disaster.

Determining recovery requirement
Orders of succession
Are a formal, sequential listing of organization positions (instead of specific names of

individuals) that identify who is authorized to assume a particular leadership or
management role under specific circumstances. They enable an orderly and
predefined transition of leadership within the organization.
Determining Recovery Requirement
A delegation of authority provides successors with the legal authorization to act on
behalf of the Head of Agency or other officials for specified purposes and to carry out
specific duties.
• Continuity facilities refer to continuity and devolution sites where essential

functions are continued or resumed during a continuity event.
• Alternate sites
• Devolution sites

Telework
An arrangement between the agency/ bureau and personnel that allows its personnel
to work in an approved site outside the office.

Mobile Work
Allows personnel to do its functions outside a fix area or during commute. Call Tree
A structured cascade process that enables a list of persons, roles and/or

organizations to be contacted as a part of information exchange.
Public Service
Module 5: Developing the Public Service

Continuity Plan
Module Objectives
Upon completion of this module, the participants will be able to:
1. Define the continuity planning process; and

2. Identify the basic components of the public service continuity plan.
Developing the Public Service Continuity Plan
PDCA Continuity Planning Process
Public Service Continuity Plan

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

The PSC Plan Sections
PSCP Parts
Public
1. Introduction
• Refers to the brief explanation regarding the document and its use. • Includes
the context of the document with emphasis on the continuity of the service.
2. Purpose
Explains the need/ significance of the public service continuity
plan. 3. Policy Statement
• Describes the agency’s overall policy towards service continuity. •

Anchored in the mandate, vision, mission and core values of the agency. •
Reflects management’s commitment.
4. Scope
• Indicates where the public service continuity plan is applicable. •

Refers to a single site or specific location of the agency.
• Explains any pertinent functions or locations which are not included in the
plan.
5. Roles & Responsibilities
• Includes the team description, organization and responsibilities mainly the

CCT.
• Identification of primary and alternate representatives for the tasks
assignments is also included in this section.

6. Definition of Terms
Includes a glossary of all terms used in this publicd service continuity
plan.
7. Assumptions
• Defines the context upon which the plan is based or constrained. •

Consider availability of resources such as people, technology/equipment,
facilities and supply chain.
• Personnel Strength /No. of Personnel
• Capacity Building

• Related Plans in placed
• Critical Resources, Equipment & Facilities
• Damage / Inaccessibility of Facilities
• Assembly Area existing
• Evacuation and Alternate Site existing
8. Mission Essential Functions & Recovery Time Objective
Specifies critical functions (or mission essential functions of the agency) and their
recovery time objectives.
9. Activation Criteria, Procedures & Authority
• Outlines the criteria used to determine when the public service continuity
plan will be activated.
• Specific procedures to be undertaken by the agency to meet the public
service continuity objectives are also indicated.
10. Continuity Strategies
Explains and describes strategies to continue the prioritized activities of the

agency’s mission essential functions.
Elements:
Orders of Succession
Delegations of Authority
Continuity Facilities
Essential Records Management

11. Resource Requirements
• Includes lists of materials, finances, equipment, human resources,

augmentation or other form of resources (of the agency) required to
implement continuity strategies.
• Vital Records
• Voice and data communications
• Key contacts/suppliers
• Storage requirements
• Equipment requirements
• Disaster Intelligence (disaster-related data)

• Provision of relief assistance to personnel
12. Communication Procedures

• Outlines procedure for coordinating (internal and external) information flow. •
Describe how to relay information to the public and other relevant stakeholders.
13. Exercise,
Testing & Maintenance
• Provides a general description of the testing or exercising program for the public
service continuity plan.
• Specifies requirements for the tests and exercises are also listed.
Public Service
14.
References
Materials, documents, or statements for consultation:
• Related Laws
• Related Policies and Ordinances (if applicable)
• Related ISO standards (e.g., ISO 22301, ISO 9001)
• Indicate relevant National Plans
• Indicate relevant Local Plans
15. Appendices
• Forms
• Travel Directions and Maps
• Relevant Plans and Procedures
• (if necessary)
• Checklist (quick reference guide)
o Where to gather
o How to assess
o What to decide
o How to mobilize
o How to communicate
o How to recover
EXAMPLES:
• Hazard/s Plan
• Camp Defense Plan

• ICS Structure
• Evacuation Plan
• Other Relevant Attachments for the Public Service Continuity Plan
16. Approval and monitoring

Module 6: Exercising, Testing, and Maintaining the

Public Service Continuity Program
Module Objectives
Upon completion of this module, the participants will be able
1. Explain the overview of exercises;

2. Identify the different methods of exercise; and
3. Determine the requirements and steps needed to create an exercise and
testing schedule.
Overview of Exercise
What is Exercise?
EXERCISE
An instrument to train for, assess, practice, and improve performance and

capabilities in a controlled environment.
What is a Test?
TESTING
Verification of the operation of equipment, technical processes, and infrastructure to

ensure that it will operate as expected in a disaster or relocated environment.
Why Exercise?
• To promote preparedness
• For system improvement

• For individual training
• Evaluate existing policies, plans, and procedures
• Identify plan weaknesses & gaps
• Improve coordination, cooperation & communications
• To meet standards that apply
Exercise in the NDRRM Plan
Priority Area: Disaster Preparedness

Outcome: Communities are equipped with the necessary skills and capability
to cope with the impact of disasters
Key activity: Conduct of trainings and simulation exercises
Methods of Exercise
Types of Exercise
Discussion-based
• Seminars - Led by a presenter, used to teach or orient participants on new

concepts, plans, policies, or procedures.
• Workshops - Led by a presenter or facilitator used to build or achieve a plan,

procedure or document.
• Tabletops - Centered on a hypothetical scenario involving senior staff,

elected or appointed officials, or other key personnel.
Operations-based
• Drills - Used to test specific operations or functions within a department or

functional area.

• Functional Exercises - A single or multi-area activity based out of an
operations center. Designed to evaluate capabilities and multiple functions
using a simulated response.
• Full-Scale Exercises - High-stress multi-agency, multi-jurisdictional activity

involving actual deployment of resources in a coordinated response, as if a
real incident had occurred.
Demonstration
• Not a true “exercise”

• Too scripted, only used to inform
• Can serve as a valuable training methodology
Developing an Exercise andTesting Plan

Exercise and Testing Plan
EXERCISE METHOD PARTICIPANTS EXERCISE OBJECTIVES SCHEDULE
Indicate specific type of Identify target Specify exercise objective Indicate target
exercise method to population or goal for conducting the date to conduct
conduct (e.g. Workshop category of exercise. Note: the
to develop Continuity audience for each Objectives must be exercise.
Strategies) exercise method. S.M.A.R.T.
Seminar / Orientation All [Agency] Staff To orient all staff on the July 29, 20XX,
on the [Agency] [Agency] PSCP. during
PSCP Specifically to: Announceme
1) Communicate the roles nts Segment
of each personnel relative of Flag
to the established PSCP; Ceremony
and
2) Convey to the staff the
established chain of
command in time of
emergency.
Communication Drill: All [Agency] Staff To assess the effectiveness Every 1st week
Implementation of the of the established [Agency] of the 3rd
[Agency] Call Tree Call Tree Protocol in the month of
implementation of the every quarter
PSCP. Specifically to:
1) Determine alternative
Hierarchy of
Communications; and
2) Evaluate viability of
identified Flow of
Communication.
Functional Exercise Operation Center To assess the completness October XX, 20XX
on Alternate Site Personnel of the established [Agency]
Transfer in [area of Guidelines on Alternate
Alternate Site] Site Activation for
continuity of operation of
the OpCen.
Specifically to:
1) Verify the identified RTO
on Alternate (Hot) Site
Transfer in [area of
Alternate Site].; and 2)
Update the Resource
Requirements for
Alternate Site Transfer.

Important Tips
• Consider timing, logistics, and costs
• Focus on identifying and fixing problems before an actual emergency occurs. •
An exercise has value only when it leads to improvement
• Practice success, not failure!

Updates to the PSC Plan should be completed:
• At planned intervals
• As significant changes occur
• As a result of the findings from exercise and testing
• As required by regulatory requirements
• As required by internal or external stakeholders

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PUBLIC SERVICE

PSCP CONTINUITY PLANNING

Self-paced Learning Session .................................................................................. 8

Introduction to Public Service Continuity Planning............................................. 8

Video Teleconferencing Modules ......................................................................... 21

Module 1: Public Service Continuity Program Initiation.................................... 21

Module 2: Risk Assessment for Continuity of Operations ................................ 26

Module 3: Determining and Prioritizing Essential Functions ............................ 34

Module 4: Developing Continuity Strategies .................................................... 41

Module 5: Developing the Public Service Continuity Plan................................ 47

Module 6: Exercising, Testing, and Maintaining the Public Service Continuity

As RA 10121 requires a whole-of-government approach in DRRM, government

Recognizing further the need to develop a comprehensive and inclusive Public

The NDRRMC Memorandum was supported by Executive Order No. 52 dated 08

The NDRRMC Memorandum was supported by Executive Order No. 52 dated 08

Public Service Continuity Planning 1

1. Explain the concept of PSC Management;

Public Service Continuity Planning 2

Category: Technical Course

Guidelines for Participants

Requirement for course completion

Online discussion rules

Public Service Continuity Planning 3

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

For further inquiries, you may contact:

Public Service Continuity Planning 4

VTC Modules Module 3:

This module explains the overview of

This module discusses concepts and

Public Service Continuity Planning 5

Day 1: Around 4 hours and 30 minutes

0830 – 0930H Training Orientation 1 hour VTC

0930 – 1000H Course Overview 30 minutes VTC

N/A Pre-Test 1 hour Self-paced

N/A Introduction to Public Service 1 hour Self-paced

N/A Assignment 1: Policy Statement 1 hour Self-paced

Day 2: Around 8 hours

0800 - 0815H Recap 15 minutes VTC

0815 - 0915H Module 1: Public Service 1 hour VTC

0915 - 0930H Open Forum 15 minutes VTC

0930 - 1030H Module 2: Risk Assessment 1 hour VTC

1030 - 1200H Module 3: Determining and 1 hour 30 VTC

1200 - 1230H Open Forum 30 minutes VTC

1230 – 1330H Lunch break 1 hour N/A

1330 – 1400H Breakout Session 30 minutes VTC

N/A Assignment 2: Risk Assessment 1 hour Self-paced

N/A Assignment 3: Establishing 2 hours Self-paced

Day 3: Around 5 hours

0830 - 0900H Recap 30 minutes VTC

0900 - 1000H Module 3: Determining and 1 hour VTC

1000 - 1030H Open Forum / Plenary 30 minutes VTC

1030 – 1130H Breakout Session 1 hour VTC

N/A Assignment 4: Impact Analysis 2 hours Self-paced

Public Service Continuity Planning 6

0800 – 0830H Recap 30 minutes VTC

0830 – 1000H Module 4: Developing 1 hour VTC

1000 – 1015H Open Forum 15 minutes VTC

1015 – 1215H Module 5: Developing the 2 hours VTC