CONTINGENCY PLANNING GUIDEBOOK

1
 CONTINGENCY PLANNING GUIDEBOOK

CONTINGENCY PLANNING

GUIDEBOOK
2
CONTINGENCY PLANNING GUIDEBOOK

As of January 2019

3
 CONTINGENCY PLANNING GUIDEBOOK

TABLE OF CONTENTS

INTRODUCTION.............................................................................................................................1
DEFINITION OF TERMS.................................................................................................................3
WHAT IS CONTINGENCY PLANNING?.........................................................................................7
WHY CONDUCT CONTINGENCY PLANNING?............................................................................7
WHEN TO CONDUCT CONTINGENCY PLANNING?...................................................................9
WHERE TO APPLY CONTINGENCY PLANNING?.......................................................................9
WHO SHALL CONDUCT CONTINGENCY PLANNING?.............................................................10
WHAT ARE THE COMMON MYTHS AND FACTS ABOUT CONTINGENCY PLANNING?.......12
WHAT ARE THE FEATURES OF CONTINGENCY PLANNING?................................................12
WHAT ARE THE CRITERIA FOR A GOOD CONTINGENCY PLAN?.........................................12
WHAT ARE THE FACTORS TO CONSIDER IN CONTINGENCY PLANNING?.........................13
HOW TO FORMULATE A CONTINGENCY PLAN?.....................................................................18
HOW TO FILL-UP THE CONTINGENCY PLANNING FORMS?..................................................39
ACRONYMS..................................................................................................................................78
LIST OF RELEVANT POLICIES...................................................................................................80
OTHER FREQUENTLY ASKED QUESTIONS.............................................................................83
REFERENCES..............................................................................................................................87

0
 CONTINGENCY PLANNING GUIDEBOOK

INTRODUCTION
The Philippines, situated along the Pacific Ring of Fire and the Typhoon Belt, is prone to natural
hazards such as typhoons, earthquakes, volcanic eruptions and tsunamis. Furthermore, human-
induced hazards such as crimes, terrorism and bombing also threaten the lives of the
communities.

Given our disaster risk profile, Republic Act (RA) 10121, otherwise known as the “Philippine
Disaster Risk Reduction and Management Act of 2010,” was enacted on 27 May 2010. Prior to
the enactment of RA 10121, government actions relative to disaster management had been
largely concentrated on the response phase where most of the resources are devoted to the
needs of the affected population in the aftermath of a disaster. Now, the new law paved the way
for the institutionalization of the proactive Disaster Risk Reduction and Management or “DRRM”
approach, which is the “systematic process of using administrative directives, organizations, and
operational skills and capacities to implement strategies, policies and improved coping
capacities in order to lessen the adverse impacts of hazards and the possibility of disaster.”

As provided for in RA 10121, one of the known DRRM mechanisms that we can use is
Contingency Planning (CP). It is used to establish preparedness measures and arrange
response priorities ahead of time prior to a certain disaster. CP works well together with other
DRRM tools to help ensure the achievement of safer, adaptive and disaster-resilient
communities towards sustainable development.

With the growing significance of contingency planning, it has become applicable not only in
DRRM but also in Crisis Management (CM), which “involves plans and institutional arrangement
to engage and guide the efforts of government, non-government, voluntary and private agencies
in comprehensive and coordinated ways to respond to the entire spectrum of crisis needs” . As
such, CP has been considered as one of the operationalizing tools of the National Crisis
Management Core Manual (NCMCM) of 2012, as provided for by the Executive Order (EO) No.
82 series of 2012.

In this context, an effort has been made to integrate the contingency planning process for
managing natural and human-induced hazards.

Development of Contingency Planning in the Philippines

CP was introduced in the Philippines in early 2002 with the support of United Nations High
Commissioner for Refugees (UNHCR). Initially, it was intended towards the management of the
displaced population resulting from the armed conflict situations in Mindanao. Through the years,
contingency planning gained attention not only in managing displaced population but also in
handling emergencies. Hence, the UNHCR assisted the National Disaster Coordinating Council
(NDCC) in developing the “Contingency Planning for Emergencies: A Manual for Local
Government Units.”

However, the circumstances regarding emergencies became even more complex with the
phenomenon of the “new normal”, characterized by the increasing frequency, magnitude and
scope of disasters, as well as the blurring of division between the disasters caused by natural
and human-induced hazards. Hence, the United Nations Economic and Social Commission for

1
 CONTINGENCY PLANNING GUIDEBOOK

the Asia and the Pacific (UN ESCAP) sent a technical expert in the Philippines to help the
government revisit the CP process. Through the assistance of the technical expert, the National
Disaster Risk Reduction and Management Council (NDRRMC) through the Office of Civil
Defense (OCD), the Department of the Interior and Local Government (DILG), and the
Department of Social Welfare and Development (DSWD), in collaboration with the National
Security Council (NSC), worked to enhance the contingency planning manual of the NDCC, with
the objective of integrating the response arrangements for natural and human-induced hazards
into one reference. This collaboration resulted to the development of the CP Guidebook to be
used by all DRRM and CM practitioners.

The Contingency Planning Guidebook

The CP Guidebook serves as a handy reference for planners in preparing the contingency plan
as a basis for actions before and during an emergency situation. It provides guidance on how
stakeholders can develop coping strategies to minimize the adverse consequences of a certain
hazard.

The contents of the CP Guidebook are consistent with the existing policies and guidelines of the
NDRRMC, NSC, and other relevant institutions. It has been formally adopted through the
NDRRMC-NSC Joint Memorandum Circular No. 1 s 2016. As such, the CP Guidebook
contributes to better understanding of the roles of responsibilities of individuals, offices or
agencies involved in DRRM and CM to improve their capacities to anticipate and respond.

2
 CONTINGENCY PLANNING GUIDEBOOK

DEFINITION OF TERMS
Affected Population: a group of people who (1) lives in a disaster-affected area and has
sustained direct disaster impacts (e.g. casualties and lost sources of livelihoods); (2) lives within
the disaster-affected area and sustained indirect disaster impacts (e.g. disruption of basic
services); or (3) lives outside the disaster-affected area and sustained secondary disaster
impacts (e.g. increase in market costs).

Capacity: a combination of all strengths and resources available within a community, society or
organization that can reduce the level of risk, or effects of a disaster. Capacity may include
infrastructure and physical means, institutions, societal coping abilities, as well as human
knowledge, skills and collective attributes such as social relationships, leadership and
management. Capacity may also be described as capability.

Casualty: a person who is injured, killed, or gone missing as a result of an accident, mishap, or
disaster.

Civil Society Organizations (CSOs): organized group of individuals, to include non-

government organizations, trade unions, faith-based organizations, indigenous people’s
movements and foundations, working together for a common goal.

Coordination: system for gathering information, making decision, and recording action that
must be clear and known to all.

Command and Control: exercise of authority and direction by the Incident Commander over
resources checked-in to accomplish the objectives.

Cluster: a group of agencies that gather to work together towards common objectives within a
particular sector or area of concern in emergency response.The NDRP enumerates the clusters
at the national level, the lead and member agencies, as well as their duties and responsibilities
during emergencies.

Cluster Approach:a coordination system of the NDRRMC that aims to ensure a more coherent
and effective response by mobilizing groups of agencies, organizations and non-government
organizations to respond in a strategic manner across all key sectors or areas of activity, each
sector having a clearly designated lead, in support of existing government coordination structure
and emergency response mechanisms.

Contingency Plan: a scenario-based plan for a specific and projected natural and/or human-
induced hazard. It aims to address the impacts of the hazard to people, properties, and
environment; and/or to prevent the occurrence of the emerging threats through the arrangement
of timely, effective, appropriate, and well-coordinated responses as well as the efficient
management of resources.

Contingency Planning: a management process that analyzes specific potential events or

emerging situations that might threaten society or the environment and establishes
arrangements in advance to enable timely, effective and appropriate responses to such events
and situations.

3
 CONTINGENCY PLANNING GUIDEBOOK

Crisis: also known as emergency; a threatening condition that requires urgent action or
response

CrisisManagement (CM): involves plans and institutional arrangement to engage and guide the
efforts of government, non-government, voluntary and private agencies in comprehensive and
coordinated ways to respond to the entire spectrum of crisis needs.

Crisis Management Committee (CMC): a governing body that undertakes CM activities and
takes decisive actions to resolve crisis or emergency. Its powers and functions are defined in the
NCMCM 2012.

Disaster: 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. Disasters are often
described as a result of the combination of: the exposure to a hazard; the conditions of
vulnerability that are present; and insufficient capacity or measures to reduce or cope with the
potential negative consequences, Disaster impacts may include loss of life, injury, disease and
other negative effects on human, physical, mental and social well-being, together with damage
to property, destruction of assets, loss of services, Social and economic disruption and
environmental degradation.

Disaster Impacts: immediate consequences of a disaster requiring extraordinary response

Disaster Risk: the potential disaster losses in lives, health status, livelihood, assets and
services, which could occur to a particular community or a Society over some specified future
time period.

Disaster Risk Reduction: the concept and practice of reducing disaster risks through
systematic efforts to analyze and manage the causal factors of disasters, including through
reduced exposures to hazards, lessened vulnerability of people and property, wise management
of land and the environment, and improved preparedness for adverse events.

Disaster Risk Reduction and Management (DRRM): the systematic process of using
administrative directives, organizations, and operational skills and capacities to implement
strategies, policies and improved coping capacities in order to lessen the adverse impacts of
hazards and the possibility of disaster. Prospective disaster risk reduction and management
refers to risk reduction and management activities that address and seek to avoid the
development of new or increased disaster risks, especially if risk reduction policies are not put in
place.

Disaster Risk Reduction and Management Council (DRRMC): organized and authorized
body of government agencies, to include the civil society organizations and private sector,
mandated to undertake DRRM activities from the national to local levels. The composition,
powers and functions of the DRRMC are defined in RA 10121.

Early Warning Signs: observable or science-based information that will indicate the unfolding of
an event or incident.

Emergency Indicators: quantifiable thresholds that signal whether a situation is under control
and whether there is a need for urgent remedial action.

4
 CONTINGENCY PLANNING GUIDEBOOK

Emergency Operations Center (EOC): a designated facility that is staffed and equipped with
resources to undertake multi-stakeholder coordination, manage information, and facilitate
resource mobilization in anticipation of and/or to support incident operations.

Exposure: the degree to which the elements at risk are likely to experience hazard events of
different magnitudes.

Goal: an observable and measurable end result having one or more objectives to be achieved
within a more or less fixed timeframe.

Hazard: a dangerous phenomenon, substance, human activity or condition that may cause loss
of life, injury or other health impacts, property damage, loss of livelihood and services, social and
economic disruption, or environmental damage

Human-Induced Hazard: a significant incident due to human interventions resulting in acts of

terrorism, destabilization, criminal activities, industrial accidents, disruption of normal day-to-day
activities, and other related emergencies that require prompt intervention to contain the incident,
mitigate the effects, and normalize the situation.

Incident Command System (ICS): a standard, on-scene, all-hazard incident management

concept that can be used by all DRRMCs member agencies and response groups. It allows its
users to adopt an integrated organizational structure to match the complexities and demands of
single or multiple incidents without being hindered by agency or jurisdictional boundaries.

Incident Management Team (IMT): a team composed of Command Staff and General Staff
who will take the lead in ICS implementation.

Mitigation: the lessening or limitation of the adverse impacts of hazards and related disasters.

Natural Hazard: natural process or phenomenon that may cause loss of life, injury or other
health impacts, property damage, loss of livelihoods and services, social and economic
disruption, or environmental damage.

Need: a motivating force that compels action for its satisfaction, range from basic survival needs
satisfied by necessities, to cultural, intellectual, and social needs.

New Normal: characterized by the increasing frequency, magnitude and scope of disasters, as
well as the blurring of division between the disasters caused by natural and human-induced
hazards.

Objective: implementation step to attain identified goals. It is specific, measurable, has a

defined completion date, and outlines the “who, what, when, where, and how” of reaching the
goals.

Pre-Disaster Risk Assessment (PDRA): a process to evaluate a hazard’s level of risk given the
degree of exposure and vulnerability in a specific area. PDRA presents the possible impacts to
the populace and form as a basis to determine the appropriate level of response actions from the
national level government agencies down to the local government units (LGUs). It is hazard-
specific, area-focused, and time-bound method of assessment.

5
 CONTINGENCY PLANNING GUIDEBOOK

Post-Disaster Needs Assessment (PDNA): a multi-sectoral and multidisciplinary structured

approach for assessing disaster impacts and prioritizing recovery and reconstruction needs. It is
undertaken by the government agencies also in collaboration with international development
partners and the private sector.

Probability: frequency of occurrence or the return period of losses associated with hazardous
events.

Rapid Damage Assessment and Needs Analysis (RDANA): a disaster response tool that is
used immediately in the early emergency phase to determine the extent of impacts and assess
the priority needs of the communities.

Resources: machineries, manpower, methodology, materials, and monetary assets that can be
drawn on by an organization in order to function effectively.

Risk: the combination of the probability of an event and its negative consequences.

Risk Assessment: a methodology to determine the nature and extent of risk by analyzing
potential hazards and evaluating existing conditions of vulnerability that together could
potentially harm exposed people, property, services, livelihood and the environment on which
they depend

Root Causes: the underlying natural or human-induced sources or origins of the hazard

Sector: distinct and large subdivision defined on the basis of some common factor

State of Calamity: a condition involving mass casualty and/or major damages to property,
disruption of means of livelihoods, roads and normal way of life of people in the affected areas
as a result of the occurrence of natural or human-induced hazard.

Threat: an indication of something undesirable coming; a person or thing as a likely cause of

harm; refers to people, phenomena, situations and trends in the environment that can adversely
affect the welfare and well-being of the people.

Triggering Factors: factors that could cause the unfolding of an event.

Vulnerability: the characteristics and circumstances of a community, system or asset that make
it susceptible to the damaging effects of a hazard. Vulnerability may arise from various physical,
social, economic, and environmental factors such as poor design and construction of buildings,
inadequate protection of assets, lack of public information and awareness, limited official
recognition of risks and preparedness measures, and disregard for wise environmental
management.

6
 CONTINGENCY PLANNING GUIDEBOOK

WHAT IS CONTINGENCY PLANNING?

CP is a scenario-based plan for a specific and projected natural and/or human-induced hazard. It
aims to address the impacts of the hazard to people, properties, and environment; and/or to
prevent the occurrence of the emerging threats through the arrangement of timely, effective,
appropriate, and well-coordinated responses as well as the efficient management of resources.

The UNHCR Handbook of Emergencies defines contingency planning as “A forward planning

process, in a state of uncertainty, in which scenarios and objectives are agreed, managerial and
technical actions defined, and potential response systems put in place in order to prevent or
better respond to, an emergency or critical situation.”

The United Nations International Strategy for Disaster Reduction defines CP as a management
process that analyses disaster risks and establishes arrangements in advance to enable timely,
effective and appropriate responses.

RA 10121 describes contingency planning as “a management process that analyzes specific

potential events or emerging situations that might threaten society or the environment and
establishes arrangements in advance to enable timely, effective and appropriate responses to
such events and situations.”

WHY CONDUCT CONTINGENCY PLANNING?

To understand why there is a need for CP, it is important to know the background. In June 2000,
the then Vice President and Department of Social Welfare and Development (DSWD) Secretary,
Gloria Macapagal- Arroyo, met with former UNHCR High Commissioner Sadako Ogata to
discuss the plight of internally- displaced persons (IDPs) in Mindanao. UNHCR sent a mission to
assess possible technical assistance to the Government of the Philippines for the management
of IDPs.

Among the recommendations of the UNHCR was the organization of an Emergency

Management Training Program. One of the significant activities under this program was the
publication of “Contingency Planning Manual for Emergencies,” which was the product of the CP
workshop held in Mindanao. CP was rolled out to other parts of the country; and today, it has
gained an important role, not only as a preparedness plan for human- induced hazards, but also
as a disaster reduction strategy.

At the international level, the conduct of CP is our commitment to the Sendai Framework for
Disaster Risk Reduction (SFDRR) 2015-2030. Specifically, in Para 33, Priority 4 of the
Framework, it states that “…national and local governments shall prepare or review and
periodically update disaster preparedness and contingency policies, plans and programs…”

The conduct of CPin the Philippines is also required by RA 10121. Specifically, in Rule 6,
Section 4 (3) of the Implementing Rules and Regulations (IRR) of the law, it states that “The
Provincial, City and Municipal DRRMOs or BDRRMCs, in coordination with concerned national
agencies and instrumentalities, shall facilitate and support risk assessments and contingency
planning activities at the local level.”

7
 CONTINGENCY PLANNING GUIDEBOOK

Recognizing the need to develop contingency plans for both natural and human-induced
hazards, it is stipulated item 6.1.1 of the NDRRMC-NSC JMC No. 1, 2016 that “All DRRMCs at
all levels, CMCs at the local level, and individual government departments, bureaus, agencies,
offices, units, and instrumentalities shall formulate contingency plans for natural and/or human-
induced hazards appropriate to their areas in accordance with the prescribed Contingency
Planning Guidebook.” Moreover, in item 6.1.2, “Other governance stakeholders, including civil
society organizations and the private sector, are enjoined to adopt the Contingency Planning
Guidebook for formulation of their respective contingency plans.”

Notably, under the NDRRM Plan 2011 – 2028, Thematic Area 2: Disaster Preparedness,
Outcome 10, it is also stipulated that there shall be “Developed and implemented
comprehensive national and local preparedness and response policies, plans, and systems.”

The conduct of CP is also embodied in various national issuances, policies, programs and
guidelines:

 Executive Order No. 82, s 2012: Operationalizing the Practical Guide for National Crisis
Managers and the National Crisis Management Core Manual; Establishing National and
Local Crisis Management Core Manual; Establishing national and Local Crisis Management
Organizations; and Providing Funds Therefor

 NDRRMC Memorandum No. 04, s 2012: Implementing Guidelines on the Use of Incident
Command System as an On-Scene Disaster Response and Management Mechanism under
the Philippine Disaster Risk Reduction and Management System

 NDRRMC Memorandum No. 23, s 2014: National Disaster Response Plan for Hydro-
meteorological hazards

 NDRRMC Memorandum No. 43, s 2016: Guidelines on the Interoperability of the Incident
Management Teams and Response Clusters

 NDRRMC Memorandum No. 44, s 2016: Guidelines on the Mobilization of Incident

Management Teams

 NDRRMC Memorandum No. 22, s 2017: NDRRMC National Disaster Response Plan for
Hydro-Meteorological, Earthquake, Tsunami, and Consequence Management for Terrorism
Related Incidents

 NDRRMC Memorandum No. 50, s 2017: Checklist of Actions and Milestones for
Earthquake Preparedness

 Department of Budget and Management (DBM)-NDRRMC-DILG JMC 2013-1: Allocation,

Utilization of the Local Disaster Risk reduction and Management Fund

 NDRRMC-DILG-DBM-Civil Service Commission (CSC) JMC 2014-1: Implementing

Guidelines for the Establishment of Local DRRM Officers (LDRRMOs) or Barangay DRRM
Committees (BDRRMCs) in LGUs

8
 CONTINGENCY PLANNING GUIDEBOOK

 DILG Memorandum Circular No.: 2014-39: Seal of Good Local Governance: Pagkilala Sa
Katapatan at Kaiiusayan ng Pamalaang Local

 DILG Operation Listo

Based on the existing national policies and issuances, the conduct of CP is eminent in a disaster
prone country like the Philippines. As such, CP yields a number of benefits:

 It helps to ensure the availability of resources and establishes a mechanism for rapid
decision-making based on authority, responsibility and accountability.

 Itcontributes to enhancing networking and coordination among individuals, agencies and

organizations.
 It helps to protect lives by arranging potential response structures, mechanisms and
resources prior to the occurrence of any emergency.

WHEN TO CONDUCT CONTINGENCY PLANNING?

The existence of natural and human-induced hazards, even the preparations for planned events,
prompts the need for CP. Some early warning signs usually precede an event that requires
emergency response. Often, it is simply a matter of good knowledge mixed with experience that
encourages one to recognize the need to do planning. However, even if one is not sure that such
event may indeed occur, it is still best to formulate a contingency plan.

In other words, the moment we have projected a disaster or an incident, we should start
formulating contingency plansnow. As a general rule: “It is better to plan when it is not needed,
than not to have planned when it was necessary”.
It is also important to consider CP as a continuing process. This means that a contingency plan
should be treated as a dynamic document, i.e., continually updated. It undergoes appropriate
testing, updating, and regular risk assessment. Once it reaches its target date of execution, a
contingency plan becomes a response plan.Otherwise, it will add value to the overall plans of the
LGU/ community/ agency/office/ organization (e.g. DRRM Plan and Development Plan of LGUs)
to improve their response capacities.

WHERE TO APPLY CONTINGENCY PLANNING?

Practically, CP is applicable to all forms of hazards. It is also applied as part of preparations for
planned events. Below are some examples of where CP can be applied:

 Natural hazards such as typhoons, volcanic eruptions, floods, El Niño and La Niña,
earthquakes, tsunamis, storm surge, landslides and lahar/mud flows

 Human-induced hazards such as conflagration, aircraft crash, vehicular accident, oil spills,
hazardous material/chemical incidents, industrial incidents, and garbage avalanche

 Human-induced crises such as crimes, bombing, terrorist acts and armed conflict situations

9
 CONTINGENCY PLANNING GUIDEBOOK

 Planned events and high density population gatherings such as fiestas, concerts,
anniversaries, conferences, etc.

 Sudden increase of displaced population

 Sudden shortages of funding, food or other commodities

 Outbreak of an epidemic or serious health problems

There should only be one contingency plan for every hazard or planned event. If various kinds of
hazards exist, contingency plans must be formulated for each. If there are secondary hazards
resulting from one specific hazard, these must be specified in one contingency plan as part of
the scenario generation.

WHO SHALL CONDUCT CONTINGENCY PLANNING?

Generally speaking, all DRRMCs, CMCs, and all individual government departments, bureaus,
agencies, offices, units and instrumentalities shall conduct contingency planning. Even all other
governance stakeholders such as the CSOs must also formulate their own contingency plans.
It is important to note that contingency planning is most effective when it is a participatory
process involving all the individuals, offices or agencies concerned who will work together in the
event of an emergency.

LEVELS RECOMMENDED PARTICIPANTS

National/  DRRM/ CM Focal Persons/Representatives from the national/
Regional regional DRRMC/CMC member agencies
 Relevant technical experts who will provide information on risk
assessments and assist formulation of the scenarios and other
plan contents. These experts usually come from the following
agencies:
o Philippine Atmospheric Geophysical and Astronomical
Services Administration (PAGASA) for hydro-
meteorological hazards such as tropical storms and
typhoons
o Philippine Institute of Volcanology and Seismology
(PHIVOLCS) for geological hazards such as earthquakes,
volcanic eruptions and tsunamis
o Mines and Geosciences Bureau (MGB) for rain-induced
landslides
o Climate Change Commission (CCC) for climate-related
hazards
o National Intelligence Coordinating Agency (NICA) and
Anti-Terrorism Council (ATC) for terrorist-related incidents
 Relevant CSOs and private sector groups involved in DRRM/CM
 Private sector managers or individuals who are willing to commit
resources, services or any other form of assistance during the
activation of the contingency plan.

10
 CONTINGENCY PLANNING GUIDEBOOK

Local (Provincial,  Local DRRM Officers

City, Municipal,  Sanggunian members
Barangay)  Local committees representatives
 Representatives from the local DRRMC/CMC member agencies
such as but not limited to planning Development Coordinator,
Budget Officer, Social Welfare and Development Officer, Health
Officer, Engineering Officer, Administrator, Local Government
Operations Officer, Legal officers, Public Information Officers,
Public Safety and Security Officer, etc.
 Relevant technical experts who will provide information on risk
assessments and assist formulation of the scenarios and other
plan contents. These experts usually come from the following
agencies:
o PAGASA for hydro-meteorological hazards such as
tropical storms and typhoons
o PHIVOLCS for geological hazards such as earthquakes,
volcanic eruptions and tsunamis
o MGB for rain-induced landslides
o CCC for climate-related hazards
o NICA and ATC for terrorist-related incidents
 National government agencies at the local level, CSOs and
group sector groups involved in DRRM/CM
 Private sector managers or individuals who are willing to commit
resources, services or any other form of assistance during the
activation of the contingency plan.
Individual  Division/Unit Heads
Agency/ Office/  Finance Officers
Organization  Planning Officers
 Logistics Officers
 Operation Officers
 Human Resource Officers
 Disaster Control Group members
 Relevant technical experts who will provide information on risk
assessments and assist formulation of the scenarios and other
plan contents. These experts usually come from the following
agencies:
o PAGASA for hydro-meteorological hazards such as
tropical storms and typhoons
o PHIVOLCS for geological hazards such as earthquakes,
volcanic eruptions and tsunamis
o MGB for rain-induced landslides
o CCC for climate-related hazards
o NICA and ATC for terrorist-related incidents
 Private sector managers or individuals who are willing to commit
resources, services or any other form of assistance during the
activation of the contingency plan.

11
 CONTINGENCY PLANNING GUIDEBOOK

WHAT ARE THE COMMON MYTHS AND FACTS

ABOUT CONTINGENCY PLANNING?

Misconceptions about CP exist. Hence, it is important to demystify such misconceptions by

understanding the common myths and facts about CP:
Myths Facts
CP is expensive CP requires only an appropriate funding
source.
CP is too technical. External expertise is There are trained local CP experts and
needed. facilitators.
Once the contingency plan has been Contingency plan needs to be reviewed and
formulated, only little effort is needed. updated regularly.
CP is not an integral part of our work. CP should form part of the regular planning
activities.
CP is sensitive, confidential and threatening. It CP should be prepared, developed, and
should at least be done in secret. disseminated to concerned agencies.
CP encourages displacement. CP helps to prevent displacement.
CP is product oriented. CP is not a product for sale.

WHAT ARE THE FEATURES OF CONTINGENCY

PLANNING?
CP covers a number of practical features that are useful for any planner:

 CP is gender sensitive.
 CP adheres to international and national standards and guidelines.
 CP optimizes information technology.
 CP promotes Public-Private Partnership.
 CP is a continuing process.
 CP integrates DRRM mechanisms.

WHAT ARE THE CRITERIA FOR A GOOD

CONTINGENCY PLAN?
To know whether or not your contingency plan is good, here are some criteria that must be
considered:

 Clarity: Goals and objectives must be clear and precise.

 Flexibility: CP must allow for the unexpected. Use round numbers and maintain reserves.
 Accuracy: Information must be factual and accurate.
 Consistency: Contents must be coherent.
 Testability: Mechanisms must allow for the conduct of tests and exercises.
 Evaluative: Contents must allow for evaluation and assessment for further enhancement.

12
 CONTINGENCY PLANNING GUIDEBOOK

WHAT ARE THE FACTORS TO CONSIDER IN

CONTINGENCY PLANNING?

Coordination

Coordination is a common element in DRRM and CM.Relatedly, the key to successful conduct of
CP, considering that it entails a multitude of actors, is proper coordination. There are, however,
barriers to coordination in CP. It is, therefore, important to recognize these barriers and develop
strategies to overcome them:
1. Threat to autonomy
2. Lack of trust
3. Fragmentation
4. Highly centralized and bureaucratic organization
5. Lack of CP skills, knowledge and experience and authority
6. Staff turnover
7. Ineffectual or inappropriate leadership

To understand how to undertake coordination in DRRM and CM, comparing these two (2)
concepts is fundamental:
DRRM CM
Definition DRRM is the systematic process of CM involves plans and institutional
using administrative directives, arrangements to engage and guide the
organizations, and operational skills efforts of government, non- government,
and capacities to implement strategies, voluntary and private agencies in
policies and improved coping comprehensive and coordinated ways to
capacities in order to lessen the respond to the entire spectrum of crisis
adverse impacts of hazards and the needs.
possibility of disaster.
Component Four Pillars: 5 P’s:
s
Disaster Prevention and Mitigation: Predict:Attempts to remove uncertainty;
Avoid hazards and mitigate their Strategic, Operational, and Tactical
potential impacts by reducing Awareness processes
vulnerabilities and exposure and
enhancing capacities of communities. Prevent: A deliberate action aimed at
avoiding future harm by addressing its
Disaster Preparedness: Establish and causes
strengthen capacities of communities
to anticipate, cope and recover from Prepare:Essential activities for effective
the negative impacts of emergency response; covers six (6) essential activities:
occurrences and disasters. plan, organize, train, equip, exercise and
evaluate to improve.
Disaster Response: Provide life
preservation and meet the basic Perform:The actual implementation of
subsistence needs of affected contingency plans when a crisis occurs
population based on acceptable despite the proactive measures undertaken
standards during or immediately after a

13
 CONTINGENCY PLANNING GUIDEBOOK

disaster.
Disaster Rehabilitation and Post-Action and Assessment: Begins
Recovery: Restore and improve when the crisis has been addressed and
facilities and living conditions and the situation is deemed clear; organization
capacities of affected communities, is returning to business as usual; activities
and reduce risks in accordance with that seek ways to evaluate and improve
the “building back better” principle.  prevention, preparation and the actual
execution.
Organizatio Disaster Risk Reduction and Crisis Management Committee (CMC): a
n Management Council (DRRMC): governing body that undertakes CM
organized and authorized body of activities and takes decisive actions to
government agencies, to include the resolve a crisis or emergency. Its powers
civil society organizations and private and functions are defined in the NCMCM of
sector, mandated to undertake DRRM 2012.
activities from the national to local
levels. Its powers and functions are
defined in RA 10121.
Compositio
n

The role of DRRMC in CM is to support the CMC and the rest of the security forces through the
management of the consequences of the human- induced crisis. Threats must be suppressed
and danger zones must be cleared first by the security forces before the DRRMC can enter the
area/scene.

14
CONTINGENCY PLANNING GUIDEBOOK

15
 CONTINGENCY PLANNING GUIDEBOOK

Escalation and De-Escalation Protocols

Another factor to be considered in CP are the protocols that must be observed for the escalation
or de-escalation of response in accordance with government rules and regulations.

LEVEL CONDITIONS IN- CHARGE

1 barangay affected Barangay DRRM Committee
Local security and law enforcement forces are in Barangay CMC
Barangay control of the situation.

Appropriate resources are available and capable

at the barangay level
2 or more barangays affected Municipal/ City DRRMC
Local security and law enforcement forces at the
barangay level are unable to resolve crisis within
their capabilities.
Municipal/ City
Municipal/city security and law enforcement Municipal/ City CMC
forces are in control of the situation.

Appropriate resources are available and capable

at municipal/city level
2 or more municipalities/cities affected Provincial DRRMC
Situation requires employment of security forces
and utilization of resources of the provincial level
organizations and beyond.

Incident affects two or more cities/ municipalities

Provincial within the same province.
Provincial CMC
Crisis involves foreign national/s, either as
perpetrators or victim/s.

Crisis affects peace process or major industries

(tourism, etc.)
Regional 2 or more provinces affected Regional DRRMC
Incident affects two or more provinces within the Regional CMC
same region.

Crisis involves foreign national/s, either as

perpetrators or victim/s.

Crisis affects peace process or major industries

16
 CONTINGENCY PLANNING GUIDEBOOK

(tourism, etc.)
2 or more regions affected National DRRMC
Situation requires major decisions of the principal
National members of the Execom/National CMC and
employment of security forces and utilization of National CMC
resources of the national and international
organizations.

Early Warning Signs

Early warning signs are valuable indicators that allow prediction of a developing disaster or
crisis. Here are the related early warning factors:

 Root Causes: underlying natural or human-induced causes of the hazard

 Triggering Factors: factors that could trigger the unfolding of an event

Below are some examples of root causes, triggering factors and early warning signs for a
particular hazard:

Hazards Root Causes Triggering Factors Early Warning Signs

Flash Denuded forests, erosion, Continuous heavy rainfall, Continuous rainfall,
flood non-compliance with the law watershed failure, dam seasonal cycles, rising
break water level, turbidity and
speed of water flow
Terrorism Ideological differences Drastic change in the Presence or arrest of
(social, political, religious, balance of political power; suspects; intercepted
etc.), perceived injustice and arrest or killing of political directives
inequality, economic gap leaders

Linkage of CP with Other DRRM Mechanisms

It is further important to highlight how CP relates with other DRRM mechanisms:

Risk Assessment: Disaster risk is based on the concept used to manage disaster consequences. It is
presence of a hazard intersecting with a vulnerable specifically used for tactical response when
condition and exposure. The risk can either be implementing the CP.
increased or mitigated depending on the capacity of Cluster Approach: Cluster approach is a mechanism
the community. The society must build on their that can help in terms of providing multi-stakeholder
capacities to reduce risks or lower the risks. Such support for resource coordination as indicated in the
capacities can be developed through CP. contingency plan.

Pre- Disaster Risk Assessment (PDRA): PDRA Rapid Damage Assessment and Needs Analysis
evaluates a given hazard’s characteristics and its (RDANA): RDANA aims to determine immediate
possible impacts to the populace. It is used as basis relief and response requirements. It can be utilized to
for contingency plan activation determine the need for contingency plan activation as
well as the actual response priorities.
Incident Command System (ICS): ICS is a
standard, on- scene, all-hazard incident management

17
 CONTINGENCY PLANNING GUIDEBOOK

Post- Disaster Needs Assessment (PDNA): PDNA Information from contingency plan can serve as
is a multi- sectoral and multi-disciplinary structured foundation for the PDNA
approach for assessing disaster impacts and
prioritizing recovery and reconstruction needs.

There are several other plans that exist aside from CP. Here is a matrix showing the difference
of CP versus other plans:

Aspects DRRM Plan Contingency Plan Implementation Plan

Before an emergency Activated as a result of PDRA
When Regular planning cycle
(or a planned event) or RDANA
Scope All hazards Specific hazard Actual emergency event
General terms of needs Rapidly unfolding actual
Focus Scenario- based
and resources demands
Duration and Long term, For a specific time
As required by the urgency
Style globally attuned frame, local specific
Planning
All DRRMC levels Managerial level Actual/on-site or field level
Level
Relationships Long- term Developing Utilizing

CP Life Cycle

To put all DRRM mechanisms in place with CP, here is the contingency plan life cycle:

18
 CONTINGENCY PLANNING GUIDEBOOK

HOW TO FORMULATE A CONTINGENCY PLAN?

Before formulating a contingency plan, it is important to have an understanding of the overall CP
process. Although a mechanism for response, CP is still a preparedness activity. It would only
work if and when sensitization activities are successfully done during peace time such
asenvironmental scanning, awareness raising, risk assessment and administrative preparations.
Moreover, the planning process should involve all relevant actors, decision makers, supporters
and technical experts. Management of resources, coordination and communication mechanisms,
and operational response procedures are some of the essential areas that should be taken into
account during planning to ensure timely, effective and efficient delivery of response services
should the project scenarios occur.

 “Sell the Idea” of CP: Before the start of CP, it is important to first “sell the idea” of CP to
officials and the relevant authorities.In this process, it must be made clear, especially for the
DRRMC chairpersons, that formulating contingency plans is part of the DRRM mandate as
provided for in RA 10121 and other issuances. However, it is also important to emphasize
the protection of human lives from worst-case disaster situations as among the top
convincing reasons why there is a need for CP. The buy-in and approval of the authorities to
undertake CP will provide support and justification to do the next steps required for the
formulation of contingency plans.

 Generate Situation Awareness: As described by the NCMCM, situation awareness is the

ability to extract and integrate information in a continuously changing environment and to
use such information to direct future actions. It entails understanding of the operational
environment that shall provide the basis for the conduct of contingency planning.

To generate situation awareness, the conduct of risk assessment is essential. This involves
gathering and analysis of sufficient information regarding the hazards, vulnerabilities and
exposures as well as the current capacities to respond. In this process, the involvement of
the relevant DRRM and CM technical experts is critical. Risk assessment further allows
detection of early warning signs: the indicators of an impending disaster or crises. Once
detected, it means hoisting a flag of alert, and seriously pulling all actors to focus their
attention and energy to readily prepare for a potential emergency.

Aside from risk assessment, generating situation awareness also involves the review of
relevant DRRM and CM documents and plans as well as the analysis of historical data on
previous disasters or crises.

 Formulate the Contingency Plan: The presence of early warning signs necessitate the
formulation of the appropriate contingency plan. The formulation process should be
undertaken by collectively. Moreover, it should not be treated as an exceptional work and a
one-time-big-time process but instead it should require series of regular activities. Once
finalized and completed, the plan must be reviewed, tested, approved by the relevant
authorities, and be disseminated to the concerned stakeholders.

 Maintain and Update the Contingency Plan: The contingency plan does not end within the
four corners of the planning room or kept in drawers and bookshelves. It does not also mean
that the plan is ready for immediate execution. There should be continuous risk assessment

19
 CONTINGENCY PLANNING GUIDEBOOK

to measure its applicability in a real worst case situation. The scenarios and response
arrangements indicated in the contingency plan must be updated as necessary.

 Execute the Contingency Plan: Upon detection of early warning signs for the occurrence
of a disaster or crisis, acontingency plan can swiftly be transformed into a response plan
since it already identifies all the response arrangements including standby resources. The
response actors shall perform their roles and responsibilities as specified in the contingency
plan.

Clear understanding of the overall contingency planning process is essential to formulate an

integrated and comprehensive contingency plan that contains the following:

Chapter I. Process

Chapter II. Goal(s) and Objectives

Chapter III. Coordination, Command and Control

Chapter IV. Activation, Deactivation and Non-Activation

Annexes

20
 CONTINGENCY PLANNING GUIDEBOOK

Chapter I. Background

A. Introduction

Write a narrative to describe the overall profile of the LGU/ community/ agency/ office/
organization. To expound on the narrative, using various sources of information such as but not
limited to, as appropriate:

 History of the LGU/ community/ agency/ office/ organization

 Ecological profile (physical, biological, socioeconomic, cultural, built environments and
geo-physical environment (climate, major rivers and mountains, topography, etc.)
 Maps (hazard, risk, base, administrative, political, etc.)
 Disaggregated data on population, composition and characteristics
 Community-based Management Information System
 Institutional capabilities,organizational structures, and local fiscal management references
 Reports on crime incidents
 Historical data on past disasters or crises (occurrences/trends, statistics on casualties,
damages and losses to sectors [infrastructure, agriculture, etc.], affected population
[displaced, with affected livelihoods,influenced/ infiltrated/ threatened by external factors])
 Available plans (DRRM Plan, Comprehensive Development Plan, Comprehensive Land
Used Plan (CLUP), Annual Investment Plan, other existing contingency plans, etc.)

B. Hazard Identification

One of the vital parts of a contingency plan is the identification of hazards that will serve as the
foundation for the development of the scenarios. The hazards will be identified through the use
of a simple tool that compares the different hazards threatening the LGU/ community/ agency/
office/ organization based on their “Probability” and “Impact.”

1. Accomplish CP Form 1: Hazard Identification to be included as part of Chapter I.

2. Using the accomplished CP Form 1: Hazard Identification, write a narrative to

describethe hazards that threaten the LGU/ community/ agency/ office/ organization (or
the hazards that may arise during conduct of the planned event). Include in the narrative
other important details such as the history of occurrence of past disasters as well as the

21
 CONTINGENCY PLANNING GUIDEBOOK

current capacities of the LGU/ community/ agency/ office/ organization to respond. You
may refer to the inputs under the “Remarks” column of CP Form 1.

To expound on the narrative, using various sources of information such as but not limited
to, as appropriate:

 Maps (hazard, risk, base, administrative, political, etc.)

 Reports on crime incidents
 Historical data on past disasters or crises (occurrences/trends, statistics on casualties,
damages and losses to sectors [infrastructure, agriculture, etc.], affected population
[displaced, with affected livelihoods,influenced/ infiltrated/ threatened by external
factors])
 Available plans (DRRM Plan, Comprehensive Development Plan, Comprehensive
Land Used Plan (CLUP), Annual Investment Plan, other existing contingency plans,
etc.)
 Situation/intelligence reports, alerts and advisories
 Evacuation plans (routes, centers/ areas, open spaces, pick-up/ convergence points,
etc.)
 Inventory of resources, with details on tasking and prepositioning
 Risk profile: hazards, vulnerabilities, capacities, and exposure

C. Hazard to Plan for: <Name of Hazard>

1. State the specific hazard to plan for. This is the hazard that ranked as number one in the
accomplished CP Form 1: Hazard Identification.

2. Accomplish CP Form 2: Anatomy of the Hazard for the selected hazard to be included
as part of Chapter I.

3. Using the accomplished CP Form 2: Anatomy of the Hazard, write a narrative to

describe the root causes, triggering factors, early warning signs and existing mitigating
measures for the identified hazard to plan for.

22
 CONTINGENCY PLANNING GUIDEBOOK

D. Scenario

1. Accomplish CP Form 3A: Scenario Generation for Natural Hazard or 3B: Scenario
Generation for Human-Induced Hazard, as appropriate, to be included as part of
Chapter I.

23
 CONTINGENCY PLANNING GUIDEBOOK

2. Using the accomplished CP Form 3A: Scenario Generation for Natural Hazard or 3B:
Scenario Generation for Human-Induced Hazard, write a narrative to describe the
different scenarios, both quantitatively and qualitatively, that are projected to happen
should the identified hazard occur.

Note: Although the several scenarios are specified in the form, it is important to settle for
the worst scenario for CP. The other scenarios in effect only serve as benchmark for
operations.

3. Accomplish CP Form 4A: Affected Population and/or Form 4B: Breakdown of

Affected Population, as appropriate, to be included as part of Chapter I.

24
 CONTINGENCY PLANNING GUIDEBOOK

4. Using the accomplished CP Form 4A: Affected Population and/or Form 4B:
Breakdown of Affected Population, write a narrative to describethe projected impacts of
the hazard to the population (quantitative and qualitative) according to the scenarios
specified, particularly the worst case scenario.

25
 CONTINGENCY PLANNING GUIDEBOOK

Chapter II. Goal(s) and Objectives

A. Goal(s)

State the overall goal(s) of the contingency plan, or the end state that a contingency plan aims to
achieve.

B. General Objective(s)

Enumerate the general objective(s) of the contingency plan to achieve the desired goal. The
objectives must be stated SMARTER.

 S – pecific: clearly and exactly presented or stated; precise or exact

 M – easurable: an adequate or due portion is quantifiable

 A – ttainable: capable of being achieved

 R – ealistic: resembles real life; very much like in the actual setting

 T – ime bound: a period of time is planned for a particular action

 E – xtending: can be continued in a specific direction, distance, space or time

 R – ewarding: recompenses effort; generates feeling of fulfillment

Note: In coming up with the goals and general objectives, the statements must be anchored to
the policies enumerated in the CP Guidebook as well as other relevant policies, rules and
regulations. Furthermore, the goals and general objectives must be humanitarian in nature, non-
controversial and beneficial to all end user.

26
 CONTINGENCY PLANNING GUIDEBOOK

Chapter III. Coordination, Command and Control

It is important for the LGU/ community/ agency/ office/ organization to have an organized
response system in order to accomplish the goal(s) and objectives to provide the necessary
services of the affected population. In dealing with a “worst case scenario”, it is expected that
various government agencies and CSOs will be operating to provide resources and services for
response and recovery. Therefore, in order for the LGU/ community/ agency/ office/ organization
to be able to properly manage the influx of resources and services, it is a must to have systems
in place that will dictate the best arrangements for efficient and effective coordination, command
and control.

A. Coordination

1. Accomplish CP Form 5A: Cluster Identification, then summarize the results using CP
Form 5B: Summary of ClusterIdentification.

2. Include CP Form 5B: Summary of Cluster Identification as part of Chapter III. (Place
CP Form 5A: Cluster Identification as part of the Annex). CP Form 5B shall describe all
the response clusters that will be needed in response to your worst scenario, the lead
office/agency for each cluster as well as the members.

Note: Here is the list of clusters adopted by the NDRRMC as stipulated in the NDRP:

o Food and Non-food Items

o HEALTH (WASH, Health, Nutrition and Psychological Services)
o Protection

27
 CONTINGENCY PLANNING GUIDEBOOK

o Camp Coordination and Management

o Logistics
o Emergency Telecommunications
o Education
o Search, Rescue and Retrieval
o Management of the Dead and the Missing
o Law and Order
o International Humanitarian Assistance

3. Formulate a separate and detailed “sub-plan” for every cluster identified in the CP Form
5B: Summary of ClusterIdentification. In every sub-plan, do the following:

a. Enumerate the lead and member offices/agencies for that specific cluster, as indicated
in CP Form 5B: Summary of ClusterIdentification.

b. Write a narrative to describe the specific scenario for the cluster. The scenario must be
consistent with the overall scenario in Chapter I.

c. Enumerate the specific objectives for the cluster. These should be in accordance with
the CP goal and general objectives in Chapter II.

d. Enumerate the roles and responsibilities of the cluster lead and members.

Note: The roles and responsibilities should be generic and should apply for the cluster
members. They should not be specific to the mandates of the agencies only.

e. Write a narrative to describe the general protocols of the cluster with timelines of
actionswhen applicable.

Note: Protocols should always highlight the coordination of the cluster lead with the
members via the Emergency Operations Center (EOC). All reports should be
consolidated by the cluster lead for submission to the EOC (see Chapter III B for the
more details about the EOC).

f. AccomplishCP Form 6: Needs and Activitiesto be included as part of Chapter III.

The form shall indicate the needs, the activities that will meet the needs, the offices/
agencies responsible and timeline to address the needs before and during the actual
situation.

28
 CONTINGENCY PLANNING GUIDEBOOK

g. Accomplish CP Form 7: Resource Inventoryto be included as part of Chapter III. The

form shall indicate the inventory of all existing resources of the lead and member
offices/agencies.

h. Accomplish CP Form 8: Needs Projection and Resource Gap Identificationto be

included as part of Chapter III. The form shall indicate the current resources vs.
projected needs as well as the resource gaps and their possible sources.

4. Once all clusters have formulated their respective “sub-plan”, consolidate all information
and make a summary usingCP Form 9: Budget and Resource Summary as part of
Chapter III. Afterwards, write a narrative to describethe implication of the summary of
overall budget and resources to illustrate the gravity/severity of the impact of contingency
plan.

29
 CONTINGENCY PLANNING GUIDEBOOK

B. Command and Control

Features of Emergency Operations Center (EOC)

1. Write a narrative to describe the EOC of the LGU/ community/ agency/ office/
organization. In the narrative, highlight important information such as, but not limited to
the following:

o Physical Location: Indicate the specific location of the EOC, including detailed
address and preferably with map location.

Note: Location of the EOC should not be exposed to the hazard.

o Contact Information: Indicate the contact details and other relevant information that
agencies can use to communicate with the EOC. Primary and alternate emergency
contact details must be indicated as well such as satellite phone numbers.
Communications plans and diagrams can also be included.

o Organization structure: Develop the organizational structure showing the persons in

charge of manning the EOC.Since this is the worst-case scenario, it is important to
consider the following when assigning members of the EOC team:
 Assign primary and several alternate names of personnel to be assigned for each
IMT position; or
 Instead of names of personnel, indicate the names of agencies/organizations that
will be in charge of the IMT positions to be more generic.

Here is an example of a typical structure of an EOC. The structure may vary

depending on the organization.

30
CONTINGENCY PLANNING GUIDEBOOK

31
 CONTINGENCY PLANNING GUIDEBOOK

For reference, here are the general roles and responsibilities of the EOC
management team:

POSITION ROLES AND RESPONSIBILITIES

EOC Manager Takes guidance from Responsible Official

Provides overall leadership in the EOC

Assigns responsibility to the EOC staff

Operations Coordinator Coordinates requirements in support of the emergency
response
Planning Coordinator Collects, analyzes and displays information

Develops, maintains and disseminates situation reports

Prepares EOC Action Plan

Tracks resources
Logistics Coordinator Maintains EOC facilities and equipment

Provides transportation, food, and medical services for

all duty personnel
Finance/ Admin Manages all financial and administrative concerns of
Coordinator the EOC

Facilitates payment of EOC expenses

2. Write another narrative to explainthe general concept of operations/standard operating

procedures on the activation and operationalization of the EOC.

Note: It must be made clear that the EOC will directly communicate with the Incident
Management Team (IMT) and coordinate with the clusters for the availability of resources.

Features of Incident Command System (ICS)

1. Draw an organizational structure depicting the Incident Management Team (IMT) who will
serve as the implementing arm of the clusters as stipulated in Part 1 of Chapter III. The
organizational structure must clearly depict the Incident Commander (IC), members of the
command staff and general staff, together with the corresponding offices/agencies
assigned for each.

Since this is the worst-case scenario, it is important to consider the following when
assigning members of the IMT:
 Assign primary and several alternate names of personnel to be assigned for each
IMT position; or
 Instead of names of personnel, indicate the names of agencies/organizations that
will be in charge of the IMT positions to be more generic.

32
 CONTINGENCY PLANNING GUIDEBOOK

Here is an example of a typical structure of an IMT:

For reference, here are the general roles and responsibilities of the IMT:

POSITION ROLES AND RESPONSIBILITIES

Incident Commander Overall manages the incident
Command Staff
 Public Information Officer Interacts with the media and public
 Safety Officer Assesses all operational safety
concerns
 Liaison Officer Point of contact for other agencies
General Staff
 Operations Section Chief Implements tactical activities
 Planning Section Chief Collects information and prepares
reports
 Logistics Section Chief Provides facilities and services support
 Finance and Administration Section Monitors and approves expenditures
Chief

Notes: In selecting the agencies/offices to form part of the IMT, consider the situation as
depicted in the scenario. The agency/office must not only have sufficient qualification and
training. It must have enough capability to perform the expected task as part of the
IMTgiven the worst situation.

Moreover, it is important to assume that a typical single command IMT will not be
sufficient. Select the most appropriate Incident Management Option.

For reference, here are the available Incident Management Options:

Single Command Unified Incident Complex AreaCommand

Command

33
 CONTINGENCY PLANNING GUIDEBOOK

No overlapping Multi- Multiple An area command

jurisdictional jurisdictional, incidents/events team oversees multiple
boundaries. A multi- agency managed by a IMTs.
single IC is incidents/events single IMT
designated Requires multiple
ICS

2. Write a narrative to explainthe functionality of the IMT.

34
 CONTINGENCY PLANNING GUIDEBOOK

Interoperability

1. Draw a flow chart to indicate the interoperability of the EOC, ICS and clusters.Here is an
example:

2. Write a narrative to explainhow the interoperability works as depicted in the flow chart.

Note: In coming up with the narrative, especially for DRRMCs/CMCs, highlight that the
Chairperson of the DRRMC or Crisis Manager of the CMC is situated at the EOC,
together with cluster leads, to make strategic decisions. They will use the facilities of the
EOC to communicate their guidance to the IMT. The IMT then undertakes tactical
operations based on the directives from the EOC. The IMT also reports back to the EOC
about situation updates on the ground. The clusters will continue to coordinate with the
IMT via the EOC to provide assistance especially in terms of resource mobilization.

35
 CONTINGENCY PLANNING GUIDEBOOK

Chapter IV. Activation, Deactivation and Non-Activation

A. Activation and Deactivation

1. Draw a flow chart to indicate how the contingency plan will be activated for
implementation and deactivated after the operation. In the flow chart:

o Indicate the triggers to activate the contingency plan that will guide the Chairperson of
the DRRMC, Crisis Manager of the CMC, or the head of the agency/office in their
decisions.Here are some examples of triggers that can be used particularly for
DRRMCs or CMCs:

 Pre-Disaster Risk Assessment (PDRA): In the presence of early warning signs

related to an impending hazard, PDRA shall be conducted. PDRA presents the
possible impacts of the hazard to the populace to determine the appropriate level
of response actions. The assessment provides basis for the activation of the
contingency plan.

 Rapid Damage Assessment and Needs Analysis (RDANA): A contingency plan

may be activated as recommended by RDANA teams working on the ground. This
is applicable especially in the absence of early warning signs as well as
communication from the ground. The actual findings of the RDANA teams can be
used as justification for activating the contingency plan.

 Intelligence Reports: Based on the intelligence reports gathered, a contingency

plan may activated to help suppress the threat of a predicted human-induced crisis
and prepare to assist the communities that might possibly be affected

Note: In situations with exact predicted date of occurrence such as planned events, a
contingency plan must automatically be activated days or even weeks before the
actual start of the event. However, natural and human-induced hazards will generally
have to rely on certain triggers. All of these have to be explained clearly in the plan.

o Also, specify the triggers to deactivate the contingency plan. Depending on the type
of hazard or event, determine the conditions when the response operations should be
terminated as provided for in the contingency plan.

Note: As a general rule, the recommendation to terminate the operation should

emanate from the IC operating on the ground. This also signifies the deactivation of
the implementation of the contingency plan. The recommendation should be properly
reported to the EOC up to the Chairperson of the DRRMC, Crisis Manager of the
CMC or the head of the agency/office. In turn, the Chairperson of the DRRMC, Crisis
Manager of the CMC or the head of the agency/office should officially declare for the
deactivation of the contingency plan and the subsequent termination of the operations
For planned events, the operation will be terminated days after the conduct of the
event itself (usually 1-2 days or as agreed).

2. Write a narrative to further describe the important components of the flow chart. It is also
important to add timelines for activation when applicable.

36
 CONTINGENCY PLANNING GUIDEBOOK

Here is an example of a flow chart of contingency plan activation and de-activation for typhoon:

START

PAGASA
forecasts
Typhoon

DRRMC
conducts
PDRA

Typhoon makes
landfall. DRRMC
conducts RDANA
2
1 2
Activate contingency plan?

EOC on red Yes No EOC on blue

alert status alert status

RO convenes Responders
the clusters at conduct normal 3
the EOC operations using
ICS

RO mobilizes and
deploys IMT Clusters provide
continuous support
to responders
Clusters and IMT
operate based on
contingency plan Situation normalized?
No
3
Situation improved?
No
1
Yes

IC recommends
Yes demobilization

IMT recommends
deactivation of RO approves recommendation
contingency plan for demobilization

RO directs deactivation Responders and clusters demobilize.

of contingency plan Clusters for early recovery operate.

2 OpCen on white alert

status

END

37
 CONTINGENCY PLANNING GUIDEBOOK

Here is an example of flow chart of contingency plan activation and de-activation for a planned
event:
START

DRRMC activates
contingency plan

EOC on red alert

status

RO convenes the
clusters at EOC

RO mobilizes and
deploys IMT

Clusters and IMT

operate based on 1
contingency plan

Planned event ended? No

1

Yes

IMT recommends
deactivation of
contingency plan

RO directs deactivation
of contingency plan

IMT, responders and

clusters demobilize

OpCen on white alert

status

END

38
 CONTINGENCY PLANNING GUIDEBOOK

B. Non-Activation

A contingency plan may not be activated if the predicted hazard or event did not take place or
the situation is no longer threatening. At this point, write a narrative to explain whether the
contingency plan will either be:

1. Maintained as a “continuing plan” or a plan that can still be utilized for future use in the
event that the same hazard will occursuch as typhoons; or

2. Incorporated to the overall plan of the LGU/ community/ agency/ office/ organization(e.g.
DRRM and Development Plan).

39
 CONTINGENCY PLANNING GUIDEBOOK

Annex: Working Group

An important part of the plan is the identification of the Working Group that shall be overall
responsible for the completion of the contingency plan. This group shall initiate the conduct of
follow-through activities such as testing, evaluation, packaging, updating and improvement.

In the Annex portion of the plan, describe the Working Group by doing the following steps:

1. State the purpose of the working group. For example:

The Working Group shall be in charge of the refinement, finalization, testing, evaluation,
packaging, updating and improvement of the contingency plan under the supervision of
the Local DRRM Officer (or DRRM focal person of the agency/office).

2. Enumerate the overall duties and responsibilities of the working group. For example:

1. Facilitate the refinement and finalization of the contingency plan to include testing,
evaluation, packaging, updating and improvement;
2. Develop work plan for the completion and updating of the contingency plan;
3. Organize consultation meetings with the planners and relevant technical experts
regarding the development of the contingency plan; and
4. Facilitate the presentation and endorsement of the contingency plan to the authorities
for comments and approval.

3. Specify the names of the working group members, office/agency and contact details.
Afterwards, indicate the roles and responsibilities of each. For reference, a working group
is typically composed of the following members with their roles and responsibilities:

 Head: overall in charge of coordinating the entire CP process; monitors the progress
of the contingency plan; initiates the conduct of meetings to review, evaluate and
update the contingency plan, as necessary; disseminates updates on the contingency
plan to agencies/offices concerned; leads the conduct of simulation exercises to test
the coherence and integrity of the plan.

 Facilitator: facilitates meetings on contingency planning, workshops and simulation

exercises; drives the contingency planning participants to achieve the target outputs.

 Secretariat: documents and assimilate comments, inputs and recommendations

gathered during meetings, workshops and exercises into the contingency plan;
consolidate the outputs from the clusters and integrates them into the contingency
plan; provides other secretariat services.

 Cluster Representative(s): facilitates the completion of detailed implementation plans

for the respective cluster, including the accomplishment of the CP forms; ensures the
availability of data for the specific cluster; coordinates with other clusters to ensure that
the preparation of sub-plans is on track, that the different cluster plans are consistent
with each other, and that all clusters are familiarized with their tasks likely to be
performed in case of an emergency.

40
 CONTINGENCY PLANNING GUIDEBOOK

4. Enumerate the expected deliverables of the Working Group. This shall serve as the
accountability check to monitor the accomplishment of tasks. The deliverables are usually
composed of the following:

1. Work plan: this should cover the detailed activities and timelines for completing,
testing, evaluating, packaging, updating and improving the contingency plan.

2. Proceedings of the meetings, workshops and simulation exercises: this pertains

to the chronological documentation of the proceedings and discussions during
meetings, workshops and simulation exercises and other related activities.

3. Finalized and completed contingency plan: the contingency plan should include an
official issuance by the appropriate authority. Also, although finalized and already
approved, the plan should remain updated.

Notes:
 The composition of the working group is just a prescription. Other members may be
added depending on your locality/ agency/ organization/ office. The titles of the members
may also vary as well. Such changes may be allowed as agreed by the planning body.

 Once the working group has been organized, it is recommended for the authorities to
issue an official document (eg Executive Order, Office Order, Resolution, or Memorandum
Circular) formally constituting the group to ensure commitment among the members.

Other Annexes

Aside from the Working Group, there are many important annexes that shall form part of the
contingency plan. Here are some examples:

o Maps (hazard, risk, administrative, etc)

o Statistical data on disaster reports
o Agreed standards in humanitarian assistance and disaster response to be observed for
operations
o Directory of agencies and participants during the contingency plan formulation
o List of relevant policies and guidelines

Final Note

Once all the contents of the contingency plan, including the annexes, have been completed, the
organized working group shallendorse and submit the plan to the relevant authorities for
approval, i.e. Chairperson of DRRMC, Crisis Manager of CMC, or head of office/agency. During
the endorsement, the working group shall provide sufficient justification to the authorities that in
case such emergency takes place, the amount of resources specified in the plan will be required.
Also, it is strongly recommended to have a formal written document (i.e. resolution) that officially
approves the plan.

Once completed and approved, the contingency plan should be treated as a “living” document.
Subject the plan for continuous testing, evaluation, assessment, updating and improvement.

41
 CONTINGENCY PLANNING GUIDEBOOK

HOW TO FILL-UP THE CONTINGENCY PLANNING FORMS?

Important: In filling-up the forms, it is important to consider the consistency and connectivity of information from CP Form 1 to 9.

CP Form 1: Hazard Identification

HAZARD PROBABILITY IMPACT AVERAGE RANK

P+I
2
RATE REMARKS RATE REMARKS

42
 CONTINGENCY PLANNING GUIDEBOOK

Instructions:

1. List all the possible hazards that may affect the LGU/ community/ agency/ office/
organizationunder the column “Hazard”.

2. Rate the “Probability” column based on the agreed scale. Below is a sample probabality
scale. Planners may come up with their own depending on the type of hazard.

1 2 3 4 5
Most Unlikely Unlikely Likely Very Likely Almost Certain
The event may The event The event The event will The event is
occur only in could occur at might occur at probably occur in expected to occur
exceptional some time, but some time, and most or many in many or most
cases probably will probably will cases cases
not

Indicate the important details on hazard occurrence in the “Remarks” column.

3. Rate the “Impact” column based on the agreed scale. Below is a sample impact scale.
Planners may come up with their own depending on the type of hazard.

1 2 3 4 5
Negligible Minor Moderate Severe Devastating
No casualty  Injured: 1-5  Injured: 1-20  Injured: 1-50  Injured: 50 &
(dead, injured,  Dead: 0  Dead: 1-2  Dead: 1-20 above
missing)  Missing: 0  Missing: 1-2  Missing: 1-20  Dead: 21 & above
 Missing: 21 &
above
No damage to Minor loss Significant loss Major loss to Catastrophic loss to
property and/or damage and/or damage property (Php 3- property (Php 10M
to property (up to property 10M) above)
to Php 500,000 (Php 500,001-
worth of 3M)
damage)
No delay in Up to one day Up to 1 week Between 1 month More than 1 month
normal delay in delay in delay in delay in operations
functioning operations operations operations

Indicate justification or response capacities of the agency/locality in “Remarks” column.

4. Under the column “Average”, calculate the average rating by adding the probability and
impact ratings then divide by 2.

5. Under the column “Rank”, rank the hazards with the highest average as 1, the second
highest average as 2, and so on. The highest average will be the priority for Contingency
Planning.

43
 CONTINGENCY PLANNING GUIDEBOOK

Note: The scales provided are just examplesused to show how to come up with probability and
impact ratings. In actual planning, it is important to refer to significant historical trends and data
of past disasters or crises in deciding for the probability and impact. Should there be no historical
trends and data available, planners can refer to scientific data such as hazard maps and Rapid
Earthquake Damage Assessment outputs for earthquakes. Overall, the plannersshall have the
liberty come up with an agreement, develop their own probability and impact scales,then decide
collectively the corresponding ratings per hazard.

Example:
CP Form 1: Hazard Identification

AVERAGE
PROBABILITY IMPACT RANK
P+I
HAZARD
2
RATE REMARKS RATE REMARKS

Typhoon 5 Typhoons 4 Typhoon 4.5 1

frequently pass Titanicresulted to
through the area. 20 deaths and 4
Based on Typhoon significant injuries;
Titanicexperience, 11,800 affected
there was heavy families; 30 totally
rainfall with damaged houses
windspeeds ranging and 250 partially
from 185 kph to 215 damaged homes; P
kph 300,800,711.00
damages to
infrastructure; P
150,795,550.00
damages to
agriculture

Earthquake 4 Area is proximal to 4 Based on the 4 2

three faults: Midgar 19XXearthquake:
Fault, Solid Fault, 50 collapsed
and Noctis Fault buildings, 1,300
deaths and 500
injuries causing the
area to be isolated
for the first 24 hours

Fire 3 Some areas have 2 Availability of fire 2.5 4

44
 CONTINGENCY PLANNING GUIDEBOOK

several houses engines with

made of light firefighters
materials. Past
experiences.

Storm 4 Some areas are 2 Presence of sea 3 3

Surge storm surge-prone. wave breakers in
Past experiences the storm-surge
such as Typhoon prone areas.
Yolanda

Landslide 3 Few areas are 1 Structures to 2 5

declared as counter landslide
landslide-prone. are already in
placed.

45
 CONTINGENCY PLANNING GUIDEBOOK

CP Form 2: Anatomy of the Hazard

Hazard to Plan for: ___________________

EXISTING
ROOT CAUSES EARLY WARNING SIGNS TRIGGERING FACTORS
MITIGATING MEASURES

46
 CONTINGENCY PLANNING GUIDEBOOK

Instructions:

1. Indicate the specfic hazard to plan for.

2. Describe the “Root Causes” of the hazard.

3. Describe the hazard’s “Early Warning Signs”. These are valuable indicators to initiate
action.

4. Describe the “Triggering Factors” that turn the hazard into actual disaster or crisis.

5. Describe the “Existing Mitigating Measures” of the LGU/ community/ agency/ office/
organization.

Example:

CP Form 2: Anatomy of the Hazard

Hazard to Plan for : Flood

ROOT CAUSES EARLY WARNING TRIGGERING EXISTING

SIGNS FACTORS MITIGATING
MEASURES
 Forest denudation  Sudden rise of water  Continuous  Flood control
 Poor drainage  Discoloration of rainfall structures like
system water dikes
 Illegal  Debris flow is  Regular de-
construction of visible. clogging of
houses and  Overflowing of waterways and
buildings along waterways canals in
riverbanks Municipality X
 Deforestation  Presence of
mangroves and
forest trees in
the Municipality
X

47
 CONTINGENCY PLANNING GUIDEBOOK

CP Form 3A: Scenario Generation for Natural Hazard

SITUATIONS BAD WORSE WORST

Description of the Event

CASUALTY
Death
Injury
Missing
AFFECTED POPULATION:
Local
Foreign
EFFECTS ON:
Housing
Properties
Tourism
Agriculture
Fisheries
Livelihood/Business
Roads
Bridges

48
 CONTINGENCY PLANNING GUIDEBOOK

Communication
Power
Water
Environment/Ecology
Response Capabilities
OTHERS:

49
 CONTINGENCY PLANNING GUIDEBOOK

CP Form 3B: Scenario Generation for Human - Induced Hazard

MOST LIKELY BEST

SITUATIONS WORST
(Normal Activities) (with counter-measures)
Description of the Event
(Example: Movement of the
enemy/perpetrators based on
intelligence report)
DESCRIPTION OF THE IMPACT/CONSEQUENCE
CASUALTY
Death
Injury
Missing
AFFECTED POPULATION:
Local
Foreign
EFFECTS ON:
Housing
Properties
Tourism
Agriculture

50
 CONTINGENCY PLANNING GUIDEBOOK

Fisheries
Livelihood/Business
Roads
Bridges
Communication
Power
Water
Environment/Ecology
Response Capabilities
EFFECTS ON GOVERNMENT:
Local
National
OTHERS:

51
 CONTINGENCY PLANNING GUIDEBOOK

Instrutions:

1. If the hazard to plan for is natural, use CP Form 3A and CP Form 3B ifhuman-induced.

2. Under “Situations”, specify the parameters or conditions for describing the scenarios that
will take place in the event the hazard occurs.

3. For each parameter, elaborate how the situation will unfold as “Bad”, “Worse” or “Worst”
for CP Form 3A and “Most Likely”, “Best”, or “Worst” for CP Form 3B.

Note:

It is not necessary to fill-up all the parameters. Only accomplish what is relevant to the hazard.
Furthermore, theycan also be customized depending on the situation, as long as it is agreed
upon by the body.

Scenarios for CP Form 3A

 Bad: a concept in which the planner considers a severe possible outcome that can
reasonably be projected to occur in a given scenario.

 Worse: a concept in which the planner considers the more severe possible outcome than
the defined bad scenario that can reasonably be projected to occur in a given scenario.

 Worst: a concept in which the planner considers the most severe possible outcome that
can reasonably be projected to occur in a given situation.

Scenarios for CP Form 3B

 Most Likely: bad scenarios most likely to occur based on intelligence report.

 Best Scenario: desirable consequences based on intelligence report after conducting

mitigating measures. However, the hazard maystill occur because the result of mitigating
measure is still uncertain.

 Worst: the human-induced hazard is expected to occur in its worst state.

52
 CONTINGENCY PLANNING GUIDEBOOK

Example:
CP Form 3A: Scenario Generation for TYPHOON

SITUATIONS BAD WORSE WORST

Typhoon made land fall in or

within the vicinity of Municipality
Tropical Depression made X; maximum sustained wind of
Tropical Storm made landfall or
landfall or within the vicinity of greater than 117 kph is
Description of the Event within the vicinity of Municipality
Municipality X; maximum experienced
X; maximum sustained wind of
sustained winds of less than 63 Possible occurrence of storm
64 to 117 kph is observed
kph is observed surge. Could trigger the
occurrence of flooding and
landslides in identified areas
CASUALTY
Death 5 persons 25 persons 50 persons
Injury 10 persons 40 persons 100 persons
Missing 7 persons 10 persons 30 persons
AFFECTED POPULATION:
Local 5,000 families 50,000 families 100,000 families
Foreign 100 families 2,000 families 5,000 families
EFFECTS ON:
Totally damaged: 1,000 Totally damaged: 10,000 Totally damaged: 80,000
Housing
Partially damaged: 500 Partially damaged: 5,000 Partially damaged: 20,000
Properties Negligible Severely affected Devastated

53
 CONTINGENCY PLANNING GUIDEBOOK

Tourism Still operational 1 day to 1 week non-operational Not operational.. for rehabilitation
Agriculture Negligible Severely affected Devastated
Fisheries Negligible Severely affected Devastated
More than a month delay in
Livelihood/Business Still operational Up to 1 month delay in operation
operation
Some roads are no longer Totally damaged roads. All are
Roads Still passable
passable not passable.
Totally damaged bridges. All are
Bridges Still passable Some are no longer passable.
not passable.
Communication No communication cut Some areas have communication No more communication
Power cut is reported in some
Power No power interruption Total power shutdown
areas
Water Water supply is enough Not enough water supply No more water
Environment/Ecology No affectation Severely affected Devastated

Even response groups are victims

Response Capabilities 60% personnel were deployed of disaster; no capacity to
Functional
and ready to respond respond.

OTHERS:

CP Form 3B: Scenario Generation for BOMBING

54
 CONTINGENCY PLANNING GUIDEBOOK

BEST
MOST LIKELY
SITUATIONS (with counter- WORST
(Normal Activities)
measures)
Ex. bombing activities by threat No bombing due Deploying and timely detonating IEDs along
groups to take advantage of the to Target the route from Kalibo to Caticlan in the event
APEC activities; to disrupt the Hardening. of inclement weather; can’t reroute; bombing
event and discredit the in the identified APEC meeting/ converging
government, gain international areas and the hotels occupied by the
attention by creating chaos, and delegates and their parties; conduct explosive
inducing mass casualty and grave attacks on specific targets such as the D mall,
Movement of the damage to properties bars, restaurants, and other business
enemy/perpetrators establishments which may be visited by the
(intelligence report) spouses of the delegates for shopping and
recreation activities; attack critical
infrastructures - airports, or transport vehicles
and sea vessels, water reservoirs,
telecommunication towers and electric lines, to
ensure that law enforcement and security
forces are distracted; bombers will hold
hostages
DESCRIPTION OF THE IMPACT/CONSEQUENCE
CASUALTY
Death 1 person No casualty
Mass casualty – 3rd degree burns, broken
Injury 1 person bones, trauma
Missing

55
 CONTINGENCY PLANNING GUIDEBOOK

AFFECTED POPULATION:
Local Local and foreign APEC participants,
Est.:750 No one affected
Foreign spouses; tourists est.: 1,500

EFFECTS ON:
Housing
Properties Sweeping: IEDs
 At Boracay: Burning houses, buildings
were detected.
Tourism  At Kalibo-Caticlan road – vehicles,
Target hardening:
With explosion buildings
Agriculture Deterrence Police
Visibility; Intel  Stores/businesses disrupted – close shop
Fisheries from community for a pd of time

Livelihood/Business
Roads
Bridges Sweeping: IEDs
Perpetrators will look for target of were detected.
Communication  At Kalibo-Caticlan road – debris from
opportunities – ambush Target hardening:
vehicles, road damaged (impassable)
Power responders/ rescuers, 1 smaller Deterrence Police
store or unsecured house/building Visibility; Intel fr
Water community
Environment/Ecology
Response Capabilities Maximum preparation. Mitigating Most of the skilled responders are victims
Back up teams
measures and inter-agency efforts
are on standby
to be undertaken.

56
 CONTINGENCY PLANNING GUIDEBOOK

EFFECTS ON GOVERNMENT:
Precautionary measures in place. Local to national International attention; death or injury of 1
Local
Maximum preparation coordination; APEC key participant; disgust over RP
Precautionary measures in place. Ensure all CPlans authorities’ lack of preparation; some local
National are finalized. responders are victims
Maximum preparation
OTHERS:

57
 CONTINGENCY PLANNING GUIDEBOOK

CP Form 4A: Affected Population

NO. OF DISPLACED POPULATION ASSUMPTIONS

NO. OF (why they were
AFFECTED AREA AFFECTED OUTSIDE CHARACTERISTICS
affected/
(Region/Prov/Mun/Brg POPULATION INSIDE EVACUATION EVACUATIO TOTAL
displaced/
y/Others) N
evacuated)
Family Persons Family Persons Location Family Persons Family Persons

58
 CONTINGENCY PLANNING GUIDEBOOK

Instructions:

1. Under “Affected Area”, specify the name of the region, province, city/municipality and
barangay of the affected population (or name of affected divisions/units within an
agency/office/organization), or other appropriate name of the area.

2. Under “No. of Affected Popupation” estimate the number of families and persons that will
probably be affected by the hazard to plan for. Please be guided that the number of
displaced population (if ever there will be population displacement according to the
scenario) is included in counting the total number of affected population.

3. For the “No. of Displaced Population”, under “Inside Evacuation” are those families and
persons who are housed in evacuation areas and specify the location of the evacuation.

On the other hand, under “Outside Evacuation” are those families/persons who were
displaced but did not stay in evacuation areas like taking shelter in their relatives’ houses,
etc.

Get the total number of displaced population.

4. Under “Assumptions”, indicate the assumptions or reasons why the said population will be
likely affected/displaced.

5. Under “Characteristics”, provide a general description/profile of the affected population.

59
 CONTINGENCY PLANNING GUIDEBOOK

Example:

CP Form 4A: Affected Population

NO. OF DISPLACED POPULATION ASSUMPTIONS

NO. OF (why they were
AFFECTED AREA AFFECTED OUTSIDE CHARACTERISTICS
affected/
(Region/Prov/Mun/Brg POPULATION INSIDE EVACUATION EVACUATIO TOTAL
displaced/
y/Others) N
evacuated)
Family Persons Family Persons Location Family Persons Family Persons

Region 7, Cebu, 20 100 5 25 Brgy x 5 25 10 50 Living near coastal Fisherfolks

Mandaue covered area Lactating mothers
court

10 50 10 50 Brgy y 0 0 10 50 Housing units were Students

elem. totally damaged. PWDs
School

4 20 2 10 Brgy a 1 5 3 15 Houses are made up Pregnant women

covered of light materials Students
court Fisherfolks

7 35 3 15 Brgy b 1 5 4 20 Landslide-prone area Farmers

elem.
School

60
 CONTINGENCY PLANNING GUIDEBOOK

CP Form 4B: Breakdown of Affected Population

MALE FEMALE

Location of Pre- Scho Teenage Adult Senior PWDs Others Total Teenage Adult Senior PWDs Pregnant Lactating Others Total
Toddl Toddle Pre- School
Infant schoo ol Citizen Infant Citizen
Affected er r school Age
l Age
Population
0-12 1-3 18- 60 0-12 18-
4-5 6-12 13-17 1-3 yo 4-5 6-12 13-17 60 above
mos. yo 59 above mos. 59

TOTAL

61
 CONTINGENCY PLANNING GUIDEBOOK

Instructions:

1. Use this form to specify the composition of the affected population.

2. In the absence of actual data, use estimates or percentages instead.

Note: Only use this form if appropriate and necessary. Some hazards or planned events may not need detailed breakdown
of affected population.

Example:

CP Form 4B: Breakdown of Affected Population

MALE FEMALE
Teenage Adult Senio PWDs Others Total Teenage Adult Senior PWDs Pregnant Lactating Others Total
Pre- Scho Pre- Scho
Location of Toddle r Toddl Citizen
Infant schoo ol Infant schoo ol
Affected r Citize er
l Age l Age
n
Population
60
0-12 0-12 1-3
1-3 yo 4-5 6-12 13-17 18-59 abov 4-5 6-12 13-17 18-59 60 above
mos. mos. yo
e

Brgy 1 28 38 103 154 232 407 43 2 0 964 38 51 123 155 178 689 32 2 5 5 0 1,278

Brgy 2 31 49 121 172 198 532 51 5 1 1,16 29 33 201 189 221 576 44 3 3 8 0 1,307
0

Brgy 3 16 30 111 132 177 555 61 3 0 1,08 21 48 187 210 109 701 57 1 6 7 2 1,349
5

TOTAL 75 117 335 458 607 1,494 155 10 1 3,209 88 132 511 554 508 1,966 133 6 14 20 2 3,934

62
 CONTINGENCY PLANNING GUIDEBOOK

CP Form 5A: Cluster Identification

AGENCIES/OFFICES INVOLVED LEAD AGENCY/OFFICE

CLUSTER

63
 CONTINGENCY PLANNING GUIDEBOOK

Instructions:

1. Under “Cluster”, list the organizedresponse clusters that will be required in the event that
the project scenarios take place. It is important to note thatclusters to be listed are solely
based on what the scenario demands.

Note: Here is the list of clusters adopted by the NDRRMC as stipulated in the NDRP:

o Food and Non-food Items

o HEALTH (WASH, Health, Nutrition and Psychological Services)
o Protection
o Camp Coordination and Management
o Logistics
o Emergency Telecommunications
o Education
o Search, Rescue and Retrieval
o Management of the Dead and the Missing
o Law and Order
o International Humanitarian Assistance

2. Under “Agencies/Offices Involved”, indicate the name of agencies/offices involved in the

planning process.

3. For each cluster, put a “check” mark under the name of agency/office that will have a role
to play.

4. Under “Lead Agency/Office”, choose among the agencies/offices with check mark the one
that will act as the lead to supervise the cluster.

Note: Use CP Form 5 during the workshop proper or actual planning process. The
accomplished form will be part of the annexes of the Contingency Plan.

64
 CONTINGENCY PLANNING GUIDEBOOK

Example:
CP Form 5A: Cluster Identification

AGENCIES/OFFICES INVOLVED LEAD

AGENCY
CLUSTERS /OFFICE
PNP AFP MENRO MHO PCG BFP MSWDO MDRRMO PRC GSO BAG MAO P BDRR DEPED J PORT Finance
Clinic MO

Food/Non / / / / / / / MSWDO
food

Health / / / / / / / / MHO

Law and / / / / / / / / / PNP

Order

Search, / / / / / / / / / / MDRRMO
Rescue and (ERT)
Retrieval
Logistics / / / / / / / / / / / / / / / / / MDRRMO

65
 CONTINGENCY PLANNING GUIDEBOOK

CP Form 5B: Summary of Cluster Identification

LEAD AGENCY/
CLUSTER MEMBER AGENCIES/OFFICES
OFFICE

66
 CONTINGENCY PLANNING GUIDEBOOK

Instruction:Summarize the result of CP Form 5A: Cluster Identification using the CP Form 5B: Summary of Cluster Identification.
This will be part of the actual contingency plan.

Example:

CP Form 5B: Summary of Cluster Identification

CLUSTER LEAD AGENCY/OFFICE MEMBER AGENCIES/OFFICES

Food/Non food MSWDO  MDRRMO

 PRC
 BAG
 Brgy Council
 JPort, Finance
Health MHO  MSWDO
 MDRRMO
 PRC
 BAG
 P Clinic
 Brgy Council
 DepEd
Law and Order PNP  AFP
 PCG
 MDRRMO
 GSO
 BAG
 MAO
 Brgy Council
 JPort
Search, Rescue and Retrieval MDRRMO(ERT)  PNP
 AFP
 PCG
 BFP
 MSWDO

67
 CONTINGENCY PLANNING GUIDEBOOK

 BAG
 MAO
 P Clinic
 Brgy Council
Logistics MDRRMO  PNP
 AFP
 MENRO
 MHO
 PCG
 BFP
 MSWDO
 MDRRMO
 PRC
 GSO
 BAG
 MAO
 P Clinic
 Brgy Council
 DepEd
 JPort
 Finance

68
 CONTINGENCY PLANNING GUIDEBOOK

CP Form 6: Needs and Activities Inventory

Cluster: ________________

ACTIVITIES/
NEEDS ARRANGEMENTS TO RESPONSIBLE AGENCIES/OFFICES TIMEFRAME
MEET THE NEEDS

69
 CONTINGENCY PLANNING GUIDEBOOK

Instructions (for each cluster identified in CP Forms 5A and 5B):

1. Under “Needs”, specify the need of the cluster or that may arise before and during the actual disaster/crisis. The needs are
the potential issues, concerns and problems that may be encountered by the Cluster and require appropriate action.

2. Under “Activities/Arrangements to Meet the Needs”, indicate how the said needs will be addressed/met. These are the
actions to resolve the issues, concerns and problems specified in the needs.

3. Under “Agencies/Offices likely to undertake the activities”, determine the agencies/offices or members of the clusters that
have the adequate capacities and resources to address the needs.

4. Under “Timeframe”, specify the expected time to undertake the activity. Here is the prescribed format:
o “D” corresponds to the actual date of the occurrence of the hazard or start of the planned event.
o The numerical value in “D - n” to corresponds to the expected time of undertaking the activity before the actual date of
the occurrence of the hazard or start of the planned event.
o The numerical value in “D + n” to corresponds to the expected time of undertaking the activity after the actual date of
the occurrence of the hazard or start of the planned event.

Notes:

 The needs should be stated as generic as possible. No need to be too elaborate and put the breakdown of the needs.
Remember that you will be assigning the responsible agency/office to address the need.

 In coming up with the needs, you may use the famous “5 Ms of Management” as your guide for the cluster:
o Manpower
o Materials
o Machines
o Methods
o Money

70
 CONTINGENCY PLANNING GUIDEBOOK

Example:
CP Form 6: Needs and Activities Inventory

Cluster: Food and Non-Food Items

ACTIVITIES/
NEEDS ARRANGEMENTS TO RESPONSIBLE AGENCIES/OFFICES TIMEFRAME
MEET THE NEEDS
Food Packs (rice, Additional stockpiling DSWD, LGUs D-2
canned goods, coffee) Repacking DSWD, LGUs D-1

Delivery DSWD, LGUs D-0

Distribution DSWD, LGUs D+1

71
 CONTINGENCY PLANNING GUIDEBOOK

CP Form 7: Resource Inventory

Cluster: ________________

QUANTITY UNIT RESOURCE AGENCY/OFFICE RESOURCE REMARKS

LOCATION

72
 CONTINGENCY PLANNING GUIDEBOOK

Instructions (for each cluster identified in CP Forms 5A and 5B):

1. Under “Quantity”, indicate the actual/existing number of the specific resource.

2. Under “Unit”, indicate the agreed standard description of the resource.

3. Under “Resources”, indicate the existing items/goods/services of the cluster.

4. Under “Agency/Office”, specify the agency/office or member of the cluster that will provide
the said resource.

5. Under “Resource Location”, specify where the resource can be accessed.

6. Under “Remarks”, provide other useful information about the resource.

73
 CONTINGENCY PLANNING GUIDEBOOK

Example:
CP Form 7: Resource Inventory
Cluster: Search, Rescue and Retrieval

QUANTITY UNIT RESOURCES AGENCY/ RESOURCE REMARKS

OFFICE LOCATION
12 personnel Manpower LGU- Lifeguard Boracay Island 1 certified diver
9 Pcs Life buoy LGU- Lifeguard Boracay Island Serviceable
10 Pcs. Ring buoy LGU- Lifeguard Boracay Island Serviceable
2 Sets Diving LGU- Lifeguard Boracay Island Serviceable
Equipment
26 personnel Manpower AFP Boracay Island 9 divers
17 Manpower MAO Mainland 3 certified divers
5 Unit Hand Held Radio MAO Mainland 1 under repair
3 Sets Diving MAO Mainland Serviceable
Equipment
1 Unit Small boat MAO Mainland Serviceable
1 Unit Speedboat MAO Mainland Serviceable
7 personnel Manpower Jetty Port Boracay Island
10 Unit Hand held radio Jetty Port Boracay Island Serviceable
2 pc Base radio Jetty Port Boracay Island Serviceable
3 pcs Megaphone Jetty Port Boracay Island Serviceable
23 personnel Manpower PCG Brgy. Caticlan 3 personnel on schooling
13 personnel Manpower PCG Boracay Island 4 personnel on schooling

74
 CONTINGENCY PLANNING GUIDEBOOK

CP Form 8: Needs Projection and Resource Gap Identification

Cluster: ________________
RESOURCE TARGET POPULATION PROJECTED NEEDS CURRENT GAPS SOURCES
UNIT RESOURCE (PROJECTED – CURRENT) TO FILL
1 DAY (X) DAYS THE GAPS
STANDARDS COST
(PHP) COST COST
FAMILIES PERSONS QTY COST (PHP) QTY COST (PHP) QTY QTY
(PHP) (PHP)

TOTAL

75
 CONTINGENCY PLANNING GUIDEBOOK

Instructions (for each cluster identified in CP Forms 5A and 5B):

1. Under “Resource”, specify the resource of the cluster.

2. Under “Target Population”, indicate the number of families and persons in which the
resources are intended for.

3. Under “Standards”, indicate the agreed standards for the said resource.

4. Under “Unit Cost”, indicate the cost of each resource.

5. Under “Projected Needs”, determine the number of required resources in terms of

quantity and monetary cost based on the target population. Make projections on the
number of needs for 1 day multiplied by the (X) days (depending on the need).

6. Under “Current Quantity”, indicate how many resources are currently available. Refer to
CP Form 6.

7. Under “Gaps”, obtain the number of additional resources needed to match the projected
needs until (X) days. To do this, subtract the quantity of the projected need to the current
quantity.

Do the same process to compute for the cost of the gap.

8. Under “Sources to Fill the Gaps”, specify where the additional resources will be obtained.

Note: The fields in the form may not be applicable for all types of Clusters (“Target Population”
may not be applicable for support clusters such as “Emergency Telecommunications”). Hence,
the fields may be customized as necessary. What is important is that the cluster will have
estimates on its projected resource needs for the projected number of days of operation.

76
 CONTINGENCY PLANNING GUIDEBOOK

Example:

CP Form 8: Needs Projection and Resource Gap Identification

Cluster: Food and NFI

RESOURCE TARGET POPULATION PROJECTED NEEDS CURRENT GAPS SOURCES

UNIT RESOURCE (PROJECTED – CURRENT) TO FILL
1 DAY 8 DAYS THE GAPS
STANDARDS COST
(PHP) COST COST
FAMILIES PERSONS QTY COST (PHP) QTY COST (PHP) QTY QTY
(PHP) (PHP)
A. Food
Food Packs 100,000 500,000 1 Food P360 100,000 36,000,000 400,000 144,000,000 30,000 10,800,000 370,000 133,200,0 QRF
(6kg rice, 4 Pack/Family food food food food 00 (DSWD)
cans corned for 2 days packs packs packs packs
beef, 4 cans consumption 30% CF,
sardines, 6 pcs LGU
3-in-1 coffee)
Donations

B. Non-Food
Sleeping Mats 100,000 500,000 1 sleeping P150 100,000 15,000,000 10,000 1,500,000 90,000 13,500,00 QRF
mat/family mats mats mats 0 (DSWD)

30% CF,
LGU

Donations
TOTAL 51,000,000 144,000,000 12,300,000 131,700,0
00

77
 CONTINGENCY PLANNING GUIDEBOOK

CP Form 9: Budget and Resource Summary

Budgetary Summary

Cluster Cost of Projected Needs Cost of Current Resources Amount of Gaps Source of Fund

TOTAL (PHP)

Resource Summary

Cluster Description Projected Needs Current Gaps Source

Resources

78
 CONTINGENCY PLANNING GUIDEBOOK

Instructions:

Budgetary Summary

1. On the first column, list all the clusters.

2. Obtain the total “Cost of Projected Needs”of each cluster. Refer to the accomplishedCP
Form 8.

3. Obtain the total “Cost of Current Resources”of each cluster. Refer to the accomplishedCP
Form 8.

4. Subtract Cost of Projected Needs to the Cost of Current Resources to get the “Amount of
Gaps”.

5. Under “Source”, copy the details indicated in CP Form 8.

6. Add all the cost of projected needs to come up with the grand total. Do the same process
for the Cost of Current Resources and the Amount of Gaps.

Resource Summary

1. On the first column, list all the clusters.

2. Under “Description”,identify the specific resource for each cluster.

3. Obtain the “Projected Needs”of each cluster. Refer to the accomplishedCP Form 8.

4. Obtain the “Current Resources”of each cluster. Refer to the accomplishedCP Form 8.

5. Subtract the number of Projected Needs to the number of Current Resources to get the

“Gaps”.

6. Under “Source”, copy the details indicated in CP Form 8.

79
 CONTINGENCY PLANNING GUIDEBOOK

Example:
CP Form 9: Budget and Resource Summary

Budgetary Summary

Cluster Cost of Projected Needs Cost of Current Resources Amount of Gaps Source of Fund
1. Food and NFI 144,000,000 12,300,000 131,700,000  QRF (DSWD)
 30% CF, LGU
 Donations
2. Health 100,000,000 10,000,000 90,000,000 DOH

TOTAL (PhP) 244,000,000 22,300,000 221,700,000

Resource Summary

Cluster Description Projected Needs Current Gaps Source

Resources
1. Food and NFI Volunteers for 10,000 5,000 5,000  AFP
repacking  BFP
 PCG
 Academe
 Youth
organizations
2. Health Doctors 5,000 2,000 3,000  LGU
 Hospitals
 P/C/M Health
Office
 Private Sector

80
 CONTINGENCY PLANNING GUIDEBOOK

ACRONYMS
CBMIS: Community Based Management Information System
CLUP: Comprehensive Land Use Plan
CM: Crisis Management
CMC: Crisis Management Committee
CP: Contingency Planning
CSO: Civil Society Organization
DRR: Disaster Risk Reduction
DRRM: Disaster Risk Reduction and Management
DRRMC: Disaster Risk Reduction and Management Council
DRRMF: Disaster Risk Reduction Management Fund
EO: Executive Order
EOC: Emergency Operations Center
GAA: General Appropriations Act
HADR: Humanitarian Assistance and Disaster Response
IMT: Incident Management Team
IC: Incident Commander
ICS: Incident Command System
IHA: International Humanitarian Assistance
INGO: International Non-Government Organization
IRR: Implementing Rules and Regulations

81
 CONTINGENCY PLANNING GUIDEBOOK

JMC: Joint Memorandum Circular

LDRRMF: Local Disaster Risk Reduction and Management Fund
LGU: Local Government Unit
MC: Memorandum Circular
NCMCM: National Crisis Management Core Manual
NDRP: National Disaster Response Plan
NDRRMC: National Disaster Risk Reduction and Management Council
NGA: National Government Agency
NGO: Non-Government Organization
PDNA: Post-Disaster Needs Assessment
PDRA: Pre-Disaster Risk Assessment
PDRRMS: Philippine Disaster Risk Reduction and Management System
PSF: Presidential Social Fund
PWD: Persons with Disabilities
QRF: Quick Response Fund
RA: Republic Act
RDANA: Rapid Damage Assessment and Needs Analysis
RO: Responsible Official
SMARTER: Specific, Measurable, Attainable, Realistic, Time-bound, Extending, Rewarding
SFDRR: Sendai Framework for Disaster Risk Reduction
SOP: Standard Operating Procedure
SUC: Schools, Universities, and Colleges

82
 CONTINGENCY PLANNING GUIDEBOOK

UNESCAP: United Nations Economic and Social Commission for Asia and the Pacific
UNHCR: United Nations High Commissioner for Refugees
UNISDR: United Nations International Strategy for Disaster Reduction

83
 CONTINGENCY PLANNING GUIDEBOOK

LIST OF RELEVANT POLICIES

International Policies:
 Sendai Framework for Disaster Risk Reduction 2015-2030
 ASEAN Agreement on Disaster Management and Emergency Response
 UN Millennium Development Goals
 UN Guiding Principles on Internal Displacement
 SPHERE Project on Humanitarian Charter and Minimum Standards in Disaster Response; United Nations Convention on
Refugee Status
 The Declaration of World Leaders during the World Conference on Natural Disaster Reduction held on 18 – 22 January
2005, Kobe, Japan
 IFRC’s International Disaster Response Laws, Rules and Principles
 International Humanitarian Law and International Human Rights

National Policies:
 RA No.10121, An Act Strengthening the Philippine Disaster Risk Reduction and Management System, Providing for the
National Disaster Risk Reduction and Management Framework, Institutionalizing the National Disaster Risk Reduction and
Management Plan, Appropriating Funds and for Other Purposes
 RA No.7160, the Local Government Code of 1991
 RA No.8185, Amending Section 324 (d) of RA 7160 on the use of the 5% reserve fund for emergency operations
 RA No.8042, National Water Crisis Act of 1995
 RA No.9513, Renewable Energy Act of 2008
 RA No.9729, An Act Mainstreaming Climate Change into Government Policy Formulations, Establishing the Framework
Strategy and Program on Climate Change, Creating for this purpose the Climate Change Commission
 RA No. 9418, Volunteer Act of 2007
 RA 8044, An Act Creating the National Youth Commission, Establishing National Comprehensive and Coordinated Program
on Youth Development, Appropriating Funds Therefor and for Other Purposes
 COA Circular Number 2012-002, s. September 12, 2012

84
 CONTINGENCY PLANNING GUIDEBOOK

 EO Number 86 s. 1999, Providing the creation of the National Food Security Council, Councils on Food Security for the
provinces, independent component cities and Highly Urbanized Cities and National Secretariat on Food Security and other
purpose
 Presidential Decree No.1566, dated June 11, 1978

NDRRMC Issuances:
 NDRRM Plan 2011 – 2028
 NDRRM Framework
 NDRRMC Memorandum No. 22, s 2017: NDRRMC National Disaster Response Plan for Hydro-Meteorological, Earthquake,
Tsunami, and Consequence Management for Terrorism Related Incidents
 NDRRMC Memorandum No. 50, s 2017: Checklist of Actions and Milestones for Earthquake Preparedness
 NDRRMC Memorandum No. 43, s 2016: Guidelines on the Interoperability of the Incident Management Teams and
Response Clusters
 NDRRMC Memorandum No. 44, s 2016: Guidelines on the Mobilization of Incident Management Teams
 NDRRMC Memorandum No. 17, s 2014 re Institutionalization of the Pre-Disaster Risk Assessment
 NDRRMC Memorandum No. 23, s 2014 approving the National Disaster Response Plan for Hydro-meteorological hazards
 DBM-NDRRMC-DILG JMC 2013-1 re Allocation, Utilization of the LDRRMF
 NDRRMC Memorandum No 04, s 2012: Implementing Guidelines on the Use of Incident Command System as an On-Scene
Disaster Response and Management Mechanism under the Philippine Disaster Risk Reduction and Management System
 Department of Budget and Management-NDRRMC-DILG JMC 2013-1: Allocation, Utilization of the Local Disaster Risk
reduction and Management Fund
 DILG Memorandum Circular No.: 2014-39: 2014 Seal of Good Local Governance: Pagkilala Sa Katapatan at Kaausayan ng
Pamalaang Local
 NDRRMC-DILG-DBM-CSC JMC 2014-1 re Implementing Guidelines for the Establishment of LDRRMOs or BDRRMCs in
LGUs
 NDCC MC 12 series 2008: Institutionalization of the Cluster Approach in the Philippine Disaster Management System
 NDCC Circular No.5 dated May 10, 2007 re Institutionalizing the UN Cluster Approach in the PDMS
 NDCC Circular No. 2, dated March 28, 2007 re Implementing Guidelines of the Memorandum of Understanding on
International Humanitarian Assistance Local ordinances, inter-agency arrangements, community norms
 NDCC Circular No. 10, series of 2005 re Policy Guidelines on the Delivery of Basic Services to Displaced Children During
Disaster Situation;

85
 CONTINGENCY PLANNING GUIDEBOOK

 NDCC Memo Order No. 4 dated May 4, 1998 re Policies and Criteria for the Declaration of a State of Calamity

Policies for National Security:

 UN Convention on the Law of the Sea (UNCLOS)
 RA No. 7077, Citizen Armed Forces or Armed Forces of the Philippines Reservist Act
 RA No. 9163, National Service Training Program Act of 2001
 Policies for Crisis on OFWs
 RA No 10022, An Act Amending RA no. 8042 otherwise known as The Migrant Workers and Overseas Filipinos Act of 995
 EO No. 82, s. 2012: Operationalizing the Practical Guide for National Crisis Managers and the National Crisis Management
Core Manual; Establishing National and Local Crisis Management Core Manual; Establishing national and Local Crisis
Management Organizations; and Providing Funds Therefor
 EO No. 34, Creating the Overseas Preparedness and Response Team and Replacing the Presidential Middle East
Preparedness Committee

Policies for Crisis on Health:

 Presidential Decree No. 1096, National Building Code of the Philippines
 National Structural Code of the Philippines, 2001
 Phil Electrical Code of 2000
 PD No. 1185, Fire Code of the Philippines
 RA No. 8495, Philippine Mechanical Code of 1998
 RA No. 344, Accessibility Law
 RA No. 9275, Phil Clean Water Act of 2004
 RA No. 9003, Ecological Solid Waste Act Management of 2001
 DOH Admin Order No. 155, 2004, Implementing Guidelines for Managing Mass Casualty Incidents During Emergencies and
Casualties
 DOH Admin Order No. 168, 2004 re National Policy on Health Emergencies and Disasters
 DOH Admin Order No. 0029, 2010 re Policies and Guidelines on the Establishment of Operation Center for Emergencies
and Disasters
 DOH Admin Order No. 2008-0021 re Gradual Phase out of Mercury in all Healthcare Facilities and Institutions

Policies for Crisis in Economy:

86
 CONTINGENCY PLANNING GUIDEBOOK

 RA No. 7581, An Act Providing Protection to Consumer s by Stabilizing the Prices of Basic Necessities and Prime
Commodities and by Prescribing Measures Against Undue Price During Emergency Situations and Like Occasions

87
 CONTINGENCY PLANNING GUIDEBOOK

OTHER FREQUENTLY ASKED QUESTIONS

What are the main differences between this new CP process and the old one?
- The new CP process is a calibration of the Sendai Framework for DRR. It also links to the recent DRRM mechanisms such as
ICS, cluster approach, PDRA and RDANA. More importantly, it is an integration of CP natural and human-induced hazards by
incorporating the provisions of RA 10121 and the NCMCM.

Although the nomenclature for the old CP process has been revised, the approach is still the same. Furthermore, the same CP
Forms are still used but are now enhanced and simplified.

We have already our DRRM plan in place. Why do we still need to create contingency plan?
- DRRM plan includes wide range of activities across all the four thematic areas. It is generally intended to enhance the overall
preparedness of a community. A contingency plan, on the other hand, is intended to arrange in advance the specific response
mechanisms for a predicted disaster or crisis that may arise.

Is it possible to create contingency plans for more than one disaster or crises?
- No, there should be one contingency plans for every disaster or crisis. One disaster or crisis yields different impacts and requires
different set of resources, agencies involved, and response arrangements.

What is the difference between “sectors” and “clusters”?

- The term “sectors” was used in the previous CP manuals. With the approval of the NDRP and the adherence of the NDRRMC to
UN standards for HADR, the use of “clusters” is now introduced.

The application of “clusters” actually reinforces the concept of “sectors”. While “sectors” refer to a specific functional area of
responsibility at the local level, “clusters” put emphasis on group of units performing a specific task, which is more applicable for
use at the regional and national level.

Is it possible for us to lead other clusters even if it is not within our mandate?

88
 CONTINGENCY PLANNING GUIDEBOOK

- Yes, especially if the scenario calls for it. For worst case disaster situations, mandated agencies may probably be overwhelmed or
even be part of the casualties. In this situation, other agencies with the enough capabilities and technical expertise may take the
lead instead on behalf of the mandated agency.

Are we required to use the clusters specified in the NDRP?

- Yes, but only if appropriate. The clusters specified in the NDRP are just examples of the many possible clusters that we can arrive
at depending on the needs of the situation. Remember that CP is a need-driven activity. The existing clusters may be modified
depending on the situation or new clusters may arise as necessary as agreed upon by the planners.

Are the clusters in the NDRP fixed and final?

- No, the NDRP is a living document. The NDRRMC is continuously developing the clusters based on the emerging needs.

Is training on ICS a requirement to participate in the CP process?

- No, but it will be an advantage if a CP participant fully understands ICS. Facilitators and other ICS trained co-participants can
provide actual mentoring to their colleagues during the planning process.

The Cluster approach has already been used prior to the adoption of ICS. Now, ICS may only lead to confusion when used
with clusters. Why still use ICS?
- The use of ICS is stipulated in RA 10121, EO No. 82, s. 2012 re Operationalizing the Practical Guide for National Crisis Managers
and the National Crisis Management Core Manual; Establishing National and Local Crisis Management Core Manual; Establishing
national and Local Crisis Management Organizations; and Providing Funds Therefor, and NDRRMC MC No 04, s. 2012 re
Implementing Guidelines on the Use of Incident Command System (ICS) as an On-Scene Disaster Response and Management
Mechanism under the Philippine Disaster Risk Reduction and Management System (PDRRMS).

Cluster approach shall be used for resource coordination and mobilization whereas ICS shall be used for on-scene operations
based on the resources allocated by the clusters.

For detailed information on how to use both the Cluster approach and ICS in CP, the NDRRMC Memorandum No. 43, 2016
provides the guidelines on the interoperability of the IMTs and Response Clusters.

Are we required to establish EOCs?

89
 CONTINGENCY PLANNING GUIDEBOOK

- Yes, all DRRMCs from the national down to local levels are mandated to establish EOCs as provided for in RA 10121.
Specifically, in Section 12, c 23, LDRRMCs shall “establish a Provincial/City/Municipal/Barangay Disaster Risk Reduction and
Management Operations Center”. This is further stipulated in the NDRRMC-DILG-DBM-CSC JMC 2014-1 re Implementing
Guidelines for the Establishment of Local DRRM Officers (LDRRMOs) or Barangay DRRM Committees (BDRRMCs) in Local
Government Units (LGUs).

How is risk assessment formula reflected in CP Form 1?

- The intersection of vulnerability and exposure to hazard is reflected in the way we give scores to probability and impact in CP
Form 1.

<Name of Office/Agency> is not present in the workshop but their participation is crucial. How can we proceed with the
CP process?
- CP will not end in the four corners of the workshop room/hall. Proceed to undertake your planning per cluster. In the ways
forward, the working group members shall coordinate with the relevant agencies to finally complete the entire plan.

Where do we get funds for CP related activities?

- DRRM Funds can be used for CP related activities. At the local levels, funds shall be obtained from the Local DRRM Funds.
According to Section 21 of RA 10121, “…Not less than five percent (5%) of the estimated revenue from regular sources shall be set
aside as the LDRRMF to support disaster risk management activities…” This is further stipulated in the DBM-NDRRMC-DILG JMC
2013-1 re Allocation, Utilization of LDRRMF. Also, by highlighting the importance of clusters for activation as well as determining
the resource gaps, CP can be used to justify funding for enhancement of disaster preparedness.

The use of DRRM Funds for CP related activities has also been specified in the NDRRMC-NSC JMC No. 1, s. 2016, specifically in
the following items:

6.2.1. At the national/regional levels, funding for formulation, dissemination, pilot-testing, evaluation and updating of
contingency plans shall be sourced against the NDRRMF allocated to the concerned national /regional government
agencies.

6.2.2. At the local government level, funding for formulation, dissemination, pilot-testing, evaluation and updating of contingency
plans shall be sourced against the LDRRMF.

90
 CONTINGENCY PLANNING GUIDEBOOK

6.2.3. All individual government department, bureau, agency, office, unit and instrumentality shall use a portion of their
appropriations for formulation, dissemination, pilot-testing, evaluation and updating of their respective contingency plans
as necessary.

The SPHERE Project prescribes minimum standards provided for disaster response. Do we have to use the SPHERE
Project as our reference for the CP?
- Yes. The SPHERE Project on Humanitarian Charter and Minimum Standards in Disaster Response is a useful guide to identify
and measure necessary resources that will be needed in the CP process.

Our office/agency cannot comply with the prescriptions of the SPHERE standards. What should we do?
- The planners in your office/agency can localize the standards according to your own situation. What is important is that the
standards have been agreed upon by the body.

What are the other possible sources of funds that can be tapped to meet the identified resource gaps?
Aside from DRRM fund, other sources of funds include:
 Budget Circular No. 66, series of 2012
 Grants and Donations from Religious Organizations, I/NGOs, CSOs, GOCCs, NGAs, IHA, Private and Business groups
 Presidential Social Fund (PSF)
 GAA
 Local Social Fund
 LGU Trust Fund
 Savings
 General Fund
 Development Fund

Where can the AFP, PNP and BFP reimburse their operational expenses used during response?
-GAA provides huge allocation of DRRM fund for relevant government agencies. AFP, PNP, BFP and other agencies can
reimburse against their respective funds.

Does the youth sector have a role in the formulation of CP?

91
 CONTINGENCY PLANNING GUIDEBOOK

- Yes, the youth sector has a role not just in CP but in all aspects of DRRM and CM. Three complementing laws, RA 9163, RA
10121 and RA 7077, underscore the vital role of the youth in nation building during peace and war particularly during national crisis,
emergency and disasters/calamities.

Can contingency plan be used as a substitute to the DRRM Plan?

- No. A contingency plan cannot be used as substitute to the DRRM plan. A contingency plan, although a disaster preparedness
document, is intended for ensuring timely and effective response. DRRM Plan, on the other hand, encompasses the four DRRM
thematic areas which complete the holistic DRRM process.

Can the unexpended balance of the LDRRM Fund be allocated and used to fund the programs, projects and activities
needed for CP?
- Yes. The references for this can be found at the COA Circular Number 2012-002 s. September 12, 2012 and the DBM-NDRRMC-
DILG JMC 2013-1 re Allocation, Utilization of the LDRRMF. However, it is important to note that according to Section 3, Rule 18,
IRR of RA 10121: “…Any such amount still not fully utilized after five (5) years shall revert back to the general fund and made
available for the social services to be identified by the local sanggunian.”

What can be used as justification for the utilization of LDRRMF for CP?
The primary justification is Section 21 of RA 10121. Another policy is the DBM-NDRRMC-DILG JMC 2013-1 re Allocation,
Utilization of the LDRRMF.

Is there a liability on the part of the LCEs/LGUs should they fail to formulate their contingency plans?
- Yes. Failure on the part of any LCE/LGU to formulate CP is tantamount to dereliction of duty defined and covered under Section
19 of RA 10121. This is so because absence of CP will render the LGU virtually incapable to respond timely and effectively when
disaster strikes the territorial jurisdiction of the LGU, in which case many lives may be lost and immeasurable damage to properties
may occur. Besides, it is the primary duty of LGUs to protect the lives of its constituents so clearly provided under Section 16,
General Welfare provision of RA 7160 or Local Government Code of 1991.

92
CONTINGENCY PLANNING GUIDEBOOK

93
 CONTINGENCY PLANNING GUIDEBOOK

REFERENCES
Books:

Contingency Planning Guide (2012). International Federation of Red Cross and Red Crescent
Societies. Geneva, Switzerland

Contingency Planning for Emergencies: Manual for Local Government Units (2007). National
Disaster Coordinating Council and United Nations High Commission for Refugees and National Disaster Coordinating
Council

National Crisis Management Core Manual. (2012). National Security Council

National Disaster Response Plan. (2017). National Disaster Risk Reduction and
Management Council

National Disaster Risk Reduction and Management Plan 2011 – 2028. (2012). National Disaster
Risk Reduction and Management Council

Handbook of Emergencies (2007). United Nations High Commissioner for Refugees.

Laws, Policies and Frameworks:

Asia-Pacific Economic Cooperation Disaster Risk Reduction Framework

Department of Budget and Management-National Disaster Risk Reduction and Management

Council-Department of the Interior and Local Government Joint Memorandum Circular 2013-1: Allocation and Utilization of
the Local Disaster Risk Reduction and Management Fund

Executive Order No. 82, s. 2012: Operationalizing the Practical Guide for National Crisis

94
 CONTINGENCY PLANNING GUIDEBOOK

Managers and the NCMCM; Establishing National and Local Crisis Management Core Manual; Establishing national and
Local Crisis Management Organizations; and Providing Funds Therefor

National Disaster Risk Reduction and Management Framework

National Disaster Risk Reduction and Management Council and National Security Council Joint
Memorandum Circular No. 1, s. 2016: Guidelines on the Formulation of Contingency Plans for Natural and Human-Induced
Hazards and Adoption of the Contingency Planning Guidebook

National Disaster Risk Reduction and Management Council Memorandum Circular No 04, s.
2012: Implementing Guidelines on the Use of Incident Command System as an On-Scene Disaster Response and
Management Mechanism under the Philippine Disaster Risk Reduction and Management System

National Disaster Risk Reduction and Management Council Memorandum No 43, s. 2016:
Guidelines on the Interoperability of the Incident Management Teams (IMTs) and Response Clusters

National Disaster Risk Reduction and Management Council Memorandum No 43, s. 2016:
Guidelines on the Mobilization of Incident Management Teams

Republic Act No. 10121: An Act Strengthening the Philippine Disaster Risk Reduction and
Management System, Providing for the National Disaster Risk Reduction and Management Framework, Institutionalizing the
National Disaster Risk Reduction and Management Plan, Appropriating Funds and for Other Purposes

Republic Act No. 7160: the Local Government Code of 1991

Sendai Framework for Disaster Risk Reduction 2015-2030. (2015). United Nations Office for
Disaster Risk Reduction.

Websites/Internet Articles:

https://www.google.com.ph/

95
 CONTINGENCY PLANNING GUIDEBOOK

http://www.ifrc.org/

http://www.merriam-webster.com/

https://www.gfdrr.org/sites/gfdrr.org/files/8.2.How_to_Define_Affected_Population.pdf

96